 Reporting to CEO, I lead 45 people, being responsible for Supply Chain, Manufacturing and Customer Support, including Procurement, Planning S&OP, Project, Production, Materials Engineering, Warehouse, Logistics and Customer Support including internal, external team and service network for all Brazil and Latam. I leaded team changes for SLA improvement and inventory reduction of 15% before project. I optimized the production assets in order to review and reduce production lead time to end customer, improving the customer lead time from 120 to 15 days. I lead the Purchasing/Buying strategy review including commodities price change – as global sourcing, new suppliers and agreement review resulting annual savings to organization up to R$1MM. I lead production team review to improve quality and cost structure for guarantee expenses reduction and product improvements.  I implemented new revenue soucings as products, customer strategies and SaaS metrics. Goal of business development and innovation with new approaches, products, strategies for sales increase and strategic driven. Project´s delivered a sales increase of 20% of revenue.

Responsible for Purchasing (Direct and Indirect goods), Planning, S&OP, Warehouse and LogisticsLeader for a team of 21 peopleProjects:Site change - moving to a new site location considering offices, finished goods and raw materialSAP implementation - definition, training and change management

Corporate Purchasing Manager (01/2013 – 08/2014)Managed department with 19 sourcing managers, responsible for process improvement with technology and people revision.Responsible for a cost management of $300MM for raw material, energy, MRO, services and Capex.• Transformed a decentralized and operational process through strategy review, organization definition and people coaching achieving a centralized, robust and strategic department with category management, standardized process and SLA and KPI dashboards.• Delivered a Strategic Sourcing / Key account management process changing a transactional process with training, customer focus, coaching achieving a transparent process, payment terms improvement by 50% and $5MM savings/period.• Successful implemented SAP, MM module, covering process mapping, process definition, tests validation, training and managing process after the Go Live.• Achieved higher results with global and local suppliers for goods and services, with new negotiation strategy delivering a higher service level, stakeholder satisfaction, risk mitigation and annual cost reduction.Indirect Purchasing and International Trade Manager (11/2008 – 12/2012)• Improved the e-procurement for MRO, achieving a lead time reduction by 35% and savings of $15MM during period.• Implemented KPI’s, deploying annual goals for the team and saving control within Finance results validation.• Result driven with large projects as greenfield sites at Três Rios and Alagoinhas, budget of $200MM with negotiation, process track and SLA management with OEM, construction, assemblies suppliers. Delivering a capacity increase of 5 billion cans/yr, fulfilling expectation with schedule and project budget.

Sourcing responsible for the new business unit, Cummins Emission Solutions, spent of $218MM.• Achieved a new local and international supply base for business unit, with shared services, know how, strategic sourcing and global sourcing for assemblies, stamped parts, electrical category and custom parts.• Signed off suppliers contract with price breakdown and should cost, delivering a saving of $15MM with SLA’s for performance and quality.• Leaded the quality supplier’s approval with supplier quality assurance team delivering all specification and evidences for ISO TS 16949 as FMEA, PPAP, APQP and capability.Procurement Analyst (01/2005 – 11/2007)Procurement responsible for Turbo Technologies business unit, spent of $100MM.• Implemented a new strategy to avoid intercompany purchases straight to OEM suppliers, achieving a service level improvement of 70% and a saving of $5MM during period.• Developed new local and international suppliers, reducing quality issues in 30% with cost savings.

Corporate BuyerResponsible for Capex (equipment, services, IT and fleet), spent of $30MM.• Improved the RFx process turning more robust and efficient, achieving rework reduction by 70% and lead time improved of 50%.• Achieved savings by $9MM during this period working with procurement strategy as TCO, NPV, EVA analysis and negotiations.• Negotiated payments through FINAME achieving a improved cash flow by $30MM.

Engineer Internship• Job rotation at Quality, Engineering and Production Planning, during Heineken permission for international experience, language immersion and opportunity to work at technical departments.