Rodrigo Grimaldi Email & Phone Number

São Paulo, Brasil

Gestão de Inventários

Döbeln, Saxony, Germany

Internal Logistics Supply Management, focusing on:Efficiency between Production Line and Purchase.Stock availability (in house, in transit, purchased and on demand); providing a better and more balanced inventory level supplying both assembly and production lines. Obsolete items: objective of mapping and definition carried out € 1.6 million involved. Healthy items aiming at zero stoppage of the production line.Establishment of minimum inventory levels and resupply points.Definition of EDI policy and key suppliers. Goal achieved in the definition of the strategic purchasing policy by product family.

São Paulo, São Paulo, Brazil

Goals achieved in Brazil and Peru operations: Operation Kick off in all Brazilian sites. Balance and Stabilization of all operations at the beginning of the contract. Inventory control (currently 99% accurate); Stock level control and reduction. Invoice entry process - more than 99% on target 48h (SLA). Diagnosis and implementation of new IT tools in each client in a personalized way. Enterprise-wide digitization process started. Azure database structuring with all financial data. Monthly presentation to all customers of their KPIs and SLAs on a BI platform.

São Paulo, Brazil

Targets Achieved: Construction of a 5-year Strategic Plan focused on increasing revenue and reducing costs. Construction and fulfilment of a most accurate budget.Three new customers from market, generating an annual revenue increase of more than R$ 20M. Reduction of operating costs: special attention on freight costs and logistics optimization. Savings of more than R$ 200 thousand in demobilization freight expenses.Enabled a maintenance plan due to the construction and analysis of the operational risk involved. Generation of a fleet overhaul plan: 10 cranes and 40 recovered platforms.Implemented a training program focused on retaining and enhancing the skills of machine operators.

Porto Alegre, Rio Grande Do Sul, Brazil

Improvement of the productivity rate of the logistics team generating a cost reduction of 20%. SLA control of logistics KPIs in the areas of flow rack, picking and packing.Exclusive area for SKUs controlled by batch numbers and expiration date.Shipping and tracking of prescription or temperature-controlled medications.Daily shipping routes for own or outsourced trucks.Signed long-term transportation contracts generate savings of more than 10%. Supply Chain overview: Defining the marketing tree based on clusters of stores and product categories. Management of the supply process of the store with a focus on the categories Beauty, Medicines and Convenience.Applying the cost strategy (expenses and deadlines), throughout the company's expansion.

São Paulo - Sp

Management of MRO parts warehouses for customers from different segments: Oil & Gas; Rail transport; Mining; Industrial.Focus on Improvement of operation processes: with the definition of KPIs and their respective SLAs; commercial interface; development of the Operational Team.Daily analysis of the customer's inventory level, generating strategic purchases or transfers between warehouses. Savings of more than R$ 5 million per year.Responsible for 15 warehouses in Brazil, and more than 250 employees, spread over 6 States and 12 cities.

São Paulo, Brazil

Financial turnaround: from a loss situation to a profitable company (from a loss of R$3M/year to a profit of R$0,5M.Commercial negotiation with all publishers (increase in net sales around 45%). Reduction of number of employees, from 400 to 150 (with same number of sales). Productivity rate increase project implemented focused on meritocracy concept.CRM – Accomplished SLAs: the customer satisfaction rate increased by more than 30% as well as the reduction in the rate of customer complaints for the B2B operation.

São Paulo, Brasil

1. Process of Acquisition and Sale of Tally Baby Disposable Diapers --> 04/2009 – 12/2010 Production of diapers for the brands Tally Baby and Mundial Baby; 1 million diapers produced/year (C and D Target consumer).Negotiation of license agreement with the company MGM (Baby Pink Panter) and Sport Club Corinthians.2. Business Management of Hotel Nucleo Juquitiba -->10/2007 – 07/2008 Eco resort with 500k m2, located in Juquitiba – SP.3. Consulting for Sindal Plastics Industry --> 04/2007 – 12/2008 Start the project with revenue of R$ 8 million and negative cash generation;Deliver the project with 20% of positive cash generation.

São Paulo, Brazil

Creation and Management of the 3-Year Strategic Plan for the Introduction of the Inventory Service in the Brazilian Market.15 new customers acquired with an 80% increase in net sales. Revenue growth of 180% from 2001 to 2004 and EBITDA growth from 7.2% to 21.5%.Development of a new sales channel with characteristics opposite to the regular one: 100% net sales growth in one year (First Customer – VALE).WIS Brasil was the first unit in the world to be ISO 9001-2000 certified.Decentralization of operational offices in the city of São Paulo, reducing the rate of absenteeism and no-show from 40% in 2001 to 4% in 2005.Change of operational profile reducing turnover from 35% to 4%.

São Paulo, Brasil

Responsible for the Dishwasher division: Launch of the first medium-sized machine in Latin America. Definition of the distribution channel of the new machines launched. Price and Margins, both established by sales volume and supported by quantitative and qualitative research.

São Paulo, Brasil

Inventory level control of 7 product lines distributed in 7 warehouses. Managing more than 1 million appliances per month.Lead time reduction by more than 25%.Reduction of freight costs, from 6% to 4% of net sales.Responsible for 650 employees, budget of R $ 12M for warehouse expenses and 30 customer service representatives.

Rio De Janeiro, Brazil

Management of the processes of: Shipping, Salvage, Return and Inventory. Development of a new layout for the warehouse, improving by 20% the productivity rate. Start of the palletizing process with wholesalers and distributors (kanban process). Negotiation and control of R$4.5M per year in freight costs.Development of new carriers with cost reduction of 15% and increase of 30% in the satisfaction rate.

São Paulo Area, Brazil

Coteminas: Redesign of the supply network of the 4 plants of the group.Ford: Reducing supplier parts shortages on Ford's assembly line.Estrela: Production cell design, reducing the stock level of both finished products and row material. Seguradora Noroeste: Reduction of the costs of the inspection process, generated by crashed cars.

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