Responsible for all Corporative Operations activities in 16 states, such as: Logistics, Own Fleet of Trucks - Operations and Maintenance (200 equipment), Procurement, Purchase, Supply Chain ,Quality, Terminals Projects & Operations, SHE and Combustible Importation. Implemented the Best Practices processes for: Procurement, Supply Chain, Logistic Control Tower Operations, Quality, Fleet Management and S&OP.

Moved to Guarani with the challenge of reviewing the logistics operation and expanded the business view. Responsible for logistics corporate management of seven production units and two distribution centers, with a budget of R$ 230 million/year, CAPEX of R$33 million/year and 550 employees; performed strategic plan for cost reduction and process optimization. Adapted logistics infrastructure and supply chain based on the concepts ABC - Activity Base Costs covering the logistics activities Outbound / Inbound, internal, projects, Distribution Centers, reverse logistics, and created the S&OP area. Implement the Control Tower process acros Logistics Operations. Using the PMO and Six Sigma methodologies, led several projects, such as mechanization of terminals and warehouses, implementation of MRP I and II, SAP modules (PP, TMS and SD), WMS management systems and the TSB – time slot booking. Established partnerships, reviewed contracts of medium and long term to manage distribution centers, marine, rail and road transports.

At Vopak, directed the restructuring of Paranaguá business unit, a joint venture with Ultracargo. Responsible for P&L, reformuled operational, human resources and commercial policies and implemented quality, safety and environmental programs.

Built a solid career at Dow Chemical from chemical engineer intern to site logistics manager of the main intermodal operation of the company in Latin America. Initially acquired industry knowledge in the management of chemical plants, covering production, maintenance, engineering, quality, site logistics, health, safety and environment. Attended projects, trainings and meetings in the USA, Canada, Europe and South America and developed skills for multicultural relationship.In 1994, contributed to the implementation of the Latin America S&OP and Prodution Planning project, using methodology and concepts of APICS.Later, led the global strategic project of change management to introduce the best industrial and supply chain practices and empowered teams in Latin America.In 2000, took over the management of site logistics operations inbound and outbound for chemical plants located in the sites of Cubatao and Guaruja and maritime terminals of Guaruja, Santos and Itajaí, and expanded the businesses strategic vision. In this period led the implementation of capital projects and Six Sigma to reduce accidents, cost optimization, waste reduction and increased productivity. Implemented technology strategic plan to multimodal site logistics for Latin America and the GPM - Good Manufacturing Practices for storage and handling of raw materials for pharmaceutical and food industries. Certified as internal auditor in the Chemical Distribution Institute - CDI audit system, and qualified in Six Sigma and Lean Manufacturing.Added the position of Technical Director of the Brazilian Association of Liquids Terminals, with responsibility for drawing up the contingency plan to care for maritime emergencies.