Implementation of Improvement Projects in the Supply Chain Area - M​edium and Large Corporations:- Strategic Supply Management (reorganization of the Supply area) reviewing Strategies, Structure of People, Processes and IT Tools;- Strategic Sourcing;- Implementation and Review of Procedures and KPIs;- Materials Record;- Registration, Qualification, Approval and Evaluation of Suppliers;- Use of IT Tools in Supplies;- Structuring and Management of Warehouse & Inventory… Show more Implementation of Improvement Projects in the Supply Chain Area - M​edium and Large Corporations:- Strategic Supply Management (reorganization of the Supply area) reviewing Strategies, Structure of People, Processes and IT Tools;- Strategic Sourcing;- Implementation and Review of Procedures and KPIs;- Materials Record;- Registration, Qualification, Approval and Evaluation of Suppliers;- Use of IT Tools in Supplies;- Structuring and Management of Warehouse & Inventory Management;- Audits in Procurement Processes and Warehouse Management;- Processes of Collaborative Innovation with Suppliers;- Procurement Intelligence. Show less

Consultancies in process management and results, specializing in the management of contracts with outsourced suppliers, achieving significant cost reductions through comprehensive and customized solutions.• Provided guidance on best management practices and expertise on areas such as business strategy, sales and action plan monitoring.• Gave advice and opinions on current and new projects, undertook market, operational and financial result analysis.• Provided technical expertise and… Show more Consultancies in process management and results, specializing in the management of contracts with outsourced suppliers, achieving significant cost reductions through comprehensive and customized solutions.• Provided guidance on best management practices and expertise on areas such as business strategy, sales and action plan monitoring.• Gave advice and opinions on current and new projects, undertook market, operational and financial result analysis.• Provided technical expertise and supported partnership development in order to achieve sustainable growth. Show less

Commercial partner of Superbid, a pioneer marketplace company and leader in online auctions in Brazil with branches in Argentina, Chile, Peru and Colombia.Commercial advice aimed at attracting clients interested in the sale of assets.

Responsible for all acquisitions of the Mara Rosa Project, coordinating the purchasing, logistics and warehouse teams with an estimated budget of US$ 200 millions.

Establishment of Operational Processes at tactical and strategic levels;Proposition of innovations that promote new operational levels;Continuous search for productivity and security improvements;Structuring of Investment Plans, Economic and Financial Evaluations for CA approval.

Canadian gold producer with annual revenues of US$ 3 billion, 5,300 employees and 5,000 outsourced staff, 10 gold mines in operation, one in development and numerous mineral exploration ventures in North and South America. Management of the procurement of goods and services in the implementation of new projects and expansion of existing operating units, managing acquisitions with an annual budget of US$ 1.3 billion and a team of 22 direct and 105 indirect employees in the operational units… Show more Canadian gold producer with annual revenues of US$ 3 billion, 5,300 employees and 5,000 outsourced staff, 10 gold mines in operation, one in development and numerous mineral exploration ventures in North and South America. Management of the procurement of goods and services in the implementation of new projects and expansion of existing operating units, managing acquisitions with an annual budget of US$ 1.3 billion and a team of 22 direct and 105 indirect employees in the operational units. Team member of the project to implement internal controls for compliance with SOX certification and rules.• Structured the Supply Department and implemented the consolidation of the strategic item pillars for the entire company, establishing synergy between processes, defining goals and objectives to meet business strategy.• Developed short and long-term goals for the sector functions, to support the achievement of business strategy, ensuring Opex and Capex objectives and adding value to the company. • Achieved gains of c. US$ 39 million per year by consolidating Opex contracts.• Generated savings of US$ 41 million in Capital Projects in the past three years.• Reduced inventories by 26%, representing savings of US$ 12 million last year.• Implemented the contract Cell Management with gains of US$ 2 million last year. Show less

Holding company that manages Ferroban, Ferro Norte and Novoeste, running a rail network of 4800 km in the states of SP, MS and MT. management of the Portofer port terminal in Santos. Revenues of US$ 500 million and 4,370 employees. Managed Services, Security, Insurance, Community Affairs and Asset Control, with an annual budget of US$ 6.9 million and a team of 126 employees and 185 contractors.• Implemented the Balanced Scorecard and coordinated monthly performance meetings, constantly… Show more Holding company that manages Ferroban, Ferro Norte and Novoeste, running a rail network of 4800 km in the states of SP, MS and MT. management of the Portofer port terminal in Santos. Revenues of US$ 500 million and 4,370 employees. Managed Services, Security, Insurance, Community Affairs and Asset Control, with an annual budget of US$ 6.9 million and a team of 126 employees and 185 contractors.• Implemented the Balanced Scorecard and coordinated monthly performance meetings, constantly pursuing cost reduction and continuous process improvement. • Implemented the managerial revitalization management plan and was an agent of change, focusing on increased efficiency, aiming to adopt best practices.• Implemented the total vehicle fleet management plan, with savings of 20% in rental and maintenance costs by automating processes and improving availability.• Achieved savings in contract negotiations of all types of insurance by 32%.• Revised all lease agreements and cleaning services, building maintenance and security contracts, aiming at cost reduction, standardization of services and improved quality.• Developed the team by introducing a management tool and control items intended to revitalize management.. Show less

Own consultancy set up to provide services in Business Management, specializing in Supply Chain Management and Economic Management, in conjunction with BS. Hired by Mogiana, a large food company, to restructure and redesign the Supply sector, focusing on market intelligence through activities directed towards the planning and acquisition of strategic materials, and analysis and provision of appropriate training and organizational structures.• Generated 12% baseline savings for the customer,… Show more Own consultancy set up to provide services in Business Management, specializing in Supply Chain Management and Economic Management, in conjunction with BS. Hired by Mogiana, a large food company, to restructure and redesign the Supply sector, focusing on market intelligence through activities directed towards the planning and acquisition of strategic materials, and analysis and provision of appropriate training and organizational structures.• Generated 12% baseline savings for the customer, representing a saving of US$ 1.7 million in purchases of agricultural inputs.• Established national benchmark prices for key commodities consumed by the customer.• Established contracts indexed to flexible price drivers, enabling better prices, quantity and acquisition management (market intelligence). Show less

Largest independent distributor for Cummins in Brazil and representative of Komatsu Mining Systems products with sales of US$ 150 million with 200 employees. • Responsible for the management of supply, finance, planning, budgeting and business proposals, implementing a series of control measures for better decision-making by senior management. Coordinated activities to set up a branch in the state of Pará.

Global mining company, with operations in the production of basic metals with revenues of US$ 46.7 billion and 83,886 employees. Managed procurement and services contracting in the internal market, worth US$ 115 million and administration of 3 warehouses in the Carajás complex, wish stock values of US$ 43 million. Managed transportation contracts throughout the North System, valued at US$ 3.5 million/year and the outsourcing of warehouses, with 98 employees, centralizing the integrated… Show more Global mining company, with operations in the production of basic metals with revenues of US$ 46.7 billion and 83,886 employees. Managed procurement and services contracting in the internal market, worth US$ 115 million and administration of 3 warehouses in the Carajás complex, wish stock values of US$ 43 million. Managed transportation contracts throughout the North System, valued at US$ 3.5 million/year and the outsourcing of warehouses, with 98 employees, centralizing the integrated purchasing planning and deploying process performance indicators. Institutional representation assignments with Associations and Municipalities Worked on the development of local trade, holding sectorial meetings to identify opportunities, resulting in improved regional sales.• Highlight for structured procurement planning of key inputs and equipment in the deployment of the Copper Project in Canaã dos Carajás.• Coordinated the budget process, aiming at compliance with company guidelines, analysis of product costs, financial and statistical reports, providing technical assistance, evaluating results and proposing alternatives to improve performance. • 11 years in the Vale do Rio Doce Foundation, worked in various sectors and developed expertise in the financial system and controlling, taking on increasing responsibilities and making significant contributions, with an emphasis on: coordination of the incentive plan to discharge loans, coordination the multiannual budget planning of disbursements and investments, analysis, evaluation and negotiation for the sale of the loan portfolio of US$ 39 million.• Improved processes, reducing purchasing time in 14 days and reduction of overdue items from 56% to 32% in 5 months, with record productivity.• Coordinated initiatives to reduce inventory by 38%, from US$ 43 million to US$ 26.5 million in 1 year.• Provided senior management with information on financial results, including management reports and statements. Show less