Daniel Duarte Email & Phone Number

Monte Mor, São Paulo, Brasil

Campinas E Região

# Multinational company in the irrigation solutions, infrastructure, and road technology sector.Responsible for all planning and procurement of direct and indirect materials/services, production inputs, equipment, and MRO for the group, overseeing a spend of +100MM in contracts, supply agreements, and spot purchases.*** Key Achievements ***• Centralization of similar item families increased volume and negotiation power, resulting in ~30% cost reduction.• 25% reduction in delivery delays and a 35% increase in delivery quality accuracy.• 80% reduction in procurement request processing time, with a significant 25% monthly cost reduction.• 36% decrease in procurement costs through the development of new alternative supply sources and parts localization.• Reduced acquisition costs of major spare parts (post-sales), enabling price repositioning in the market and contributing to a 40% increase in company revenue.

Hortolândia, São Paulo, Brasil

# National conglomerate of companies, with its primary division focusing on pharmaceutical manufacturing.Responsible for overseeing the entire planning and procurement of MRO services/materials across the group's companies, managing a spend of over $40 million in contracts, supply agreements, and spot purchases.

Três Lagoas, Mato Grosso Do Sul, Brasil

# National company in the pulp and paper manufacturing segment.Responsible for MRO Material/Services Planning in general of the Plant.● Responsible for the governance of all MRO materials and services with the Warehouse and Supplies areas, practicing a strong interface between the teams, guaranteeing the replacement of stock resources;● Administration of all CAPEX costs, ensuring the acquisition of materials and indirect services;● Analysis of the ABC curve of the materials, identifying the obsolete and making them available for stock reduction projects and sales auctions, generating a reduction in the periodicity of purchase of the most significant materials and gains in costs for the use of funds in more assertive resources.

Salto

# Multinational company in the manufacturing of welded and drawn steel tubesResponsible for Purchasing/Planning and Warehousing.# Direct management of a team of 5 professionals, reporting directly to the CFO● Led the restructuring of the area with the SAP system, making the process more dynamic and providing reliable data for more assertive decision-making.● Developed new national and international supply sources, resulting in cost and lead time reductions.● Implemented procedures and policies for purchasing and inventory management, achieving the following reductions: 46% in material shortages, 32% in emergency purchases, and reducing inventory cost from R$2M to R$1.2M.● Created the purchasing budget and systematized electronic order approvals, providing 100% control over expenses, better allocation of funds, and division of approval control by cost centers.● Consolidated purchasing categories, negotiated, and drafted major contracts through competitive bidding, resulting in a 63% reduction in purchasing time and a 28% reduction in overall costs.● Established controls for the dispatch and return of materials for external activities, enhancing follow-up and control, resulting in a 58% reduction in service response time and a 35% reduction in operational costs.● Developed guidelines and controls for the delivery and receipt of materials, implemented cyclic inventory routines, and systemized address management, achieving an 85% increase in inventory accuracy and 100% physical control.● Renegotiated payment terms and developed new suppliers, increasing the average payment term from 17 to 42 days.

Piracicaba E Região, Brasil

# Multinational manufacturer of agricultural machinery and equipment.Responsible for the analysis, procurement, scheduling, and control in the Materials area and the management of KAIZEN projects in the Receiving, Storage, Line Feeding, and Shipping areas, which resulted in significant savings in costs, time, and deadlines.

Três Lagoas E Região, Brasil

# Multinational manufacturer of commercial refrigerators and freezers, and white goods.Responsible for the entire Purchasing/Supply Chain area - Technical Materials/Services and Warehousing.Direct management of an 8-person team.• Implementation and management of the PCM (Planning and Control of Materials and Technical Services) area.• Responsible for drafting major contracts for spare parts, third-party services and technical assistance, PPE, chemicals, and other indirect production items with new competitive sources.• Creation of a technical warehouse for parts, totaling more than 1,000 items, equipment, and tools to better control and organize the operational processes of the sectors.• Implementation of the maintenance area restructuring project, creating advanced posts in the 4 production lines through activity schedules and routine development.*** Key Achievements ***• Reduced overall costs by ~43%, with better control in strategic management using reliable data for more assertive decision-making.• Improved maintenance order (MO) response by 79%, achieving satisfactory results in reducing maintenance losses from 16% to 1.2% in 12 months.• Increased efficiency in the operational team’s productivity and reduced production losses/downtime by ~15%.• Implemented a computerized system focused on inventory and purchasing modules within the ERP for better control in strategic replacement management, providing reliable data for more assertive decision-making.

Campinas E Região

# Multinational company that manufactures machinery for the mining, chemical, petrochemical and food sectors.● Management of the entire portfolio of mechanical, electrical/electronic materials, chemical products, raw materials and equipment in general and hiring of services and technical assistance in general;● Application of expediting method and intensive follow-up in technical visits with suppliers;● Technical understanding of purchase requests for the manufacture of machines and equipment, reduction in the service time of technical purchase requisitions;● Development and approval of new alternative sources of supplies and nationalization of parts, new partnerships strengthening the relationship, suggesting necessary improvements in the house of external suppliers, in addition to presenting new options with internal customers.● Anticipating unexpected, error-prone process disruptions with time to react.● Creation and presentation of indicators, reports, strategies and action plans in meetings.*** Main results ***● Centralization of items of the same familiarity, increasing volume and bargaining power, reducing costs ~26%;● 45% reduction in delivery delays and 67% increase in delivery quality assertiveness;● Reduction in the service time of technical purchase requisitions by 72%, with a significant cost reduction of 25% (month);● 26% reduction in acquisition costs with the development of new alternative sources of supply and nationalization of parts.● Reduction in the cost of acquiring main spare parts (after sales) enabling the repositioning of sales prices in the market, which contributed to a 40% increase in the company's revenue.

Hortolândia, São Paulo, Brasil

# Multinational manufacturer of white goods appliances.Responsible for the procurement of direct/indirect materials, hiring third-party services and technical assistance, Facilities, development of new suppliers, cost control, and performance indicators.• Management of the planning and procurement process for materials, hiring third-party services and technical assistance, and managing the sending/returning of materials and equipment for external repairs.• Implementation and control of KPIs for cost and process efficiency, development and approval of new suppliers, and localization of parts.• Coordination of the project to transfer the technical warehouse from the São Paulo plant to Hortolândia.• Leader of the WCM and TPM Systems Implementation Project, qualifying and delegating activities that were purchasing responsibilities to technical personnel.• Implementation of the SGI (Computerized Management System) in the planning and procurement area.• Development and planning of PCM routines, being responsible for the execution team.*** Key Achievements ***• Improved OEE (Overall Equipment Effectiveness) indicators from 57% to 78% in 2011.• Reduced costs by 41% and improved delivery time control, reducing delays.• Streamlined processes, finalized supply contracts with alternative sources.• Led the planning of the technical warehouse transfer process without interrupting production, completed 2 weeks ahead of schedule and at 20% below the budgeted cost.• Analyzed the ABC curve of materials, identified obsolete materials, and organized an auction for their sale, resulting in an 18% reduction in the purchase frequency of significant materials and a gain of R$ 210K from the auction of obsolete materials.• Developed service contracts for technical assistance with predefined periodic visits, resulting in a 35% reduction in overall technical assistance service costs.

Campinas E Região

# Multinational aluminum casting company for the automotive sector.Responsible for the procurement of direct/indirect materials, hiring third-party services and technical assistance related to MRO and Facilities, development of new suppliers, cost control, and performance indicators.• Procurement of materials (mechanical, hydraulic/pneumatic, electrical/electronic, injection and machining tools, safety, hygiene, cleaning, facilities, etc.).• Hiring of third-party services including Hydraulic, Mechanical, Electrical, Refrigeration, and technical assistance related to equipment and facilities maintenance for all MRO and Facilities.• Development of new suppliers, cost control, and performance indicators.• Creation of the Technical Warehouse, responsible for procuring indirect materials related to MRO and Facilities.• Creation of the PCM department, systematizing maintenance.• Development and planning of PCM routines, delegating tasks to key personnel, being the manager responsible for the execution team (a team of 5 people).• Implementation of key activities for scheduled corrective, preventive, and predictive maintenance, developing action plans with the technical team.*** Reduced MRO item costs by 42% through item centralization by family and suppliers and nationalization of imported items ***

Master Of Business Administration - Mba, Logistics, Materials, And Supply Chain Management

Graduattion In Business Administration, Administration

Technician, Electronics Technician

Mechanical Technician, Mechanical Maintenance