I lead logistics and supply chain projects for clients in various industries chasing excellenceand robust results

I reduced the decision making process from 40 to 2 days by giving visibility of the Supply Chain.- As part of the growth strategy, was responsible for managing Trading improvement, covering review of processes and procedures, generating increased PnL visibility, supply and distribution operations demands, enhancing better negotiations, mitigating risks in a consolidated commercial portfolio. - Strategy management and definition of project governance, including the construction of metrics, deliverables and team structuring, expanding the visibility of the team and stakeholders.- Leadership of the project committee influencing VP of Trading, CFO and CIO, seeking endorsement for the construction of Trading controls and processes, presenting solution proposals throughout the change journey. - Executive meetings with suppliers' senior leadership (Change management, Systems Suppliers and Implementers and Advisory Specialists) aimed at monitoring activities and directing the next steps.- Preparation company's audit board reports, providing visibility of the project in the company's highest forum and its respective action plans and results.- Engagement of internal stakeholders with a focus on process definitions and change management, as well as the development of the project team.- Definition of the communication plan and training strategy with the change management consultancy, preparing synchronous and asynchronous activities in different formats to promote greater team engagement and training of key users.- Establishment of the testing strategy in two integrated cycles, validation and post go live support, defining exit criteria with consultants and implementation waves structured by region (international and Brazil) and commodity (Sugar, Ethanol and Petroleum derivatives).- Early implementation of non-system related processes with a new ways of working in Trading, reducing exposure to risk and creating a systemic view of operations.

- Project team management on Pfizer's Consumer Healthcare BU (CHC) global acquisition in Brazil, covering the development of flows in ERP (SAP) and review of CHC processes in the factory, CMO (contract manufacturing ) and distribution center.- Definition and optimization of Distribution Center new flows, including the review and negotiation of logistics provider's contract, covering new inbound docks and internal routing, reducing transport costs and better lead times. - Monitoring the opening of a new CNPJ and its distribution center licenses, appointing the technical responsible and its respective transfer to the new structure.- Headcount review with adjustments to the organizational chart for the operation, capturing the diverse experiences of the GSK and Pfizer team in CHC processes.- Development of the entire project team throughout the journey with the expansion of the scope of Key Users and leads.- Restructuring the scope of action of the Pharma and Consumer Healthcare Divisions, working with both Supply Chain VPs, enabling the structuring of the documentation of the activity handover process, including monitoring the backlog of pending activities, meeting compliance, governance and eliminating operational bottlenecks.- Preparation of the area's budget, including transportation and storage costs, headcount and inventory policy for the management of the distribution center of the CHC BU.- Implementation of area KPIs regarding security, service level, inventory control and logistics costs.- Significant improvement in CHC operation after implementation (OTIF, product availability, inbound transportation and storage costs).

- Definition of a strategic plan aligned with the demand and production planning with support from the company's Global Cutover Lead, establishing acceptance metrics and stock build for cutover period from legacy system to SAP as an ERP.- Production line, raw and packaging material inbound, finished products outbound and domestic and export shipments monitoring, focusing on operation ramp down, as well as the scheduled reopening/ramp up including all plant areas (Production, Quality, PPC, Material Planning, Warehouse, Import and Export and Maintenance).- Immediate intervention of tension points, acting on the solution and monitoring until the complete transition to the new process, minimizing impacts. - GSK Global Award winning for outstanding implementation with focus on Manufacturing and Commercial leadership.

- Execution team leadership focused on Foreign Trade, covering the import of raw materials, packaging materials, finished products, equipments, parts and pieces, laboratory standards and clinical research, as well as the export of finished products and factory samples.- Coordination internal customers' service, giving visibility to the progress of their import and export processes, mitigating possible Supply Chain disruptions.- Internalization of imports of medicines for clinical research, reducing operational costs and generating knowledge of this new process within Imp & Exp area.- Management of logistics providers, generating a reduction in demurrage and storage costs, receiving a Latina award for process improvement.- Support audits at all levels, developing action plans to comply with process adjustments.

- Responsible for production planning and control of tablets production line, aiming to improve processes and reduce bottlenecks in the production process meeting market demands.- Reduction of stock outs from 2 to 1 digit in partnership with the production lines, bringing an improvement in OEE, in quality release stress and in demand planning.- Implementation of SRM in the factory aligned with the S&OP implementation in Latam, including PPC, Material planning, Imports, Warehouse, Production, Quality and Maintenance.

Projects in Supply Chain Management from diagnosis to implementation with prospect and team development skills.