 Responsible for the general management of the Business Unit that handles the Sales of Cummins’ five Business Divisions – Parts, Generators, Engines, Services, and Rental – with six branches in Brazil, R$ 112,000.00 yearly revenues and 190 employees. Manage the unit for maximum effectiveness of all company operations assuring achievement of budgeted sales, costs, profits and performance objectives, in line with basic parent company strategy & business plans, principles & values, policies & procedures, to achieve overall corporate strategic goals for Brazil, monitoring progresses, results and ensuring that appropriate action is taken on negative variances Identifies opportunities and evaluates their feasibility making recommendations for new investments or development of new businesses and products, so as to provide a satisfactory return for shareholders and keep the safety of the company’s assets. Restructured all Business areas (processes, culture and people). Increased revenues from KR$ 69 in 2007 to KR$ 80 in 2008, in spite of the credit crunch, maintained revenues at KR$ 80 in 2009. Provides on time reporting of monthly objectives and outcomes, target account status, lead generation, follow up, call summaries, and bottom up business forecast for all branches. Increased the operating margin from 25.3% (2007) to 25.5% to 26% (2009) and 27% (2010). Manages contacts with top customer in the field to identify opportunities to expand or improve products/services, provided or solve possible contract or operational issues, make key negotiations, keeping customer satisfaction and projecting a positive image of the company. Sponsored many 6 Sigma projects. Worked intensely to constantly reduce fixed and variable costs. Implemented HSE (Health, Safety and Environment) in the unit.

 Implemented Supply Chain Management, Demand Forecasts, and VMI. Sought suppliers in the BRIC countries – Brazil, Russia, India, and China. Restructured the areas of Products, PCP and Procurement, which included strategic planning and direction, automation of processes and procedures, people profiling and management, relationships with suppliers, commercial and profitability targets, and focus on negotiations.  Responsible for a purchasing budget worth R$ 500 million/year, leading a team of 15 people in Product Procurement, Planning and Supply of 18 branches with DCs distributed across the country.  Defined and managed the Marketing Policy, ensuring quality, positioning, focus, and competitive prices. Developed new products, pricing, market and promotional actions, and trained commercial teams. Reduced inventory level by 10% from 2003 to 2006. Reduced the global cost of acquisition by 8%, in the same period, through the renegotiation of supply agreements, development of new products and supply sources, branch-supplier integration, logistic projects, and improvement plans. Implemented the Strategic Plan for Products and Markets, Supplier Performance Program, and Business Intelligence. Responsible for increasing the operating margin by 2%, by improving management in the area of Products, which contributed to setting the greatest profit in 10 years.

 Responsible for a total purchase amount of R$160 million/year, leading a team of 8 associates in the procurement of raw materials, packaging, and services. Implemented logistic strategies and projects involving finished products and raw materials for 10 manufacturing units spread through the South, Southeast, North, and Northeast regions. Reduced costs from R$ 6 million in 1998 to R$ 3 million in 2001, through long-term agreements, cost reduction programs, factory-supplier integration, logistic projects, technical and industrial cooperation, improvement plans, Global Sourcing, contract renegotiation, and development of new suppliers.