Operations manager

	Responsible for the distribution operations (70 distribution routes)
	Responsible for Planning (4 planners) and Fleet Department (4 team leaders)
	Designed and implemented a new productivity system for the fleets
	Defined new performance indicators for transports (KPIs)
	Transports and logistics operation budgeting, monitoring and deviation analysis
	Staff recruitment and training (drivers and clerks)

	Logistics Operations Management
	Set objectives for Team Leaders
	Negotiated transport contracts
	Established new national and international transportation routes to ensure compliance with deadlines
	Participated on the ERP/CRM system with the IT Team

	Logistics Operations Management
	Responsible for transports and logistics operations for the customers: Vodafone Portugal, Bacardi Martini Portugal, Procter & Gamble, Galp Energia, Chicco, Lever, Mars Portugal, DUNLOP, Victoria Seguros, Liberty Seguros, Novo Banco, O Boticário
	Set objectives for Operations Managers
	Sourced, Negotiated, Contracted & Executed transports agreements (Road/Air and Sea) to fulfill day-to-day business needs.
	Calculated costs, revenues and margins of the supply chain projects
	Identified employee training requirements
	Ensured that employees were both results oriented and team focused
	Visited key clients to build relationships, identify their key needs and solve operational problems
	Controlled the order cycle
	Implemented and monitored warehouse performance – KPIs
	Commercial Directorate, strategy definition, coordination of commercial teams
	Price quotations and tariffs for commercial teams
	Reported to the Board
	Inventory Management, reporting to Pricewaterhousecoopers and Board

	Responsible for Transports and Logistics Operations
	Responsible for the driver’s fleet (60 - Lisbon, 8 - Leiria, 8 - Faro)
	Responsible for invoicing logistic services to customers 
	Restructured and implemented a new commission system for the fleets
	Defined new performance indicators for transports and logistics (KPIs) and implement new 
	Operations Monthly Reports
	Negotiated new contracts (eg Chanel, House Coffe, Clix, and several travel operators)
	Designed a new stock management system for the logistics contracts (Access)
	Planned and implemented a new warehouse layout
	Transports and logistics operation budgeting, monitoring and deviation analysis
	Responsible for the Procurement and Call Centre Departments
	Staff recruitment and training

	Responsible for Transports and Logistics Operations
	Responsible for the driver’s fleet (60 - Lisbon, 8 - Leiria, 8 - Faro)
	Responsible for invoicing logistic services to customers 
	Restructured and implemented a new commission system for the fleets
	Defined new performance indicators for transports and logistics (KPIs) and implement new 
	Operations Monthly Reports
	Negotiated new contracts (eg Chanel, House Coffe, Clix, and several travel operators)
	Designed a new stock management system for the logistics contracts (Access)
	Planned and implemented a new warehouse layout
	Transports and logistics operation budgeting, monitoring and deviation analysis
	Responsible for the Procurement and Call Centre Departments
	Staff recruitment and training

	Defined and implemented new key performance indicators (KPIs)
	Responsible for Customer Service - Call Center
	Responsible for the Health and Safety at Work Department
	Implemented a “Tableau du Bord” to manage the logistics operation
	Planned and implemented a system for controlling and balancing production lines (increased productivity by 20%)
	Redefined the tariff plan for the logistics service (increased operational margins by 20%)
	Prepared the Logistics Monthly Report
	Physical and financial budgeting for the Optimus contract
	Analysed inventory needs based on operational needs and inventory levels

	Responsible for the Production Planning Department of the Textile Operation, Light and Heavy Bazar
	Responsible for the operational areas of dispatch and billing
	Reduced preparation time of the picking plan by 90% (generating significant gains in operational productivity)
	Restructured the Shipping and Invoicing Department implementing KPI’s that resulted in reducing the shipping errors from 10% to 0.04%

	Responsible for the Reverse Logistics Department
	Managed daily returns operations and monitored day-to-day performance
	Planned and implemented a new warehouse layout
	Designed and implemented a new warehouse management system (Access)