Consultoria criada para ajudar empresas e profissionais a RECUPERAR, MELHORAR ou TRANSFORMAR , EVOLUIR suas operações com foco em implementação de projetos: Logística, Supply Chain, Transportes, Operações, Distribuição, E-commerce e Fulfillment. A ILOGG foi criada por profissionais com o mesmo propósito e muitos anos de vivência prática como líderes em operações e projetos no Brasil e na América Latina em empresas como C&A, Souza Cruz, Penske Logistics, Mercado Livre, Makro, Favo, Tok&Stok, Grupo Somos, Grupo Pereira, Loungerie, Grupo Dia, Vedacit.

Management of continuous improvement and operational excellence of logistics, covering all parts of processes and quality, procedural documentation and audits, bridging the technology team for systemic adjustments and improvements; • Management of actions and projects focused on improving productivity and quality, ensuring scalability and standardization of processes, with the exchange of good logistics practices related to internal and external processes, control and follow-up of action plans with the operation of each CD; • Evaluation of opportunities aimed at reducing errors and friction, improving existing processes and promoting excellence in execution as a primary way of carrying out logistical activities; • Conducting process improvement projects, introducing and disseminating new concepts, adding technique and best practices with a focus on operational excellence and financial savings; • Management of an Innovation program with the objective of stimulating and disseminating the practice and culture of collaboration in the company.

Reporte ao Diretor de Logística com gestão de 60 colaboradores • Responsável Nacional pela área de Logística Livro Fácil – B2C/B2B e Transportes, respondendo pela gestão de custos, KPI´s e operações no nível estratégico, tático e operacional dos 3 Centros de Distribuição (São Paulo, Salvador e Recife);• Dirigi e Implementei a reestruturação da área de Transporte Corporativo Nacional e Internacional (Exportação), determinando modelos econômicos de modal, definindo e gerenciando projetos estratégicos, visando a satisfação dos clientes, conduzindo negociações e assegurando que todo o processo de esteja adequado a necessidade do negócio.• Realizava a gestão dos processos que atendiam ao compliance da empresa e as normas SOX, Gestão de Riscos e de seguro contratado.Principais resultados:• Sensível melhoria na performance das entregas no last mile, com incremento no OTD de de 83% para 95%;• Incremento do OTIF de 87 % em 2020 para 92% em 2021, gerando significativa melhoria de nível de serviço; • implementações de ferramentas Oracle OTM, Power BI e Lean Logistics.

National responsible for the area of ​​Logistics and Import with a team located throughout the national territory, serving stores in all Brazilian states. I was responsible for the general management of national logistics planning, costs and operations at the strategic, tactical and operational levels of the 3 Distribution Centers, 1 Hub and 2 transit points with more than 130,000m², in the areas of receiving, processing, storage, picking, shipping and freight transport, a staff of 500 employees and more than 600 third parties, with approximately 9,000,000 pieces shipped each month, meeting the demands generated by the commercial area. Reporting to the Commercial VP. Implemented the Operational and Financial Control Tower, defining unique KPIs for all CDs and Transportation, ensuring better visibility of performance at the operational, tactical and strategic levels to support all decision-making processes from the middle management to the board. I was responsible for the Automation Project of the C&A Distribution Center in São Paulo with the acquisition of a SKU Sorter that produces 80,000 pieces / day and handling conveyors in the distribution that produces 2,000 boxes / hour. , brings a breakage reduction and an increase in replacement speed and an increase of around 30% in the company's profitability. I directed and implemented turnaround projects in logistics and imports in recent years, aiming at recovering profit margins, optimizing operating costs and improving the service level, generating a 15% reduction in logistics expenses from 2014 to 2018. Responsible for the project of implementation of 1 HUB in the south, aimed at receiving suppliers in the region and importing, with a view to tax logistical gains and improved service to stores. Responsible for the project of centralized implantation of cosmetics to serve stores.

Responsible for the Distribution Centers, Managing the activities and the performance of the team in terms of results, through the assessment of the reports and performance indicators (KPIs) established, aiming to ensure the agreed service level - 2 units in Brazil, with area total of 95,000 m2, a staff of 600 employees, with approximately 9,000,000 pieces shipped each month, Report to the Director of Logistics. I was responsible for the design, implementation and operation of the new Distribution Center for imported articles measuring 44,000 m², which centralized and reduced the operating cost by about 20% and the lead time for processing goods by 20%. I managed the team's performance in terms of results, through the evaluation of the reports and performance indicators (KPIs) established; Manage the activities of the Distribution Centers, aiming to ensure the level of service agreed with internal customers and consequently achieve the levels of productivity, quality, average time and costs. I led a multidisciplinary team responsible for the introduction of Lean Logistics concepts, where I redesigned the logistics processes, established organization and flow standards, with greater transparency and collaboration between the different areas,

Responsible for the operational management of distribution (own fleet and carriers) of C&A merchandise from its 2 Distribution Centers to its 180 stores nationwide, leading around 60 employees, corresponding to 55% of the logistics budget in Brazil , I reported directly to the Logistics Director. Developed and restructured performance indicators (KPIs) to assess transport performance and measure service to stores with 95% OTD performance and achieved a 20% reduction in transport costs through the development of a comprehensive program which redesigned the transportation model, redefined routes, changed the charging model and adopted outsourcing solutions (outsourcing its own fleet) and adopting logistics hubs

Responsible for the Multi-client Warehouse (Warehousing, Distribution and Transport) with Lexmark, Terra.com, Officer Distribuidora and Sony, with a total area of ​​21,000 m2, a staff of 180 employees, with more than 12,000 NF's dispatched every month with a turnover average of around 3,000 tons / month (5,000 bills shipped). With 150 employees. Reporting to the Operations Director. I was responsible for the Storage Operation of Samsung Electronics - Warehouse with 14,000 m2 of storage area and 1,800 picking / month with 45 employees and for the Corporate Transport division and management of the contracts (accounts) of the companies: HP Brasil, Lexmark, Sony, Samsung and Ford Motors for the entire national territory with an average performance of 98% On time Delivery.

Management of the outsourcing implementation in a large auto parts company located in Guarulhos - SP (Visteon), which included receiving, storing 12,000 m2, supplying the production line with about 300 supply points by Kanban system (SMF) and dispatch of finished products to major automakers. Responsible for reengineering the transport operation of the HP customer, where we went from an OTD of 85% to the goal of 98% in just 4 months. responsible for the operational project of Ipalnação of the Lexmark and Officer clients in a multiclient warehouse, which was carried out with complete success.

I reported directly to the Mail Order Director, I was responsible for structuring, organizing and implementing the operational / administrative areas of Internet sales (e-commerce) and catalog sales (Mail Order). Responsible from the customer service area (sales, customer service and back office), to the Fulfillment, tracking and delivery operation, where we achieved an 8% reduction in the costs of this activity, in addition to optimizing the operation with a restructuring of layout.

I reported directly to the Distribution Director, I was responsible for the own fleet and administration of the contracted carriers, in addition to the international transport Brazil Argentina, where I had an active participation in the Project to open 11 branches in Argentine territory, defining the location of the CD in that country, supply logistics network from Brazil, develop transportation and equipment suppliers that meet the company's demanding levels. I started the route outsourcing project, and that in 03 years we would reduce our own fleet by 60%. Project fully concluded with an annual reduction of 10% in transportation costs (US $ 100,000.00). Responsible for the general administration of the Own Fleet (transport and maintenance) with around 300 pieces of equipment and 160 people, including drivers, mechanics and administrators.

I reported directly to the Distribution Director, I was responsible for the own fleet and administration of the contracted carriers, in addition to the international transport Brazil Argentina, where I had an active participation in the Project to open 11 branches in Argentine territory, defining the location of the CD in that country, supply logistics network from Brazil, develop transportation and equipment suppliers that meet the company's demanding levels. I started the route outsourcing project, and that in 03 years we would reduce our own fleet by 60%. Project fully concluded with an annual reduction of 10% in transportation costs (US $ 100,000.00). Responsible for the general administration of the Own Fleet (transport and maintenance) with around 300 pieces of equipment and 160 people, including drivers, mechanics and administrators.

Reporting directly to the Fleet Manager, I was responsible for the administrative and operational area of ​​my own fleet, composed of 35 tractors (mechanical horses). Implementation of preventive and predictive maintenance in the entire fleet, tire management, driver administration and all documentary parts.