• Reporting to the South America Purchasing Director with 2 Managers e 8 Buyers.• Development of a strategic plan aligned with Manufacturing and Union to reduce the labor cost in 35% with the development of a supplier park close to the Ford Camacariu plant allowing new and existing supplier to move in to this new site.• Head of Purchasing for Troller operation responsible to development of a strategic comercial plan to transform the operation enabling improvement of 20% of the contribution margin in 2 years.• Purchasing lead of the São Bernardo do Campo Plant Closure from its concept, public announcement, final production and supplier contract termination with more than 197 supplier local and imported with budget of US$54mils.

Reporting to the South America Purchasing Director leading a group of 4 Managers and 12 salaried level with responsibility over B-Platform (ECOSPORT) Project launch in 6 Countries, P-Platform (Ranger) and C-Platform (Territory) coordinating Procurement activities with local Purchasing Groups.Direct responsible for the Purchasing Program Management Globally (Brazil, India, China, Europe, Russia and Argentina) including timely Sourcing Activities, Contracts agreements and Program Launch. Also responsible for Capacity & Constraint and Supply Risk Management with a Manager located in Argentina and 4 salaried level coordinating risk identification, mitigation plans, capacity planning and constraint mitigation for four manufacturing locations in SA.On this role, along with Finance, Operations, Marketing and Sales production losses was reduced by 10pp with implementation of a new governance, process disciplines and use of analytical tools to work proactively on risk identification and also mitigating production variations driven by Marketing volume and mix changes.

Reporting locally to the South America Commodity Director and Globally to the Commodity General Director in Detroit responsible for a buy of US$ 1.1 Billions of Exterior Finishing, Stampings and Raw Material leading a group of 4 Managers and 17 salaried level on three locations; Camacari, Sao Bernardo Campo and Pacheco.Together with Finance and Product Development as Matched Pairs was responsible for the Commodity Strategy definition, Sourcing and YoY cost reduction glidepath connecting current price levels with future programs avoiding the classic tooth saw effect. Took an active role to manage supply base in one of the most challenging period of the industry with down turn of the economy, significant volume drop and no new business been sourced causing severe impact on suppliers cash flow and financial distress situation.Managed suppliers Chapter 11 and recovery plan presented at court with deep analysis of cost structure, fair price definition and financial support for raw material acquisition with no production losses.

Reporting locally to the executive Director of Purchasing and Matrix to the Global Cost Reduction Director with a group of 2 Managers and 8 buyers, have consolidated the processes and controls with increased results and implemented an analytical tool to control the cost structure and management short and long term avoiding the known Saw Tooth.

Reporting to the General Product Development Director leading the Cost Optimization in South America, with a budget of US$24mils, 50 co-located engineers and 3 Managers.Responsible to lead the process to identify, validate and implement design changes in current and future programs. Implemented key process changes including baskets of design change creating discipline in the system with clear milestones as in a program, bringing stability into the Manufacture Assembly Plant and an organized methodology enabling increased results.Expanded the teardown and benchmark center with improved number events creating a data base of design changes for improved design efficiency against competition from Best in Class alternatives stablishing the engineering objectives for the future programs.

Together with the Product Development and Manufacturing area, lead the implementation in South America of a Cost Reduction Process that drove deep changes on the organizational structure resulting on savings of 4% in the first years and year over year improvement of 30% Launched 63 multifunctional groups to attack cost waste, using Benchmarking, Lean Manufacturing, reverse auction (biding), VA/VE and Kaizen to identify, track and implement cost opportunities.New tracking system was developed locally (ATL – Action Tracking System) that was recognized globally given the number of controls, system capabilities with restricted budget spent.

Project Manager of the Ecosport exportation to North America, working on the Purchasing New Programs Organization in Detroit – Michigan.In this role I had the responsibility to manage the source process steps timely with a budget of $50mils engaging Purchasing and PD to achieve the program ABS (Affordable Business Structure) and lead the project through out the Purchasing and Launch milestones.

Worked on several commodity groups within Body Exterior, Interior and Powertrain organization leading the source procurement and production stability.Together with Engineering and Logistics Implemented a master plan for standard parts optimization and localization with significant cost reduction and improvement of parts lost at assembly line.As the lead buyer for Body Interior of the Amazon Project in Dearborn I was responsible to establish, approve within the organization channels and implement the source strategy working together with Product Development engineers and Cost Estimators to deliver the program targets with best cost at Job#1.

Development of Owner’s Manual and technical communication to dealers, lead Service Campaigns and Recall literature and technical manual development.Customer and Dealer technical assistance.