Procurement ; buyer

-I was responsible for 19 people and for stock management of the parent and subsidiaries.
-I managed the ABC curve, keeping SKUs of curve A and B in immediate availability, balancing costs across all branches and matrix.
- Restructured the Purchasing department, developing KPIs, Procedures, processes and training buyers.
-I developed materials supply strategies, together with the Commercial and Suppliers team, reducing the noise between Purchases and Sales and approximating operations.
-I have negotiated partnership agreements and goals with major manufacturers.
- Reduced and concentrated the vendor list and parts list through technical / commercial equivalents, improving the delivery result.
-I reduced the accuracy of the ERP SLIM in the inventory replenishment analyzes for all SKUs of the ABC curve, reducing, controlling and predicting the rupture rate and the physical and systemic accuracy of the SKUs.
-Developed and implemented, actions along with the Commercial and Logistic Team Control to reduce depreciated items reaching 10% of the total volume.
 -Application of PDCA tools, 7 columns of Purchasing, Strategic Sourcing, Kradjic and SWOT in technical analysis, improving the cognitive performance of buyers and processes.

CASE OF SUCCESS
 -Restructuring of the Purchasing team (People, processes and Procedures) - 80% completed.
- Saving increase from 3% to 30% and reduction in average leadtime from 25 days to 12 days.
-Reduced volume of SKUs from 66 thousand items to 48 thousand and rupture rate from 10% to 3%
- Stabilization and reduction of the depreciated volume from 20% to 8% per month 

- Coordinated the of Senior Purchaser´s team for Projects for International and National Purchases of Relays, Remote Units, Power Transformers, Services (Commissioning, Assembling Supervision, Equipment Installation, Civil Construction), Telecommunications Equipment, Cables, BT Panels / MT, Plating.
-Developed and deployed Strategic Sourcing tools in Purchasing (TCO, Kradjic, Porter, SWOT, 7 Pillars) and KPI's for the cell.
-I was responsible for Purchasing in the Phase of Offers (Tendering Phase) and Phase of Execution (RFI, Clean Sheet) analyzing LME, Exchange Rate and Risk Analysis in projects.
- I applied and managed all contracting processes and agreements, NDA, RFQ, TCO, negotiation, qualification and definition of the vendor list in the bidding phase, for all Schneider Project BU's.
-I applied, centralized and managed the Homologation and Audit of new suppliers aimed at partnership and better commercial conditions.
-I was responsible for LATAM for the development of suppliers, continuous improvement of parts, products, equipment and benchmark for SEB Eletrocenters.

CASE OF SUCCESS
 -Increase the cost avoidance result in projects around 30%, improving project margin.
-Reduction of Vendor list around 60%, obtaining improvement in TCO and SLA.
- Qualitative Development of 100% of suppliers of curve A and B.
-Reduction of the SLA of the Commercial team to the Client around 50%
-Increase the World Purchasing Assessment of Purchases Brazil from level 2 to level 4.
- Reduction of project margin deviation, pre-execution, from 80% to 15% of projects.
-Reduction of the base price of Eletrocentro by 15%
-Development and application of the Project's discarded parts, LATAM, North America and EMEAS, which had as its first priority the centralization of spare parts and equipment for projects and reuse for other business units. 

-Developed and purchased from abroad, stationary combustion engines, small and large generators, lawnmowers and line for garden and agriculture.
-I managed the inventory and the development of new projects to improve the layout of materials in the warehouse layout.
-Developed and implemented KPIs to measure the monthly results of the department.
- Developed products and follow-ups (End to End) from the Benchmarking phase to delivery in our China product warehouses, with label, brand, packaging and documentation application.
-Responsible for the release of DI, Invoice and packing list, with the customs partner.
CASE OF SUCCESS:
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-Development of line of tractors to cut grass, with exclusive agreement signed with biggest manufacturer of tractors of the world (MTD)
-Participation and analysis of parts with high failure rate, reducing the volume of customer complaints (35%) and reducing the number of failures by making prevention with the supplier.
- Improved product profitability due to renegotiation with suppliers, reducing average cost by 12%.
- Optimization of the purchase order processes, optimizing in 25% the time spent to execute the process, since there was no ERP implemented.
- Improvement in the process of returning products, increasing the level of control, managing and measuring processes, with application of action plans to reduce the volume of technical and commercial returns by 25%.
-Expansion of the company's product scope by 80%, with new products from different segments.
- Reduction of 30% of vendor list, counting on new products and certification of new suppliers, bringing a benefit in the purchasing process and product quality.

-I coordinated 50 technicians at Compad laboratories for testing and repair of banking and commercial automation equipment.
-Desenvolvi, Implantei and applied the team's motivational policy (Management by Competence).
-I have done and applied Qualitative and Productive Technical Procedures for all 8 hardware and software repair labs.
-I was responsible for the productive / financial performance of the group's results in Brazil.
-I was also responsible for the Productive and Financial Control of the SARC (Department of Logistics, testing and packaging of hardware), and a new and additional challenge.
- Implanted projects for cost reduction, Lean and performance maximization of SARC.
- Developed the capillarization of the scope of the SARC, improving controls and promoting transparency in the processes.

CASE OF SUCCESS:
 -Segregation of the scope of work by cells, reducing repair time by 40%.
-Development and elaboration of projects of continuous improvement, 5S, KPI's and application of processes Lean Manufacturing, reducing production costs and SLA in Compad and in SARC.
-Development and application of process of traceability of equipment, through control by bar code.
DOA (Dead on Arrive) return rate from 30% to 5%.
-After restructuring Comrpad, I received the invitation to restructure the SARC and accepted it.
-Reduction of storage costs of discontinued equipment in the SARC through transfer to other LATAM units. 

- I did the work of sourcing, national and international suppliers, seeking reduction of the SLA.
 
- I made urgent purchases of parts, services, equipment, tools (stop production), property security, employee safety and environment.
- I negotiated to reach the goals obtaining great reductions of cost next to the national and international suppliers.
- Follow-up of quotations from national and international suppliers.
- I presented performance indicators, monthly and weekly