Oversight of procurement and supply chain operations within the Food & Beverages, including Demand Planning for products distributed across 56 Point of Sales. Responsible for managing the procurement team and an ambitious global project related to purchasing and spend centralization and area turnaround to promote a significant P&L improvement. I had direct responsibility for managing and acting on important KPIs such as COGs (Cost of Goods), PPH (Profit per Head), daily management and performance of third-party logistics (3PL), a significant capital employed in inventory. I introduced the Sales & Operational Planning meetings to improve our concept, understand others, and inventory management in different warehouses and business unit stock. Additionally, I led the purchasing management team, strategic actions, and spent overseeing all categories including Food & Beverages, Facilities, Maintenance, Last Mile Freight, Marketing (Trade, Agency, Promotionals), HR (Benefits), and Technology (IT & Projection) to manage acquisitions for 56 business units.Collaborated closely with the Global Procurement & Supply Chain team in Mexico to ensure continuous improvement and implementation of best practices within the local Supply Chain organization.Partnered with Marketing, Commercial, Food & Beverage, and Movie Theater Operations teams in all aspects of new product development and financial analysis related to demand, supply, and inventory plans/scenarios to meet corporate KPIs outlined in the annual budget/business plan.Developed sourcing strategies aimed at maximizing profitability and minimizing risk, with a focus on year-over-year improvement.Proactively explored new opportunities, problem-solving, idea brainstorming, techniques, and materials to drive product innovation with both new and existing suppliers.

Promoted and managed turnaround activities related to supply, importation, and product (automotive spare parts) & planning areas.Managed the procurement strategy and stock planning of 60 wholesale operations & distribution centers across Brazil.Led the development and implementation of Sales & Operations integration.Ensured optimal balance between customer service levels and inventory on hand utilization through the S&OP process for all stores/operations in Brazil.Pursued operational cost and replenishment time reduction to achieve better results in inventory management.Performed inventory control flow, providing clear visibility over all activities and support to set up targets according to forecast accuracy and service level requirements.Supported 60 business units and distribution channels to achieve the best sales performance by managing product availability in each point of sale/service.Implemented forecast accuracy measurement and reporting, and drove improvements with key stakeholders, using KPIs to monitor product availability and inventory level demanded.Managed the annual purchase and planning budget.Provided leadership to the procurement & planning team, including 3 coordinators and 17 indirect employees, in charge of negotiating direct materials (automotive glasses, headlights, taillights, mirrors), indirect materials & services.Oversaw New Supplier and Product Approval & Development.Controlled the Foreign Trade Area, managing all importation processes from origin to warehouse.Served as the interface between the global procurement strategy and local needs.

Managed the procurement area covering all commodities, such as steel and components, indirect materials - MRO, industrial services, information technology, professional services, maintenance, tooling, logistics/freight, packaging, CAPEX, HR & benefits, fleet, travel, energy, and business intelligence in purchasing (BI), supplier development, and quality assurance. Interacted with the global procurement/purchasing organization.Created, analyzed, and rationalized all goods cost structures. Delivered continuous improvement focused on cost reduction to thereby improve cash flow and EBIT. Increased payment terms.Established a new organizational structure, function, and processes to support operations in Brazil and Mexico.Developed new processes and procedures respecting the global compliance policy.Developed and guaranteed procurement/purchasing KPIs.Guided the procurement/purchasing team to follow the right strategy during their daily operations.Managed 3 category managers and 31 indirect employees (category specialists and buyers) with an annual purchase over than EUR 350 million.

Managed regional governance and negotiations of indirect materials (MRO), industrial & services, packaging, machining tools, IT, travel, fleet, HR, consulting, facilities, maintenance, professional services, energy, and CAPEX in Latin America spanning 8 countries, overseeing a team of 40 employees.Developed and implemented strategies for all categories based on global guidelines.Created, analyzed, and rationalized all cost structures.Integrated and sought synergies across different business units to optimize regional negotiations.Developed strategic purchasing activities and implemented eSourcing projects, ensuring the best results for the Latin America region.Set the regional strategy for all categories where global guidelines were absent, representing SKF with a one-face supplier strategy in the region. Led regional initiatives in Latin America, collaborating with resources from each country to implement and deploy purchasing strategies.Established new organizational structures, functions, processes, area strategy, budget, and team skills.Developed improved processes and procedures, set annual targets, and monitored performance.Spend managed over than MUSD 400 of annual purchase volume with delivered sustainable economies.Developed an annual plan of all activities based on stakeholder needs and global priorities, ensuring the execution of global/regional projects and implementing local projects to improve process and resource efficiency, focusing on total cost of ownership.Ensured that all local purchasing teams followed established practices and global/regional strategies.Supported contracts enforcement and procurement processes.Attracted, developed, and retained personnel to ensure necessary expertise and resources.

Negotiated local and international CAPEX agreements for machines & equipment, railroads, railcars, industrial services, and constructions with high value in Argentina, Brazil, and Colombia.Coordinated a global PC BID for all businesses and countries of Votorantim Industrial Operation-VID, resulting in R$ 7.5 million year-to-date savings and a new leasing agreement.Prepared and improved a new agreement for bearings, hose & hydraulic MRO categories for all steel operations, yielding more than R$2 million year-to-date savings and R$1 million reduction in capital employed in stock (spare parts).

Managed directly 21 professionals, including career development.Coordinated the corporate purchasing area of 3 different mills/business units and 1 forestry division. Oversaw procurement/purchasing/sourcing of indirect materials including professional services, industrial services & maintenance, forestry services, HR facilities & benefits, MRO, spare parts inventory planning, fleet, travel, CAPEX, with a budget negotiated over USD 300 million/year.Led the purchasing efforts for a new mill construction and implemented strategic sourcing concepts and tools in alignment with general manager purchasing guidelines. Successfully delivered a crucial project involving labor outsourcing revision (industrial and forestry) with high exposure to the board of directors, focusing on strategic projects to enhance synergies and total cost ownership (TCO) improvements across 3 factories and the forestry operation of IP Brazil.Appointed by the company’s Lead Team as one of the 11 managers responsible for packages associated with matrix budget guidelines, specifically overseeing production maintenance costs.Named a member of the Young/Hipo Leaders Program at International Paper Worldwide & Brazil.

Buyer responsible for the operational process (purchase order, follow up, payments, cargo agents management), new supplier development, supplier performance management and purchase negotiation of copiers and their respective spare parts (local and imported).As main project I was invited to reformulate the purchasing/procurement standards and procedures, to implemented purchasing area KPIs and supplier performance (SLAs), which did not exist before.

I was the procurement leader of the Latin America Electronic Components Area, engaged to develop together the engineering team new partners to supply electronic components. I worked closely with the Global Electronics Center Team as the primary owner of the sourcing electronic components feeding to the manufacturing lines. My key responsibilities included achieving quality improvement at suppliers, material cost reductions and drive sourcing initiatives including supplier consolidation. I drove and developed comprehensive strategic relationships to the group continuously, refining and executing the purchase strategy. I drove improvements as supplier quality and delivery performance, strategy of new partners, the supplier selection, development, and overall supplier management to support the new product introduction on production line.I exceeded the Cost Reduction commitments (USD1MM/year) to business while created and leveraged business opportunities through negotiation and contract development for long time.