Fabio R Mello Email & Phone Number

Sao Jose Do Rio Preto, Sp, Br

São José Do Rio Preto Area, Brazil

National company of business management, interin management, investments in the real estate, real estate credit and insurance sectors, with 04 employees and 30 consultants. Main customers: Itatiaia Moveis, MOSS Brasil, Britânia, ICTS, Jabil, CEI-KINTE, Carherj, Minaskraft. Main suppliers/Partners: Itaú, Bradesco, Santander, Porto Seguros, Tokio Marine, Almada Capital.Jabil:Main projects:- Development and implementation in the Manaus free zone of a new assembly line for air conditioners (ODU and IDU), aiming at expanding production capacity;- Project for the introduction of new product lines (white goods home appliances), washing machines, washing machines and refrigerators, product development and complete factory design;- Support a Chinese multinational company to seek strategic partners in Brazil to establish a joint venture for the production and distribution of refrigerators and televisions in the Brazilian market;- Tax, logistics and operations study for furniture manufacturing in southern Brazil;- Development of business strategy to introduce a new player in the segment ofsmall appliances and housewares;- Prospecting for acquisition (M&A) of possible players in the UD industry – housewares,with Due diligence in companies of the sector in the interior of SP estate.

Belo Horizonte Area, Brazil

Logistics and Operations Planning:Delivery goods and operations management, annual revenue of R$800 million, budget of R$45 million, 1,250 SKUs in two warehouses, monthly national distribution to 2,500 different customers and exports to Latin America and Africa.Management of a team with 2 warehouse Managers, 1 Corporate Logistics Manager, 1 operations Planning Supervisor, 1 Transport Supervisor, 1 production and planning Supervisor, 18 people on staff and 270 employees in operations spread throughout the two warehouses.Main results:- Improvement from 68% to 89% in OTIF;- Improvement from 81% to 96.4% in orders conversion; Product stockout from 13.7% to 5.2%; -- Sales accuracy from 53% to 82%;- Shipping freight cost reduction of 8.3%.Procurement:Management of annual purchases of R$ 300 million, managing 15,000 items 323 national and international suppliers distributed: Brazil 75%, South America 3%, Asia 17%, Europe 4% and North America 1%. Team management, 1 Purchasing Manager, 2 Commodity Supervisors, 06 Buyers of direct materials, 02 of indirect, 1 of services and 1 Financial Controller.- Directly responsible for large negotiations: Usiminas, CSN, Arcelor, Duratex, Eucatex.- Management of service contracts, such as insurance, health, dental, life, credit, as well as indirect supplies, with an annual budget of R$ 10 million.Main results:- R$ 35 million savings in “negotiation” with local and international suppliers;- Reduction of imported material stocks from 90 to 45 days, and local stocks from 21 to 7 days;- Increase from 22 to 57 days in the average payment term, without financial burden;- R$ 3.1 million in savings in the cost of non-quality;- Improvement from 75% to 95% in the OTIF of suppliers in 02 years.

Linhares Area, Brazil

Head of the industrial area, responsible for the complete management of the site, evolving (HR, EHS, PCP, Production of furniture and home appliances, Maintenance, Quality, Product and Process Development and management of the national network of Technical Service Assistance for home appliances);- Monthly production management of 600 skus, with an annual budget of R$ 60 million, a team with 04 managers, 09 supervisors, 08 engineers, 40 administrative and 700 employees in the operation;- Shutdown of a furniture factory in MG and relocation with lower operating and tax costs in ES;- Direct participation with HR in union affairs, performance indicators for PPR, safety at work for CIPA, job rotation, ergonomic work and NR12 / 13;- Production planning management of 28 manufacturing cells and 03 assembly lines;- Management and application of Toyota Production system concepts (Kaizen, Kanketsu, Gemba, Genshi, Genbutsu)Main results:- OEE gain in key processes, Assembly 70% to 83.5%, sheet metal punches 63% to 71.3%;- 20% reduction in the monthly scrap cost;- 30% productivity gain with the elimination of the third shift in furniture production lines;- 40% reduction in loss in the wood boards cutting plane;- 8% gain in gross margin in the furniture line after factory relocation.

Linhares Area, Brazil

Elaboration and management leadership of a business plan to introduce the company in the home appliance segment, with a total investment of R$ 180 million, a team of 05 Engineers and 01 construction Supervisor.- Line-up of products, brand, price lists, commercial strategies, sales team training, definition of tests and quality policies and creation of the national technical service network and after-sales team;- Definition of the best location to implement the home appliance factory, taking into account logistical and tax factors;- Public relations, relationship with stakeholders at the federal, state and municipal levels;- Prospecting and acquisition of the land, environmental license, infrastructure, sewage, electrical, pneumatic, factory layout definition, processes, equipment, products development and factory construction;- Development of the complete supply chain for this new segment.Main results:- Development of two lines of stoves with 10 SKUs, 04 Cooktops and 04 slim hoods;- 105 stamping and 10 plastic injection tools developed in China;- More than 100 components developed in local suppliers, Asia, Europe and South America;- Implementation in 02 years within the budget, with tax incentives of 90% at the state level and 75% at the federal level;- 35% increase in company revenue after 5 years of implementation.

Ubá Area, Brazil

Implementation of the Quality area (metrology, receiving goods quality inspection,approval of new components, products and process quality monitoring and control).- Recertification of the company in the latest versions of ISO-9001 standard;- Support and monitoring of the migration from TOTVS ERP to SAP R/3.Main results:- 10% reworking reduction in the powder painting lines as well as in the parts packaging lines;- 12.4% reduction in warranty assistance costs;- 20% customer complaint rate reduction due to missing parts; - 4.7% improvement in the supplier quality index;- 8.3% scrap reduction.

Head of Engineering, Processes and Quality in Manufacturing: Coordinating the sector of engineering with nearly 40 employees.Responsible for the profitability of the laundry business, by implementing new manufacturing lines and new products, cost reduction of existing components, development of alternative sources of raw material supplies, controlling and stabilizing manufacturing process. Coordinating product projects, focusing on the maximization of manufacturing assets , assembly, component and tooling costs. Cost reduction of quality assurance by implementing product and process improvement projects.Cost reduction of direct material by 3% of the total purchases for the year and start-up of new laundry products and production lines increasing the company revenue.

Project Leader : Leading a cross-functional team of 50 employees to develop a new laundry product platform as well as the new assembly line for the low income consumers.Results: Developing and implementing a new platform of washers under the Consul brand consisting of semi-automatic and automatic washing machines.Developing about 150 new parts, 40 injection tools for plastic moulding component, 10 stamping tools for sheet metal parts as well as managing aquisition, development and start up of new assembly lines, equipment acquisiton, etc...Break through products platform, with innovations protected by patents throughout the world were developed and implemented, assuring a competitive advantage mainly due to its agressive direct material and labor cost savings.

Leader of Cost Engineering: Responsible for the interface with Mckinsey consultancy for the implementation of the design to value concepts in the laundry plant as well as building and leading a cross-functional team to execute the cost improvement projects mapped during the process.Results: The results achieved in the year raised the company to a new level in cost reduction of direct material, nearly 5% of the total buy.

Responsible for planning, controlling and coordinating about 50 employees in order to approve and develop new home appliances products such as (Dishwasher, Washing Machines and Clothes Dryers) for all Latin America region.Results: Turn around in the laboratory, in order to achieve gains in productivity and quality improvement for the approval of new products / components, hiring new professionals and splitting the laboratory into specialties, producing gains in productivity of nearly 20%. Also responsible for implementing the Reliability Laboratory with concepts of accelerated life test, reducing the time required for approvals.

Expatriation - Whirlpool North America: Responsible for all test program to approve a new platform of compact washing machines to be manufactured in Brazil and exported to Canada and the USA.

Quality Engineer: Definition of tests required for the approval of new parts and suppliers, test set up and execution, data acquisition and statistical interpretation.Results: Development, execution and standardization of test procedures in order to evaluate products and components of washing machines.

Leadership Program, Management, Business, Finance And Marketing

Mba, Master Business In Administration

Graduation, Electronic Engineering