Reivilson S.

2017-05-01 To 2019-12-01

Operations and Supply Chain Manager

Main activities: • Management and control of all factory operations, purchasing, PCP, Logistics and Foreign Trade, quality control and customer service. • Implementation lean manufacturing process • Implementation of Kankan to control inventory and improve the production process • Elaboration of costs for industrial products and direct cost improvement, improvement of the logistics network and direction of direct cost reduction strategies. • Implementation and management of financial and operational indicators (main KPIs) • People and resources management - 350 direct employees

2015-06-01 To 2017-05-01

Supply Chain Manager

Main activities: • Management and control of all purchasing processes, development of new suppliers to obtain the best prices, payment terms and delivery times. • Elaboration and implementation of supply contracts with all suppliers. • Development of methods to improve the overall performance of the supply chain, elaboration and execution of cost reduction plan (PPV). • Management and coordination actions to drive quality, delivery and cost of material • Elaboration of strategic planning and budget for the Supply Chain area. • Import and Export Process Management. • Planning, production control and S&OP demand planning management. • Management of logistics areas: receiving material, warehouse, shipping and transportation. • Customer Service Management and billing. • Management of people and resources, management of 17 direct employees. Main results: • DPO - Increase in the average term of payment from Sight to 14 days • OTD – Increase in service level (delivery) from 56% to 92%. • Reduction in freight cost from 5.6% to 4.8% of net sales. • Savings plan - amount of R$ 2M in 2016.

2008-06-01 To 2015-06-01

Procurement, Foreign Trade and Logistics Manager

Main activities: • Management and control of all purchasing processes, development of new suppliers to obtain the best prices, payment terms and delivery times. • Development and implementation of global strategic sourcing. • Elaboration and application of supply contracts for all suppliers with FCPA (anticorruption) clauses and rules of conduct. • Development and management of cost reduction plans PPV, • Elaboration of strategic planning and budget for the supply chain areas, monitoring and demonstration of results. • Management and coordination actions to drive quality, delivery and cost of material • Development of methods to improve the overall performance of the Supply chain, including packaging development, kanban implementation and consigned supplier. • Support team processes, laboratory and quality to ensure delivery of quality products at the right time and assistance in product certificate process. • Production planning and control, S&OP demand planning management. • Import, export and drawback process management. • Management of the reception areas, warehouse, inbound and outbound logistics, storage, picking, shipping and transportation. • Implementation and management of KPIs for the areas of Purchasing, Logistics, Transport, PCPM, Import and Export. • Billing management and revenue recognition system based on the SOX system. • Management of cyclical, rotating and annual fiscal inventories. • Elaboration and application of kaizen method for process improvement. • Management of people and resources, management of 17 direct employees. Main results: • DPO - Increase in the average term of payment from 37 to 56 days. • OTD - Increase in service level (delivery) from 72% to 98% • Cost reduction plans (PPV) savings through negotiation with national and international suppliers: 2010 R$ 800K, 2011 R$ 1,3M, 2012 R$ 1,5M, 2013 R$ 700K, 2014 R$ 950K, 2015 R$1,2M • Elaboration and implementation of supply agreements with 100% national, international suppliers, services and facilities with FCPA clauses and rules of conduct of the supplier. • Development and implementation of the S&OP and MRPII process in TOTVS Microsiga - results: decrease in sidetracking (from 22% to 5%) and increase in inventory turnover (from 5.5 to 10.2) • Implantation of Kanban with 40% and consigned with 20% of productive suppliers.

2002-02-01 To 2008-06-01

Logistics Manager

Main activities: • Management of the planning and programming of containers loading in 17 sites throughout Brazil • Fleet management of 150 own trucks + 80 third parties. • Terminal management and administration of empty and full containers. • Freight negotiation, closing bookings with shipping, air companies and road transport. • Development and implementation of contracts with customs terminals, shipping companies, agencies (NVOCC) for shipment of dry and reefer containers. • Contracting of services, purchases of indirect materials and equipment rental. • Preparation of strategic planning and annual budget, management reports, monthly presentation of results, financial and administrative management. • Direct management of 11 administrative employees, 08 operational and 150 drivers. Main results: • Agreements with shipping companies with rebate of 1% of the value of international freight. • Negotiation of tariffs with port terminals (primary and tertiary) saving 40% of storage costs. • Agreement with shipping companies for non-payment of detention and demurrage.