Bruna Sampaio Fontes

Responsável por Compras, Logistica e Almoxarifado, Planejamento de Materiais nas plantas de Rio das Ostras e Macaé. Gestão de equipe de 100 pessoas com 03 gerentes diretos e equipe de lideres, englobando: 1. Procurement & Strategic Sourcing; 2. Supplier Quality Management; 3. Inbound Logistics; 4. Inventory Management; 5. Material Planning R$ 400 Mi em Aquisição de material e Serviços por Ano. One Subsea foi criada após Joint Venture entre a Aker Solutions e a SLB.

Responsável por Compras, Qualidade de Fornecedores, Logistica e Almoxarifado na planta de Rio das Ostras (responsável por Serviços Subsea) Gestão de equipe de 35 pessoas com 01 gerente direto e equipe de lideres, englobando: 1. Procurement & Strategic Sourcing; 2. Supplier Quality Management; 3. Inbound Logistics; 4. Inventory Management. R$ 150 Mi em Aquisição de Material e Serviços por Ano.

Team of 25 people divided into following scopes: 1. Procurement category management 2. Strategic Sourcing, Capex purchases and Engineering Projects 3. Importation, Exportation and Temporary Admission Control (Repetro – Oil & Gas special regimen) 4. Follow-up of National and International Deliveries Annual spend of R$ 500 Mi / 11.000 POs per year Total of 900 supliers and 25 suppliers on A Curve (Pareto Analysis based on Annual Spend) 500 International Booking per year Responsible for defining yearly cost reduction strategy and implementation of innovation projects for procurement, importation and follow-up automatization

Management of Materials Procurement Department for Direct Materials Team of 06 people Core Business purchases including: Subsea equipment, Drilling, Dynamic Positioning and Engines. Strategic sourcing projects implementation for reduction of operational work, cost savings, contract management and new suppliers development. USD 20 Mi of Capex management spend. Increase of 60% on new materials contract (25 new supplier agreements in one year).

Responsible for entire Brazil Supply Chain & Real Estate Department including: procurement, strategic sourcing, supplier contracts, foreign trade, inbound logistics, temporary admission management, facilities, travel and new constructions. Leadership of 50 people based in 3 different plants in Brazil. • Petrobras contracts mobilization and USD 90 Million in negotiation. • Develop and standardize processes for Supply Chain areas and KPIs. • Develop strategic sourcing area and implementation projects for cost reduction based on Spend Analysis. USD 2Mi of cost savings. • Importation processes including requirements for Repetro. • Implement improvements in ERP to support procurement and importation processes. • Responsible for new facilities construction in RJ and Macae.

Responsible for Procurement Department of Brazil Southeast (leadership of 10 people). • 550 Purchase Orders per month and over than R$ 12 Mi per year. • Strategic Sourcing methodologies for projects roadmap - Make vs buy study for cranes and forklifts, cargo transportation, container rental suppliers consolidation and load test services review. • Develop procurement and supplier assessment procedures based on ISO and API standards. • Develop supplier contract templates.

Responsible for purchases related to Logistics including cargo transportation, helicopters rental, air freight , forklifts and cranes and customs brokers. Focus on strategic sourcing projects implementation. Results were: • Strategic negotiation with customs brokers, resulting in USD 1 Mi of savings per year. • Implementation of Ad Valorem (additional fee for cargo insurance) project resulting on USD 1 Mi savings per year. • Implementation of trucks dedicated fleet aiming consolidation, immediate availability for loading and cost reduction. 30% of cost savings • Consolidation of forklifts and cranes in one long term contract. 15% of cost savings.

Application of Strategic Sourcing methodologies - Spend Analysis, ABC Curve, Kraljic Matrix Category Management, Pareto Analysis, Cost Breakdown. Develop, launch, manage and negotiate bids for complex and high spend services and products. • TCO study for purchase of Brazilian versus international cement (Oil & Gas specific) – lower cost, high quality cement and elimination of logistics management. • New acquisition model for welding and machining services. • Complex bidding process for designing and construction of first Brazil Technology Center. • MRO catalog implementation with photos and links – easy and automatic purchase.

Consulting services for Petrobras Production Area - P-43 & P-48 and for Petrobras GeDIg (Gerenciamento Digital Integrado de Poços) project - Integrated Digital Wells Management Project. • Documentation for Project Scope Management, based on PMBOK guidelines. • Develop and execute Change Management activities for GeDig projects. • Map macro work processes to support GeDig Project activities (TO-BE processes mapping).