Joao Fabio Bianchi Garcia Silva Email & Phone Number

Campinas, São Paulo, Brasil

Responsible for purchasing, stock management and logistic for all 11 hospitals, located in 6 different cities (Campinas, Ribeirão Preto, Sorocaba, Florianopolis, Curitiba and Cascavel)

São Paulo, Brasil

Management of the Purchasing, Logistics, Pharmacies, Demand and Inventory Planning, Hospitality/Facilities and Engineering (Land, Construction and Clinical) areas, leading 450 people, including 5 managers.Investment budget of R$80 million and general costs of R$40 million; Purchasing department with annual expenses of R$ 400 million.

São Paulo

LMC - Linhares Medical Center - Operating & Governance Consultant from Jan - Sept/20 - I was responsible for the construction, main negotiations (including ERP) and board governanceOpty - Leader of Ophthalmology mkt in Latam - I was responsible for the project "stocks reduction" and the result was a reduction of 50%, US$ 1 MM

Sao Paulo

I was the first COO for BP and responsible for Facilities, Engeneering, Clinic Engeneering, Projects, Maintenance, Surgery Schedule, Call Center and Supply Chain (Logistic, Procurement, Inventory Planning). My team: 4 direct reports (Senior Mgrs) + 900 employees (indirects)My organization provided services to 3 Hospital Complexs plus 1 Diagnosys Center. BP is considered the largest hospital complex in latin america with 1.200 beds.I was responsible for managing an annual budget of:  Investiments $ 45 MM | S&A $ 30 MM | Variable Cost (Mat/Med/OPME) $ 200 MMAchievements:• Thru process improvements plus operational efficiency my area contributed to improve the EBITDA of the company from minus -R$ 70 MM in 2013 to +R$ 102 MM in 2017 and +R$ 77 MM in 2018• Outsourcing process for Laundry, Nutrition, Security. Productivity increased by 13% and service level 20%• Automation project for the total logistic process including Pharmacy. This project took in consideration a 3rd party Logistic Operator combine with Robots for unitizing, storaging and picking processes plus machines to delivery product to nursies. Investiments of R$ 20 MM and payback in 1,5 year based on headcount and inventory reductions.• New technology and process to improve the exams and medical consults schedule, reducing no-shows from 20% to 16%, exams convertion increased by 13% and NPS improved 10%.• Strategic Sourcing process in procurement area with savings increase of R$ 9,5MM in 2018.• Implement ISO 55001 for Maintenance, First hospital in Latam to be certified

Sao Paulo

Inbrasc is a non-profit institute and the job of President of Supply Chain Council is a volunteer job.My goal is to discuss the main gaps in all different supply chain models with the executives members of supply chain council and, based on that, design courses, workshops, seminars to be applied to all supply chain professionals.

Guarulhos

Ache is a pharmaceutical company, I was the first Supply Chain Director for the cia and responsible for 4 areas: Planning and Demand Planning (PCP and S&OP), Corporate Procurement (spending of R$ 500MM/year), Logistic Operation (R$ 38MM/year) and Car fleet (more than 2.000 vehicles), it represented a spend of R$ 850 MM/year. My organization had 5 managers (direct reports) and a total of 200 employees.

Sao Paulo

Responsável por estruturar a área de Supply Chain, gerenciando os processos de Suprimentos (US$ 40 MM), logística e Planejamento de Estoques (US$ 24 MM e 9.000 sku’s), Facilities e Rede Afiliadas (US$ 30 MM). 70 profissionais, contratação de 640 afiliados (lojas terceirizadas), gestão de 1 CD-SP e 1 Hub-RJ. Reporte ao CEO.

Brazil

Gerenciamento de US$ 500 MM de compras anuais de Matérias Prima (Químicos, Embalagens e Madeira), Energia/Gás Natural/Óleo Combustivel, MRO (peças/equipamentos), Capex e Serviços. - Implementação do Strategic Sourcing como modelo de gestão de categorias na área corporativa de Suprimentos, reduzindo os custos de compras e TCO (Total Cost of Ownership) na ordem de 18%, além de desenvolvimento de parcerias importantes com fornecedores estratégicos.- Desenvolvimento e implantação de modelo de operação entre o Global Sourcing (EUA) e Suprimentos Brasil, melhorando interface entre as áreas, alavancando savings em MRO em 15%, matérias-primas em 20% e cost avoidance (aumentos de preço) por uso de acordos globais de US$ 5 milhões em 2009.- Implantação de modelo Customer Oriented para a área de Serviços ao Cliente, elevando o nível de satisfação em 30%. - Processo de importação de uma linha de papel da IP Brasil para IP EUA (5 mil tons/mês) como suporte ao projeto de fechamento de uma das fábricas nos EUA, resultando em ganhos da ordem de US$ 25 milhões/ano.

Ip - Usa Memphis, Tn

Brazil

Catanduva, São Paulo, Brazil

Mba, Finanças E Controladoria

Post Graduation, Business Administration

Bachelor Of Mechanical Engineer