Reporting directly to the COO I have the mission of establishy a planning culture in the organization, having under my responsibility:Demand planningPPCP (PCP, MRP e DRP)S&OPOperations (Supply Chain and Industrial) Controls (KPI´s, Budget)Mains projects so far:Team building (hiring and skilss development)Demand Planning Concepcts and Culture ImplementationS&OP Cycle Concepts and Culture Implementation (Cycle Planning, Demand Review, Supply Review, Executive S&OP e S&OE)Masterdata Standarization (raw materials, finished products and services)PPCP Scope of a new Factory (Rough Cut Capacity Plan and logistics projection for finished goods and raw materials)Spam of Control: 08 direct hedcounts plus indirect leadership of multifunctional areas in the scope of S&OP Project.1 Coordinator2 PCP Analysts2 MRP Analysts1 Demand & S&OP Analyst1 trainee1 Apprentice

Reporting directly to Supply Chain Director I have the mission to lead the teams of commercial intelligence, marketing, trade marketing, supply, sourcing and financial in order to build the company plan in the short and medium term, these being: a) unrestricted demandb) macro capacity planningc) production master planningd) supply planninge) restricted demand (if applicable)f) financial analysisBefore building S&OP planning I was responsible for implementing the demand planning process in the company and for structuring the entire production planning and control data analysis model and these two deliverables are essential cornerstones of S&OP planning nowadays.Spam of control:04 analysts (S&OP Planning, 03 Production Planning & Control)02 specialists (MRP, DRP)Achievements:Implementation of S&OP & S&OE Cycle with KPI´s,, Routines and Senior Liderance acculturationImplementation of market software for the demand planning process.Implementation of the finished product, semi-finished and raw material stock policy.Implementation of the concept and approval of the working capital agenda.End-to-end measurement of corporate planning from the perspective of service level (Forecast Accuracy, OTIF, lost sales), manufacturing (MFR and OEE) and inventory (OTIF supplier, Availability and Working Capital) with KPIs of S&OP cycle and consequent follow of execution in S&OE. Nowadays working in a migration to POWER BI automating the entire process.

LABET is an accredited DENATRAN laboratory to provide toxicological exams attesting to drug use. This determination comes from the law of the truck driver (13.103) that besides regulating working hours and time of discharge, started to establish the need for toxicological examination for renewal of driver's license C, D, E and also for admission and dismissal of these in companies carriage.Reporting directly to the CEO of the company and with a spam of control of 01 junior manager and 04 analysts.Main responsibilities:Responsible for ensuring the efficiency of all links related to LABET's affiliated network, such as: supply, network planning, performance monitoring and proposition of action plans.Supply Planning: supply (collection kits) of the laboratory network, as well as the MRP of the inputs that make up the KIT. Quarterly, conduct study of remanagement of collection kits between laboratories for stock balanceintelligence.Network planning: to continuously carry out geolocation studies taking into account the DETRANS (central point of demand), competition and pricing to ensure the best positioning and quantity of laboratories in the network.• Performance monitoring: responsible for analyzing daily, weekly and monthly operational KPIs that explain LABET performance and suggest improvement plans. KPIs involved: origination, overlap, inactivation, churn, opening hours and pricing.• Structuring the planning department in the Start-up considering the need to support several areas such as: marketing, operations and finances.• Sales projection (volume and market share) considering information such as stock of CNH´s (B2C), CAGED (B2B), regulatory (modifications in law 13.103) and competitive intelligence.

Responsible for Commercial Intelligence, Sales Administration, Trade Marketing, Sales Force Effectiveness and Revenue Grownth Management with total spam of control of 14 direct (2 junior manages, 3 coordinators, 5 analysts, 3 assistants and 1 trainee) and +140 indirect headcounts.Revenue Grownth Management:Definition of commercial policy aligned with finances. Management of investments in all customers.Profitability per channel, customer and SKU.Trade Marketing: According to the marketing strategy develop POS materials to accelerate sales, impacting consumers and maximizing revenues. Development of specific plans of trade marketing for major customers or those who needs reverse trend of volume and revenue losses. Training of basics trade marketing concepts for all sales force: product availability, pricing strategy, primary space and extra point. Management of an huge amount of people from an outsorced team (SP and RJ State): 127 merchandisers, 06 supervisors, 02 replenishers and 05 people of back-office.Commercial Intelligence & Sales Administration: Responsible for all performance monitoring (KPIs) of commercial management and provide intelligence analysis to cover the main gaps. Setting targets, incentives and variable compensation calculation. Development of all policies and sales operational processes. Preparation of intelligence information for strategic forums within the organization as Topline Comitee, S&OP, PRGM (Profitable Revenue Growth Management), closing call with LATAM and others ADHOC.Sales Force Effectiveness This project aims to implement in Commercial Department a Culture of Efficiency, Execution And Engagement. Here goes the processes adopted: Time & Motion Study, Sales Force Routines, Automated Reportes to the sales force managers and supervisors,Info´s Acessability, Execution Survey´s Quality Feedback, Execution Opportunities (to do list) in Sellers Handheld´s, New variable compensation model, New Career path, Sales Training Academy.

Categories: NFC (not-from-concentrate) Juice and Cereal Bars• Responsible for managing the processes of sales administration and trade marketing at Brazil level.• Daily contact with regional sales (Key Accounts,RJ, SP, MG and authorized distributors) to support the sales process.• Preparation of pricing tables, support new products launch, manage the flow of sales and administrative handling of operational demands with marketing, finance, logistics and production;• Constant Tracking performance in terms of sales volume, revenue, OTIF, research prices and other related indicators. Determination of the value of sales commissions.• Management of relationships (contracts, registration of new products and policies), volume performance and financial budget with Key Accounts in the supermarket channel such as Multivarejo GPA, Carrefour, Wall-Mart, Sam´s Club and Cencosud. This occur also with regional supermarkets such as: Super Nosso, Verdemar, Guanabara, Hortifruti, Mundial, Super Prix, Zona Sul, Angeloni, Mambo, Raia Drogasil, St. Marché, Spani e Zaffari.• Development of strategies for implementing the trade marketing as well as development of all materials (displays, refrigerators and so on) needed to support this implementation . Also responsible for logistics of these materials.• Management of market execution from the leaders of merchandising, promoters and leaders outsourced team of promoters by applying basic fundamentals of trade marketing: activation, communication price, grip price, SOVI and extra points.• Responsible for an annual budget of R$6.000.000.Management of 03 analysts, 01 internship, 01 national merchandising coordinator , 09 promoter leaders and 27 replenishers. Total: 41 headcounts

Developing projects and solutions that increase the level of customer service from the commercial area with maintenance or cost reduction.Identification of market opportunities not yet captured and new route-to-market models in order to reach these customers.Tracking sales force efficiency and route-to-market models newly implemented.Creating and implementing training routines with respect to commercial procedures as well as refresher sessions for all levels of the sales force.• Participation in the project Cokeone (global IT platform of the Coca-Cola system) as mapper of sales department processes providing IT staff all the information for the effective implementation of SAP ERP ECC.Management of 04 analysts.Coordination of a strong reinforcement in the commercial strucuture with an amount of 434 people (pre-sellers, supervisors, account developers and replenishers)Benefits achieved: Readjustment and standardization of route-to-market model of the entire organization in RJ and ES (Fragmented trade, Mpdern trade and key accounts), gain of 5% of market share in the minimarket channel (high growth rate in the short and medium term), and finally an increase of approximately 10% pp in efficiency indicators of the sales force..

Demand planning of 220 products in order to orientate the organization in several areas: logistics, industry and finance.Responsible for mediating the S&OE meeting, daily forum for strategic and operational alignment, with the participation of representatives from all directorates of the organization. Responsible for leading the rationalization process portolio aiming to propose discontinuing products with negative margin.Managed a more efficient process of demand planning with a strong reduction in the level of out-of-stock and in parallel with better results in accuracy.

Responsible for production schedule of 12 lines scattered between RJ and ES capable of producing around 120 different SKU's.Responsible for balancing the trade-off between inventory policy's, appropriate occupancy level, product coverage in days and working capital.Goals achieved: reduction SETUP's costs, as well as reducing the unavailability of products.

Preparation and management of distribution and logistics contracts , with the search for opportunities in quantitative and qualitative terms to the management at the time of their databases.Calculation and negotiation of contractual adjustments with the operators of distribution and logistics transfer.Creation of financial scenarios related to distribution operations and transfer logistics.Analysis of performance indicators of the distribution operation and working together in the operational supervision to improve them.

Analyze and report volume and share (AC Nielsen data), as well as tactical movements of the competition. With this information, generate information to promote Brand Managers and the company's board of directors.Preparation of various ad hoc analyzes and monthly presentations for Management.Cigarette demand forecast, opening of sales regions, brand and SKU. Simulation of effects on sales volume using the following assumptions: price increases, competitor movements, product launches and promotions.