Edison Sales Júnior Email and Phone Number

Le Biscuit is a Vinci Partner Investment Fund Company working in non-food retail, present in 13 Brazilian States with sales of BRL 1 billion, and over 3,000 employees. Responsible for the entire Supply Chain, with a team of 3 managers in Supply, Logistic Planning, Transport and DC Operation areas reporting to the CEOResponsible for structuring the logistics roadmap supporting company growth in the next 2 years, going from sized structure to servicing 109 stores, and preparing the Supply Chain to support 200 stores.Store supply management with the challenge of balancing product remittance to stores considering the 13 distinct subcategories, varying seasonality and regional differences.Responsible for Distribution Center Management and for redefining the necessary network to support company growth.Management of the Transport area with an annual budget of BRL 7 million and a fleet comprising 20 transport companies.Formulation of supply-chain strategies, service-levels/SLA, logistic flow and operational infrastructure.Review of the distribution model, establishing fixed-order frequency, resulting in 15% freight-cost savings and improved service to stores after 1 month’s implementation.

Responsible for managing 18 DCs with an annual budget of over BRL 500 million, 3,500 employees, inventory of ~ BRL 1.5 billion, and a team of 3 managers in Transport and DC Operations reported to the Executive Supply Chain Director Management of the Transport area with an annual budget of over BRL 270 million, a fleet comprising over 80 transport companies and 1,500 vehicles.Formulation of supply-chain strategies, service-levels/SLA, logistic flow and operational infrastructure, logistic-planning systems, supply, storage and distribution.Deployment of LEAN philosophy at DCs, supported by the Ekantika Consulting Company, which generated the Multi-Retail and Operational Efficiency Model, enabling gains.Creation of the BELT program with Six Sigma methodology, supported by the Seta Consulting Company, with the goal of strengthening the team’s analytical skills and implementing the annual cycle for generating the project pool – over 100 managers trained and certified, and 26 projects implemented in 2017 that generated expressive savings on various Supply Chain processes.Project for restructuring the transport-company pool (from 200 companies in 2014 to 80 in 2016).Implementation of several projects in productivity gain, such as the Meritocracy project with compensation tied to increased production and accuracy.Creation of the GPA Logistics transport company, which enabled the possibility of providing transport services to Group product suppliers. Planning and implementing the Backhaul project that prepared the operation for 2018 with potential gains of BRL 20 million.Management of the Food E-commerce Operational Transport area with an in-house fleet comprising 120 vehicles and 200 employees (drivers and assistants).

Management of the Transport area with an annual budget of over BRL 290 million, a fleet with over 200 transport companies,1,500 vehicles, and a team of 3 managers, reported to the Logistic Operations Director.Development of Bidding to hire regional freight services.Responsible for Logistics/Risk Management for all deliveries to stores.Implementation of projects in operational sectoring, new vehicles, operational dynamics etc.Development of contingency and crisis plans for times of operational stoppages.Participation in choosing and deploying the Oracle ERP System in Logistic processes.

Supply Chain management for non-food products throughout Brazil, team: 3 managers, encompassing;  6 DCs, annual budget of BRL 70 million, 1,300 employees, inventory of ~BRL 250 million; Implementation of various operational projects including new distribution centers and sustainability actions such as “Green DC”. Implementation of the Fresh Fish DC in Rio de Janeiro (2,000m²), the Refrigerated and Frozen Product DC in RJ, (9,000m²) and the multi-category DC in SP (40,000m²), with investments of over BRL 30 million.Development of medium- and long-range strategy for expanding logistic operations to ensure supply at regular times and at seasonal periods.Utilization of JIT and KanBan production-engineering tools in time and method projects and studies using Frederick Taylor’s techniques.Responsible for developing new planning and stock-management processes and systems, involving supply to stores, storage at 18 DCs, purchase planning and systems for communicating with suppliers (EDI/Pd@Net).Definition, development and deployment of indicators for products lacking at stores and Distribution Centers, attaining a 45% reduction.Creation and implementation of the Purchase Plan in the Commercial area, obtaining a 15% reduction in stock coverage.Project for identifying on-shelf rupture through consumer vision, which enabled pinpointing of the main causes of product lack and development of action plan.Department- and region-based stock management, supervising resupply parameters and controls through KPIs in order to ensure greater availability of capital.Planning, negotiation and monitoring the plan seasonal and imported-product supply to the ideal locality for storage and reverse logistics in order to improve revenue in the chain.Elaboration of strategic analyses and feasibility studies for new projects, transport modes and supply models adapted to customers so as to optimize stocks and reduce chain costs.