Responsible for Supply Chain, Customer Care, Strategic Sourcing and Product Management in South America, for Dispersions, Resins and Additives business, attending Coatings, Construction, Fiber Bonding and Paper industries.Leadership of a 25 people team (5 direct), reporting to BU Director in South America and to Global Supply Chain Vice-President.Accountability for:•Order to cash process•Interface tranport management •Pricing•Shortage management•Portfolio… Show more Responsible for Supply Chain, Customer Care, Strategic Sourcing and Product Management in South America, for Dispersions, Resins and Additives business, attending Coatings, Construction, Fiber Bonding and Paper industries.Leadership of a 25 people team (5 direct), reporting to BU Director in South America and to Global Supply Chain Vice-President.Accountability for:•Order to cash process•Interface tranport management •Pricing•Shortage management•Portfolio management in partnership with Marketing•Margin management and P&L analysis •Cost to serve•Supply and production planning •Demand Planning and S&OP process•Strategic sourcing•Interface with Procurement•Interface with Logistics•Interface with Foreign Trade Show less

Co-leader of BASF's ERG for black and brown people and responsible to coordinate ERG budget

Reporting to the Regional Business Director and Global Supply Chain Directors, managing 5 direct and 3 indirect employees.•Responsible for demand planning, materials and production planning, logistics and digitalization projects for the Performance Chemicals area in South America (fuel and plastic additives, solutions for mining and petroleum).•Budget Management and cost control.•S&OP management to adapt logistical and operational resources in order to meet short, medium and… Show more Reporting to the Regional Business Director and Global Supply Chain Directors, managing 5 direct and 3 indirect employees.•Responsible for demand planning, materials and production planning, logistics and digitalization projects for the Performance Chemicals area in South America (fuel and plastic additives, solutions for mining and petroleum).•Budget Management and cost control.•S&OP management to adapt logistical and operational resources in order to meet short, medium and long-term demand forecasts.•Relationship and management of the production contract with third parties.•Interface with Sales, Marketing, Foreign Trade, Operations, Purchasing and global functional areas.•Inventory management (over 200 million reais).•Member of the Supply Chain Heads global forum, representing South America.•Leadership of the crisis committee for serving customers in the region.•Monitoring the target agreement of the Purchasing, Logistics and Transport Management areas.Main achievements:•12% reduction in inventories through commercial actions with the Sales and Marketing teams and revision of the safety stock strategy following the import lead time scenario.•Implementation of SQL in Supply Chain and RPA's reports for automating activities with time reduction of more than 200%.•92% team satisfaction in leadership assessment and survey on the work environment and team engagement.•Implementation of a reverse packaging logistics project with customers, generating a competitive advantage for BASF and the environmentally correct disposal of over 5,000 drums per year.•Elaboration of the area's digital roadmap as part of the global digitalization strategy, raising automation initiatives with an expectation of 35% efficiency gains by 2024. Show less

Reporting to the Senior Supply Chain Manager, managing 5 direct and 12 indirect employees.•Responsible for production planning, raw materials, packaging in the decorative paints business area (brands: SUVINIL and GLASU) which involves 4 plants, supply of 3 DC's, management of 5 third-party plants, planning 5,000 SKU's.•Leadership of the S&OP cycle (Demand Review, Supply Review, Pre-S&OP and Executive S&OP).•Budget Management and cost control.•Inventory management of over BRL… Show more Reporting to the Senior Supply Chain Manager, managing 5 direct and 12 indirect employees.•Responsible for production planning, raw materials, packaging in the decorative paints business area (brands: SUVINIL and GLASU) which involves 4 plants, supply of 3 DC's, management of 5 third-party plants, planning 5,000 SKU's.•Leadership of the S&OP cycle (Demand Review, Supply Review, Pre-S&OP and Executive S&OP).•Budget Management and cost control.•Inventory management of over BRL 165 million.•Monitoring and management of the customer service level by segment.•Monthly presentations at the Executive S&OP for the business' top leadership (directors and vice president).•Contingency plan management and risk mitigation.Main achievements:•Improvement of 9 p.p. of OTIF to the home center segment through meetings focused on this segment and improvement of the logistical process for inventory reservation.•Implementation of the Order Cycle Time indicator, with a 23% reduction in service time in the first year.•VSM to improve the billing process (with more linearity), where improvements in the production scheduling process were identified.•Implementation of collaborative planning (CPFR) with the client Leroy Merlin, enabling sales growth of 40% in 2020, with a 20% reduction in outages.•Leadership of the project to implement a planning tool (based on the Theory of Constraints, using Artificial Intelligence and Machine Learning) with a 25% reduction in inventories.•Implementation of a sales forecasting tool using machine learning, neural networks and financial indicators, improving forecast accuracy by 10 p.p. and optimizing time by 30%. Show less

Reporting to the Supply Chain Manager, managing 9 direct employees•Responsible for planning and scheduling production of the paint business (automotive and decorative), production of 9 plants in 3 production sites.•Leadership of the Supply Review process and active participation in the S&OP process.•Inventory management and production planning and delivery reliability indicators.Main achievements•Leadership of the S&OP implementation project for the automotive paint… Show more Reporting to the Supply Chain Manager, managing 9 direct employees•Responsible for planning and scheduling production of the paint business (automotive and decorative), production of 9 plants in 3 production sites.•Leadership of the Supply Review process and active participation in the S&OP process.•Inventory management and production planning and delivery reliability indicators.Main achievements•Leadership of the S&OP implementation project for the automotive paint business.•Conduction of Supply Chain strategy initiatives, bringing flexibility to production planning.•Inventory reduction of 18% in 2015 and 13% in 2016, with optimization of lot sizes and safety stocks.•Projects with savings of more than BRL 500 thousand (lot size optimization and color sequence programming).•Regionalization of planning in Argentina with inventory reduction of 11%.•Implementation of indicators of adherence to the production plan for automotive paint plants (increasing the water-based automotive plant indicator from 45% to 71%) 2015-18. Show less

Report directly to the Supply Chain Manager•Responsible for planning the resale and raw materials of the Textile, Mining and Water Treatment business areas for South America.•Inventory management; Participation in the S&OP process; Use of the APO-DP and APO-SNP tool. Main achievements:•Reduction of slow-turning inventories by 52% in the Textile business in 2013.•Reduction of slow-moving inventories by 75% in the Mining business from 2013 to 2014.•Reduction of… Show more Report directly to the Supply Chain Manager•Responsible for planning the resale and raw materials of the Textile, Mining and Water Treatment business areas for South America.•Inventory management; Participation in the S&OP process; Use of the APO-DP and APO-SNP tool. Main achievements:•Reduction of slow-turning inventories by 52% in the Textile business in 2013.•Reduction of slow-moving inventories by 75% in the Mining business from 2013 to 2014.•Reduction of total Textile business inventory by 45% in 2013.•Improved service level indicator and delivery from 72% to 91% in the Water Treatment business in 2013. Show less