Gelson Da Costa Filho Email and Phone Number
• Comprehensive background in Management, Operations, Planning, Supply Chain, Logistics and Manufacturing, shaped in both multinational and local companies, with outstanding results achieved, in segments, such as: Consulting & Interim Management, Infrastructure & Transport, Construction Materials, Publishing & Media, e-commerce , Packaging, Footwear, Rubber, Oil & Energy, Telecom, Pulp&Paper, Manufacturing of Equipment/Machinery/Complete Plants (steel & aluminum co., food, pharmaceutical, chemical, petrochemical, etc.), Services and Education• Solid career/leadership in: Engineering, Project Management, Sourcing, Procurement & Contracting, Supplier Management, Foreign Trade, Demand and Production Planning (S&OP, MPS, PPC), Production Management, Warehousing, Logistics, Distribution, Maintenance, Utilities, Facilities , Budgeting, Flows & Controls (Operational and Financial), Billing & Shipping, Transport, Customer Services and Experience (including call center), Quality and EHS; plus cross-functional/backoffice activities in HR, IT, Finance, Accounting and legal/tax topics• Successful team-building tracking - focused on: leverage results, problem solving, operations/business turnaround, cost reductions, negotiations, new products, customer service excellence, process improvements, systems and ERPs implementation• Managed implementations of policies, standards, certifications, ethics codes and new processes to improve Governance / Audit / Internal Controls and reinforce Change Management• International experience - negotiation, benchmarking, training, cooperation and technology transfer - North and Latin America, Europe, Asia and Australia• Cycles management (Sales and Procurement) of: capital goods, construction, raw materials, commodities, inputs, indirect items and services - budgeting, proposal, negotiation, monitoring & measurement of contracts, e-platforms & e-tools for: RFX, auction, catalog etc.• Benchmarks, new knowledge & cultures adoption, continuous improvements (methodologies, design thinking, lean/optimization, agile projects and scorecards) - structured analysis, quick and assertive decisions & implementations, making feasible and sustaining goals, objectives and value creation• Entrepreneurial profile, aggregator, dynamic, hands-on, resilient, creative and committed to high standards of: ethics, good relationships, performance and results. Ability to associate technical, commercial and business objectives to facilitate decision-making, negotiations and innovation processes. Discipline to plan, implement and operate daily routines.
Cfx - Serviços | Consultoria | Gestão Interina
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Sócio | ConsultorCfx - Serviços | Consultoria | Gestão InterinaBrazil
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Partner | ConsultantCfx Serviços Jul 2005 - PresentBrasilKey Activities/Responsibilities:• Strategic management, consultancy and interim management services – Turnaround, Organizational Reengineering, Agile Transformation, Leveraging Performance and business Results, Change Management and consolidation of New Habits/Routines;• Executive assessment, leadership development, replacement plans and coach for key executives;• Operational reconfiguration (costs, efficiency, reliability, quality and capacity/sites expansions) - optimization of: processes, systems, controls, functional structure, investments and team management (tools&models - performance, hour/shift, compensation, etc) - costs & expenses reductions, service and reliability levels improvements for 6 Sigma patterns;• Economic and financial restructuring and recovery - results, margin (P&L), cash flow, control/accounting processes & systems, strategic plans (modeling, implementation, business plan recommendations and investments);• Business feasibility analysis - startups, expansions, downsizing and recovery planning;• Distinct areas and processes Management: Operations, Planning (Supply Chain and Production), Supplies, Production, Maintenance, DCs/Warehouses, Logistics & Transport (Inbound, Outbound, Intralogistics, Reverse Logistics), Quality, HSE, Finance and Administrative.Achievements:• High positive results – multinational, medium-sized and family companies in several segments: Electric Power, Telecom, Petrochemicals, Pulp & Paper, Footwear, Logistics, Transport, Facilities, and other services.
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Head Supply Chain And Administrative ServicesInvepar May 2017 - Jul 2018BrasilKey Activities/Responsibilities:• Led, developed and managed: team of 201 direct staff, centralized activities and respective areas in controlled group companies• Focus areas - Supply & Administrative Services: Planning, Purchasing (local and imported items - CAPEX and OPEX), Warehousing, Logistics, Facilities, Property Security, and Fleet Management• Supply - functional reengineering (new team & new report lines), with simultaneous revisions along entire chain from Requisition to Payment (R2P - Contracts, services, and materials), including inventory planning and management – policies, standards, procedures, work instructions, definition/implementation of KPIs, development of internet platforms for purchasing & contract management, system improvements, WMS and SAP• Administrative services – functional structure and processes revised, simplified, and reconfigured; activities/management centralized, improvements in internal controls; and new system to allow new processes/operation of: internal & support services, facilities, warehousing, and fleet management (SP, MG, BA, and RJ states)• Development & Implementation of: Compliance, Integrity and Corporate Governance programs / standards / culture – in subordinated area/processes and related cross-functional processes.Achievements:• Organizational restructuring - processes, teams and operations centralization - short-term savings, reductions in cost bases, operational excellence and feasibility of integrity program via processes reliability and change management project• Infraero Award for Logistics Efficiency 2017 - first place in customs clearance agility, among segment of Automotive / Transport companies • Accumulated Savings: BRL 25 Million in 1 year -
Head Of Logistics And Supply ChainGypsum - Etex Brasil Feb 2011 - Apr 2017Brasil• Reporting directly to President in Brazil. • Leadership and development of a team of 21 direct employees, 41 indirect employees and outsourced fleet of 52 vehicles per day;• Responsible for managing all operational/economic/financial modeling, start-up and operation of distribution centers, import processes and inbound and outbound logistics (maritime, rail and road). Operation of finished products by group companies in Europe and Latin America for market development and subsequent replacement by local production;• Modeling and execution of strategic planning cycle and zero-based budgeting (ZBB);• Business Plan and footprint analysis to ensure competitive conditions for the group's new plant in Brazil. In the BP, fiscal benefits (operational and machine import) were made possible, factory location was defined, the balance between plants was revised, export plans for scale gains were developed, the start-up was structured, operation of new Plant was consolidated, and other operations were rebalanced, among others.Results achieved:• Strategic restructuring (processes, people and SAP implementation), aimed at doubling market size in 5 years, increasing market share from 25% to 31%, and sales excellence project - enabling feasibility of functional structure and operational capacity for implementation of new factory and new products; • Leveraged/accumulated savings of BRL 14m, from an annual budget of BRL 32m;• Responsible for national transport operations exceeding 3,500 containers/loads (inbound) and 8,400 vehicle shipments (outbound), as well as circulation of more than 40,000km per day. Over 9,000 TEUs per year and 120,000 tons in break bulk ships (with direct bulk unloading) in annual international transport. -
LecturerUnilasalle Aug 2009 - 2017Niterói• Postgraduate courses - Operational Management and Supply Chain• Undergraduate courses - Finance, Consulting/Project Management, Planning & Strategic Management, Production, Reliability, Maintenance, Materials Management, Logistics and Distribution -
Superintendent - Operations & Customer ServicesReader'S Digest 2008 - 2009• RDA group – Multinational - publisher (books and magazines), internet and direct marketing - books, music, DVDs, health and home products - global revenues of $ 2.6 billion per year, with 4400 direct employees; • Operations and Customer Services Superintendent - report to Brazilian General Manager and the Global Operations Director at NY-US, team of 81 direct employees and 3’PLs in two distribution centers (in Sao Paulo and Rio de Janeiro) and the national distribution net;• Supply Operations (domestic and imported goods), Production, Warehousing, Fulfillment, Distribution and Customer Services (attendance, active and backoffice);• Assessment, reengineering and introduction of new controls in operations (Brazil and Mexico) - processes, systems, teams, operations schedules, plans and production;• Restructured shift scales and functional structure - Call Center and Logistics;• Restructured distribution net - CD's location (operational and tax benefits focus), picking/fulfillment operations (optimization and automation) and primary net and the last mile (home delivery and postal services);• Renegotiations on goods and services contracts, establishing SLA's;.• Implemented new controls (operational and financial) routines and audit procedures, operational reports, metrics and KPIs redefinition focused on improvements on customer satisfaction and reduce costs. -
Supply ManagerRexam Beverage Can 2005 - 2006• Supplies Manager, report to IT & Supplies Director;• Developed sourcing strategies and agreements (materials, services and transport - national and international);• Developed recommendations to processes review and SAP implementation;• Revised procedures and systems to improve productivity and control (information accuracy and reports). -
General Manager | Supply Chain | DistribuitionInfoglobo 1997 - 2005• O Globo, Extra and Diário de São Paulo, having also developed backoffice shared services for Editora Globo, Sistema Globo de Rádio and Globo Cochrane - US$ 310million/year revenues, 3600 employees.General Manager of Supplies (97-02) Distribution and Shared Services Director (02-05) - report to Operations Director, team of 162 employees in Distribution and 83 in Supplies;• Responsible for supplies teams in 3 cities and a purchasing budget of US$ 180 million/year;• Responsible for distribution operations - O Globo, Extra and Valor Econômico = countrywide and Editora Globo’s magazines in Rio de Janeiro - team of 162 employees and 2500 outsourced professionals and 85 primary transportation professionals; fleet of 68 own and third party vehicles; 365 days/round the clock operation - US$ 13 million/year expense budget and US$ 1,6 million/year revenue budget (products distribution to other companies besides Globo organization);• Team building and change management• Generated accumulated savings of US$ 35 million by: negotiating international and domestic technical-commercial agreements/contracts (materials, equipment, services, and logistics), performance improvement projects of suppliers/products, and pricing and reduction of volatility models in the purchase of raw materials;• Reduced the operations budgets of:• Supplies area by 46%a• Distribution area by 18% • Implemented logistics projects - optimization and elimination of hidden costs; • Developed purchasing models based on Internet tools such as Reverse Auction and structuring of the Purchasing e-site. -
Supply ManagerSwm International - Papel Pirahy | Grupo Souza Cruz 1995 - 1997Piraí, Rio De Janeiro, Brasil• Souza Cruz/British American Tobacco Group, US$ 110 million/ year revenues and 1200 employees.Supplies Manager, report to Finance Director, team of 17 employees;• Responsible for all purchases of raw materials, equipment, materials (operation, production, consumption, repair, maintenance, investments), services, imports, clearance, and transportation;• Coordinated a multidiscipline management group aiming at the revision across the Supply Chain, from sales planning to product delivery (including acquisition processes, warehousing, PPC, production, distribution, accounting and payments), achieving, as a result, inventory management of customers, better performance in deliveries (OTIF), efficiency of productive and back-office processes:• Reduction of: raw materials and finished products inventory, setup, downtime and waste.• Decentralization of invoicing and shipping in the last days of the month - Sales & Operation Planning.• Improvement of client services (quality follow-up and tracking).• Developed a Sourcing Plan and Technical-Commercial Agreements for raw materials, other materials, and services (approx. US$ 40 million/year):• Savings of US$ 2,5 million/year by developing financial/strategic analyses and tax planning studies and conducting negotiations of materials and services.• Improvements in inbound logistics and implementation of reverse logistics - reduction in lead-time and capital cost and increase in inventory turnover.• Operation costs reduction - 23% in Purchasing area by eliminating or correcting repetitive processes such as excessive bids and errors in import processes.• Reengineered processes and routines, implemented norms and an integrated system and restructured the team aiming at: ISO 9002 certification, management by processes, and establishment of controls as defined by the Governance/Internal Audit;• Restructured the Supplies team, focusing on acquisition processes (domestic and imports). -
Supply CoordinatorO Globo 1994 - 1995 -
Purchasing EngineerAbb Vetco Gray 1993 - 1994• Capital goods manufacturer belonging to the Asea Brown Bovery Group, the company engages in the manufacture of oil production equipment. US$ 280 million/year Brazil revenues, 150 employees.Purchasing/Engineering specialist – report to Quality Manager.• Reassessed the Supply sources (materials, services, transportation) and conducted supply agreements in hard currency. Developed strategies for the selection of raw material and supply sources (domestic and foreign materials and services), aiming at reducing manufacturing costs, together with the Engineering and Budgeting areas, for commercial bids;• Reassessed procedures and systems to improve productivity and information accuracy.
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Supply | Engineering ManagerCec Equipamentos Marítimos E Industriais S.A. 1984 - 1993• Capital goods company from Estaleiro Mauá Group, US$ 280 million/year revenues, 2.250 employees.Chief of Supplies (90-93) / Chief of Engineering (85-90) – report to General Director (27 employees) in Supplies and Industrial Director in Engineering (45 employees) in Engineering.• Responsible for managing the Purchasing and Warehousing, carrying out a restructure by reassessing: systems, team, and procedures, adjusting them to Petrobrás and ISO 9001 Quality Management standards (specification, coding, suppliers qualification, bidding, comparative analyses, ordering, payment flux plan, follow-up, tracking, transportation, goods receipt, warehousing, handling, conservation, inventory management and control) - costs reduction in purchasing and procurement operations (more than much as 30% - trough sourcing plans, supplier’s evaluations procedures and planned negotiations);• Led projects for budgeting (with active participation on sales negotiations) and for production of structures, machinery, equipment and components for diverse segments of industries - monitoring the production, testing, start-up, technical assistance and maintenance. Reduced the delivery time and costs (of design and manufacturing) and has developed processes and controls aimed at higher productivity and predictability of cash flow;• Reduction in lead times, costs of projects and manufacture of machines and equipments, as well as improvements in relations with customers and greater cash flow foresee ability through the development of new methods, systems and controls over the execution and approval of manufacture projects;• Developed and implemented systems for: handling/loading of large components and structures and equipment dimensioning (structural, mechanical, and thermal);• Member of committees to standardize at ABNT (Brazilian Association of Technical Standards)
Gelson Da Costa Filho Skills
Gelson Da Costa Filho Education Details
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Finite Element - Thermal & Structural Analysis -
Mechanical Engineering
Frequently Asked Questions about Gelson Da Costa Filho
What company does Gelson Da Costa Filho work for?
Gelson Da Costa Filho works for Cfx - Serviços | Consultoria | Gestão Interina
What is Gelson Da Costa Filho's role at the current company?
Gelson Da Costa Filho's current role is Sócio | Consultor.
What schools did Gelson Da Costa Filho attend?
Gelson Da Costa Filho attended Ibmec, Cefet/rj - Centro Federal De Educação Tecnológica Celso Suckow Da Fonseca, Cefet/rj - Centro Federal De Educação Tecnológica Celso Suckow Da Fonseca.
What skills is Gelson Da Costa Filho known for?
Gelson Da Costa Filho has skills like Management, Supply Chain, Lean Manufacturing, Logistics, Negotiation, Leadership, Process Improvement, Strategy, Project Management, Project Engineering, Team Leadership, Project Planning.
Who are Gelson Da Costa Filho's colleagues?
Gelson Da Costa Filho's colleagues are Sylvia Beltran.
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