⚫ Responsible for operations in the company's subsidiaries in Brazil, Mexico, Colombia and Chile, reporting straightly to the LATAM CEO and indirectly to the Global Supply Chain Director.⚫ Implemented the S&OP process in Brazil and Mexico in the first 6 months in the company, with the following practical results in the 1st year: revenue 31% higher than 2022 and inventory reduction from 540 to 360 days.⚫ Responsible for planning and importing products to serve the 3 sales channels in each country: Wholesale, Retail (own stores) and E-commerce.⚫ Conducted bidding processes and/or negotiations with Logistics Operators and Transport Companies in Brazil, Mexico and Colombia. In Brazil, we are leading the migration of the logistics operation from São Paulo to Minas Gerais, due to the tax benefits that will benefit the company's cash flow.⚫ Responsible for the Customer Service area, which responds to queries from the brand's end consumers.

⚫ Reporting to the Vice-Presidency of Operations, I lead a team of 200 collaborators, with 8 Managers in the fields of Planning (S&OP, Raw Material Management, and Production Scheduling), Inbound Logistics (warehouses), Outbound Logistics (shipping and transportation), and Customer Service.⚫ Elevated the service level for the Commercial area, planning the purchase of materials, scheduling the production of the 3 company plants in the country, and distributing around 2.000 SKUs of finished products, in an average monthly volume of 35 million units, including free samples and shipping to subsidiary companies in LATAM.⚫ Lead all the logistics operation of the company, including 3 Distribution Centers, Warehouses, Transportation and delivery management⚫ Commanded the Customer Service area, which provides production services to other pharmaceutical companies, with annual revenue of R$ 100 million.

⚫ Reporting to the Supply Chain Director, I was responsible for every field of Planning in the 5 company subsidiaries: União Química, Anovis, Inovat, Artpack (Printing), and F&Fs (Distributors) - with annual revenue of R$ 2,5 BI in 2019. I led a team of 50 collaborators, 6 of them in direct positions of coordination and management, distributed in 6 different plants, besides the Administrative Center. Areas under my responsibility: S&OP, Management Unit of Inventories, PCP, and Customer Service.⚫ Established inventory policies for finished products and supplies for the companies, based on the relevancy of products (ABC analysis) and the complexity of their acquisition (XYZ analysis).⚫ Created the Management Unit of Inventories, which coordinated the actions between PCP and Supplies, reaching a reduction of over R$ 20 MI on production inventories in 2017. ⚫ Managed the S&OP team, which worked alongside the 5 Commercial divisions of União Química, looking for the best demand forecasts to trigger the supply chain. The team was also responsible for planning the replenishment of distribution units of the company group (F&Fs), located in 17 different states.⚫ Led the PCP teams, which were present in the 6 plants of the group, with responsibility for the Medium and Long Term Planning, Scheduling (short term), and delivery of supply planning (MRP). In December of 2016, the team reached the historic shortest benchmark of backorders at União Química (1,2%), an important milestone, considering that the company reached backorder benchmarks of 2 digits.⚫At the outsourcing companies Anovis and Inovat I led the Customer Service activities for relevant clients, such as Novartis, GSK, and Zoetis, with OTIF rates superior to 90%.

⚫ Responsible for the S&OP and PCP teams of the 4 company plants, leading 18 people in many areas. Managed the Internal Logistics team too, which had 60 collaborators.⚫ Improved Customer Support for the Commercial field, for both original finished products and free samples, reaching the benchmark of “No lack of products” in specific months. The backorder rate was reduced from 3% to the monthly average of 0,41% in 2014. ⚫ Managed the implementation of the S&OP process in the company, participating from the recruiting staff (demand planners) to the organization of meetings with the Administrative Board, directors, and the presidency.

⚫Reporting to the Presidency, I led a team of 110 collaborators, with 5 Managers in the fields of Supplies (purchases of national and imported goods), PCP (planning, raw material management, and production scheduling), Inbound Logistics (warehouses), Outbound Logistics (shipping and transportation) and the Service Business to Partners Unit.⚫ Elevated the level of service for the Commercial field and reduced costs throughout the supply chain, planning and executing the purchases to a total of 700 SKUs of finished products and 3.500 SKUs of supplies and package material, handling the five company plants in the country.⚫ Conducted the Supply field, with an annual budget of R$ 400 million among production and indirect supplies, with a focus on saving during the negotiations, prospect of new suppliers, and establishment of partnerships. Created a business core, which searched for synergy during the negotiations between the head office in Brazil and the subsidiary facilities in Argentina, Uruguay, and Chile.⚫ Led a migration project on logistics operations from an outsourced warehouse to its own Distribution Center, including the negotiation and construction, to accomplish the average of 10 thousand deliveries/month to each Brazilian state.⚫ Organized the processes and routines of the planning calculations (Demand Management, PMP, and MRP). Established policies and indicators for each area and led a project, alongside the IT Department, to improve tools and information extracted from SAP.⚫ Commanded the Service Business to Partners Unit, with annual revenue of R$ 40 million.⚫ Main accomplishments: stockout reduction by 50%, reduction in the Days on Inventory Hand (DOH) from 129 to 114 days; reduction in the prices of direct supplies by 1,04%, while the IPCA (Brazilian Inflation Rate) in the same period increased 3,87%.

Conducted the PCP teams (17 collaborators) and Package Development (10 collaborators). Controlled the Demand Management process, alongside the 8 commercial divisions of the company, restructured the area, and managed the planning of 4.500 SKUs of production supplies and 1.500 SKUs of finished products. The closure of this quick stay at EMS was due to the Eurofarma work invitation, which represented career growth, not only for the position but for the opportunity of managing the Supply Outbound Logistics fields.

⚫ Reporting to the Industrial Director, managed the activities in the PCP field, from Demand Management, alongside commercial divisions, to the control of the inventory levels of finished products, with a team of 8 collaborators.⚫Approved the Master Plan of Production (PMP) monthly, looking for the balance between the demand attendance, the optimization of the productive capacity, and the maintenance of low levels of finished product inventory.⚫ In the field of Raw Material Management, I ensured the availability of supplies for production demands and, simultaneously, kept low levels of inventory for supplies, always avoiding the obsolescence of materials.⚫Was a member of the Operational Efficiency Board (Logistics), the Inventories and Suppliers Board, and the Sales Predictions Board (S&OP model), which were created to conduct managers to the improvement of processes. Participated in the Committee of Technological Transformation, which conducted the start-up of a new plant for solid medicines.⚫Main accomplishments: reduction of 33% on the inventory of supplies value; an increase of the service level, from 90 to 97,2% of the portfolio; establishment of the Corporate Policy of Inventories; strengthening of the field in the corporate environment, participation in important definitions, such as the mix of product composition.

⚫ Worked as an assistant manager, responsible for the implementation of the SAP system, from September to December of 2005, completing the mission of activating the integrated system operations successfully, starting in January of 2006.⚫ Coordinated the calculation activities and planning (PMP and MRP), scheduling and production control, demand planning, and raw material management of two industrial units.⚫ Reviewed and suggested improvements in relation to the parameters inserted in the SAP integrated system.⚫ Main accomplishments: reduction of the inventory value by 30% in 6 months and increasing the availability of products, from 90 to 97,5% of the portfolio.

Reporting to the Industrial Manager, I was responsible for the structuring of the PCP area in the facilities of Milk & Dairy and Beverages (juices and teas). From January of 2001 onwards, I took care of the Warehouse sector as well.