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Work Background
CAF EQUIPMENTSupply Chain and S&OP Manager
Oct. 2024 - May. 2025Rio Claro, São Paulo, BrasilReporting to the CEO and shareholders, I am responsible for the areas of Purchasing and Importing Raw Materials, Supplies, Services, MRO, Facilities, Capex, Opex, Warehouse, Logistics (inbound and outbound), freight management, PPC and PCM. I lead a team of 22 professionals, including coordinators, supervisors, buyers and specialists. Annual purchase value under my responsibility is R$ 95M and 1,150 suppliers. Responsible for implementing and managing the S&OP and S&OE program, monitoring the individual performance of each team member through the definition of OKRs and KPIs. Contract management and control. Responsible for implementing governance concepts in the Supply Chain area. Process automation using tools such as BI, Artificial Intelligence and Big Data. Transformation of Purchasing, Logistics and Storage flows and procedures
Main results:
Implementation of the S&OP Program.
Creation of a master production plan.
Reduction of obsolescence by 65%;
Structuring of cyclical inventories with monthly closings;
Inventory accuracy of 98%;
Implemented import processes in Purchasing;
Creation of the Data Intelligence area in Supply Chain;
Savings achieved by April/25 of R$ 8M.
Open Mind BrazilMembro da Open Mind Brazil
Oct. 2023 - May. 2025São Paulo, BrasilÉ uma honra poder fazer parte deste grupo. A troca de experiências com profissionais C-Level e a possibilidade de interação com os mais diversos seguimentos só tem enriquecido meu portfólio pessoal e profissional.
Patense Rendering IndustryHead of Procurement
Sep. 2021 - Aug. 2024PAtos de Minas, Minas Gerais, Brazil• Responsible for Procurement of Indirects Raw Materials, Services, MRO, Facilities and Capex of 12 business units in 7 differents states;
• Management of a team of 27 professionals, including interns, buyers, specialists and coordinators;
• Annual purchase value of RS 500M and 3250 suppliers;
• Creation and implementation of individual performance goals in the purchasing area: saving, order lead time, average payment term;
• Contract management and control;
• Responsible for automating purchasing processes using tools such as BI, Artificial Intelligence and Big Data;
• Responsible for planning, structuring and assembling of the Corporate Distribution Center (DC) in the city of Vinhedo – SP, attending the 12 units of the group;
• Implementation of the Strategic Sourcing methodology for Corporate Categories;
• Elaboration of Purchasing flows and procedures;
• Application of management tools and market intelligence such as Cost Drivers, CBD, BID;
• Structuring the department into corporate categories, maximizing the results of cost reduction and reduction of lead time for suppliers; Main results:
• Implementation of the IBID Purchasing Portal;
• Planning for the structuring and operation of the Distribution Center;
• Implementation of import processes in Purchasing;
• Creation of Project Management in Purchasing;
• Saving already carried out in 2022 R$ 3.2M.
Medabil Estruturas MetálicasCorporate Supply Chain Manager
Sep. 2018 - Dec. 2019Porto Alegre• Responsible for Purchasing, Supplier Quality, Logistics, PCM and Foreign Trade processes of 05 business units;
• Management of a team of 21 professionals;
• Annual purchase value of RS 650M and 2210 suppliers;
• Creation and implementation of KPIs such as: PPM, OTD, OTIF, Extra Freight, Cost Reduction and Transit Time;
• Contract management and control;
• Management of movement and inventory level focusing on the operating results of each unit;
• Responsible for the optimization of logistics processes and inbound and outbound procedures, national and international;
• Responsible for S&OP, import, export and contracting of land, sea and air freight, as well as customs;
• Responsible for the creation and implementation of procurement processes and procedures (RFX, RFQ, RFI, RFP, NDA);
Main results:
• Implementation of MM SAP module reducing the lead time of purchase orders;
• Centralization of Procurement and Materials Planning processes - PCM;
• Structuring of Comex area;
• US $ 5.0M (YTD) saving from Jan / 19 to Jul / 19.
Freudenberg Sealing TechnologiesPurchasing Manager
May. 2015 - Aug. 2018DiademaLarge multinational auto parts company, with revenues of US$ 650M and 340 employees. • Managed a team of 11 professionals, acting in direct and indirect materials purchase, inputs, equipment, services and quality of suppliers; • Elaborated, standardized and managed service, materials, benefits and facilities contracting contracts; • Managed the annual purchase value of US $ 280M, being 55% of imports and a portfolio of 680 suppliers; • Developed, negotiated and managed new suppliers seeking better conditions of price, product, payment and deadlines; • Managed development, implementing procurement processes and procedures (RFQ, RFI, RFP, NDA); • Managed KPIs in the area such as term, cost, resource control and delivery; • Created methods and processes in supplies and purchases control, developing actions to reduce costs and implement strategic sourcing and TCO methodology; • Standardized service provider contracts; Main Results: • Saved US$ 4.3M (YTD) in 2016, by promoting electronic auctions (EBID), consolidating purchasing categories and developing new process and product technologies; • Reduced US $ 2.2M in storage costs by developing inventory assignment policy in 2016.
Mando Corp.Purchasing Manager
Feb. 2014 - May. 2015Limeira Area, BrazilLarge multinational auto parts company, with revenues of US$ 990M and 630 employees. • Managed a team of 5 professionals, acting in direct and indirect material purchases, inputs and services; • Created and implemented procurement methods and processes; • Managed the annual purchase value of US$ 530M, being 60% of imports; • Developed new national and international suppliers of direct and indirect materials, services, exclusively to the aftermarket, seeking better conditions of price, product, payment and deadlines; • Managed KPIs in the area such as stock, product margins, sales performance and delivery; Main Result: • Optimized the purchasing processes by implementing the integrated management system TOTVS.
DH Arias Industrial LtdaSupply Manager
Feb. 2010 - Feb. 2014DiademaNational medium-sized auto parts company, with revenues of R$ 135M and 180 employees. • Managed a team of 15 professionals, acting in purchasing, storage, handling of raw materials, indirect materials, equipment, supplies, services, production planning and inbound and outbound processes; • Developed and negotiated national and international suppliers, seeking better conditions of price, product, payment and deadlines; • Managed aftermarket items with product development and validation; • Planned and reviewed demand by mediating product diversity in the production process and programming supply chain; • Analyzed the purchasing needs and product replenishment together with the commercial area; • Authorized and issued orders, controlled stock, analyzed invoices and taxes; Main Results: • Reduced US $ 1.1M in 2013, through new supplier negotiations and SRM development; • Reduced 100% of stock obsolescence level in 2013.
TRWCommodity Manager
Sep. 2001 - Sep. 2009Limeira e Região, BrasilResponsible for Steel Commodity (Stamped, Forged, Machined, Casting, Fasteners and Flat Steel and Bars) Aluminum in South America.
• Experience in developing local and imported suppliers and products for the Steering, Braking, Air Bag, Suspension and Seat Belt divisions.
• Experience in cooperation and exchange of experiences with the Headquarters (USA) and other units in Europe, India, China and Mexico to align Strategic Sourcing goals;
• Experience in the search for new processes, suppliers and products aiming at cost reduction and productivity gains;
• Annualized Purchase Value (2009) US $ 268M, 285 local and imported suppliers; Main results:
• Cost reduction realized (2009) US $ 5.5M; location performed (2009) US $ 3.3M;
• Challenge: Purchasing representative in the multifunctional emergency recovery team of the printing, welding and assembly sector in the event of an accident that culminated in the collapse of the production area shed in Jan / 2007, with employees, machines and material in your inside. At this time we did not stop any clients, and the recovery work lasted 08 months.
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