Consulting Manager ? Sales - Industrial Sector

IBM do Brasil (American multinational in Business Consulting segment)

August 2011 to March 2014

* Reporting to Industrial Sector Partner and Leader of Strategy & Transformation area; * Responsible for managing Consulting Services Sales - Industrial Sector, focus on Supply Chain / Manufacturing. * Team with 20 employees (04 Project Managers and 16 consultants Senior / Consultant / Junior); * Plan activities, standardize operations, develop commercial proposals, negotiation, map and define potential customers; * Develop and implement the Consulting Business Growth Plan - Industrial Sector. * Develop the ? Supply Chain of the Future? approach: Data Analysis, Visibility and Collaboration. Key Achievements * Business Consulting Services Growth, achieving sales (increase 30%) and new opportunities / pipeline (increase 100%) 2013 targets, * Sale and implement Inventory Optimization projects with Suzano Papel e Celulose, CSN, Votorantim Steel and Samarco; with 30 to 40% of inventory levels reduction in average.

Consulting Manager ? Delivery - Industrial Sector

IBM do Brasil (American multinational in Business Consulting segment).

March 2005 to August 2011

* Reporting to the Strategy and Transformation area Leader; * Responsible for consulting services Sales and Delivery, in Supply Chain - Industrial Sector. * Team with 40 consultants (10 Senior / 10 Consultants and 20 Junior); * Project management and technical proposals development; * Project Manager: responsible for managing the team, schedule, progress and delivered products. * Change Management. Key Achievements * Iron Ore inventory levels Optimization to VALE, with 5% reduction in working capital and customer service level increase from 80% to 95%. * Logistics Network Optimization Project with Nestle, with synergy opportunities in operations by DC´s opening / closing; reducing production and logistics and taxes (ICMS) costs up to 15%. * 30% reduction in inventories and production instability at Caterpillar, improving relationship with suppliers, communication, delivery strategy and performance indicators. * Business Case with InBev at Labatt in Toronto (Canada), to reduce operational costs in CD $ 28 million, by merging Brazil and Canada processes and operational platforms. * Projects to design and develop the Supply Chain and Logistics Strategical Plan for Saraiva, Araújo Drugstore , Vicunha, MAN (VW Trucks); and promote adherence between the growth plan and Supply Chain structure. * Integrated Demand Planning for IBM, reducing customer service lead-time and inventory levels. * First Response Unit (FRU) Project with Nokia, reducing the Order Fullfillment Lead time (OFLT) of retail orders from 14 to 07 days, and taxes (ICMS) by 6%. * Identification and elimination of the main VW production bottlenecks in São José dos Pinhais (PR) Plant - Theory of Constraints (TOC) - increasing daily production volumes by 25%

Pre-Production manager South America

Ford do Brasil (American multinational in Automotive segment)

September 2002 to March 2005

* Reporting to the South America Supply Chain and Logistics Director; * Team with 60 employees (04 supervisors and 56 Logistics Analysts); * Responsible for manage and control the BOM (Bill of Material) for all vehicles produced in South America plants; * Engineering Changes Management to vehicles produced in South America plants (NPI); * Processes review with targets definition and control. Key Achievements * 100% integrity and accuracy between Vehicle Engineering and Manufacturing BOM´s; * Integrated Schedule (Pre-Production, Vehicle Engineering and Manufacturing) to manage Engineering Changes.

Supply Chain and Logistics Manager - Ford Camaçari Industrial Complex

Ford Motor Company do Brasil

September 1999 to August 2002

* Reporting to Supply Chain Director and Camaçari Site Manager;; * Team with 10 logistics analysts (diretct report) and one Logistics Provider (indirect report) * Responsible for Plant Logistics: PCP, inbound, outbound, receiving, warehousing, inventory control, linefeeding, packaging, reverse logistics in 03 production shifts; * Responsible Plant Readiness daily process (Ford and Partners); * Responsible for the vehicles S&OP processes. Vehicles; * Participation since from the design to implementation phases of Logistics: modular production system, sequenced and shared among 33 partners, including a common Logistics Provider. * Participation since from design to implementation phases of the Logistics Provider, to provide: Inbound, Outbound, equipment, staff, inventory, packaging, information and linefeeding systems; * Development and implementation of the Integrated Logistics concept (resource sharing based on the Lean Manufacturing principles) in partnership with the US, Europe and 33 partners; * Integrated Logistics to perform production linefeeding every 45 minutes; * Several continuous improvement projects with VSM, Six Sigma, Kaizen, FMEA (Ford and Partners); * Plan and manage Engineering Changes on the Plant shop-floor; * Define and control Plant production performance goals (balanced scorecard). Key Achievements * Plant Supply Chain and Logistics process implemented, with 20% reduction in total logistics costs; * Integrated Logistics with inventory reduction of 50%, suppliers´ reaction time (Milk Run, x-dock and high cub trailer) and logistics costs reduction; * Production bottlenecks Management: incomplete vehicles reduction from 40% to 5% in 1.5 years; * Engines and stamped parts from SP do Bahia by rail, reducing the freight costs by US$ 1.0 mm / year.

Internal Logistics and Production Control Supervisor - São Bernardo do Campo (SP) Plant

Ford Motor Company do Brasil

February 1999 to September 1999

* Reporting to Supply Chain Director and SBC Site Manager; * Team with 120 employees (03 Supervisors and 117 logistics operators) * Responsible for S&OP, PCP, receiving, warehousing, inventory cmanagement, linefeeding, packaging, reverse logistics in 01 production shift; * Responsible for Plant Readiness daily process; * Plan and manage Engineering Changes on the Plant shop-floor; * Define and control Plant production performance goals (balanced scorecard); Key Achievements * Production bottlenecks Management: incomplete vehicles reduction from 30% to 4,5% in 01 year.

Material Follow-up and Supplier Development Supervisor - São Bernardo do Campo (SP)

Ford Motor Company do Brasil

February 1998 to January 1999

* Reporting to Supply Chain Manager; * Team with 45 logistics and follow-up analysts; * Responsible for define requirements and send material releases (parts needs) to supply base; * Responsible for managing collaboration and communication with suppliy base; * Manage Supplier Performance process; * Suppliers performance improvement and new suppliers development. Key Achievements * Manage supply base delivery bottlenecks and reduce the quantity of incomplete vehicles; * Process standardization and increase productivity.

Logistics and Planning Analyst South America

Ford Motor Company do Brasil

September 1995 to January 1998

* Reporting to Logistics Supervisor; * Planning, development and implementation of Lean Manufacturing projects: JIT-Just in Time, Kanban, Sequencing and Kitting; for manufacturing and material delivery. Key Achievements * JIT and Kanban delivery projects : reduction of supplier response time and inventory levels from 60% to 90% (banks, tires, dashboard, steering columns, exhausts, etc.);. * Projects, technical proposals, economic and financial analysis for alternative transportiaton modals ; * New processes and performance indicators in Supply Chain and Logistics.

Logistics and Distribution Freight Coordinator - São Paulo Branch

SADIA (National company in Food segment)

June 1993 to July 1995

* Reporting to Logistics and Distribution Manager; * National distribution freight price spreadsheet management: calculations, negotiations, publishing and monitoring;; * Manage company Freight policy and act as company representative in São Paulo Transportatrion Union; * Define (routing) distribution routes, volumes and clients (diaily)

Transportation Engineer

São Paulo City Traffic Engineering Company (CET)

October 1991 to May 1993

Development and implementation of urban transportation projects, covering management models, data information systems, monitoring and control, costs and pricing, contracting carriers, logistics network planning, modal integration models and transportation lines programming / routes definition

Consultative Selling

2012 to 2012

Project Management

2010 to 2010

Certified Six Sigma Green Belt / Black Belt / Champion

2000 to 2001

Post Graduation in Business Administration (CEAG)

1995 to 1996

Business Logistics (GV PEC)

1993 to 1994

Civil Engineering

1985 to 1989

Career Goals

Industries of interest

Areas of interest

Availability to travel and work outside the city

No

Interests and hobbies