Carlos Carnevalli

Member of the Brazil Operations Leadership Team, reporting directly to the COO, with national responsibility and regional oversight across latin america. Accountable for defining and orchestrating operational strategy across operations, intelligence, engineering and risk governance pillars supporting one of the largest food service supply chains in the region. Executive responsibilities Provide operational leadership and governance across national distribution center operations, ensuring alignment between execution performance, service levels and cost efficiency. Define Supply Chain Intelligence strategy including network design, footprint optimization and performance governance models. Lead the Operations Support Center integrating transactional operations, customer interfaces and third-party logistics governance. Own national Maintenance and Engineering strategy for multi-temperature logistics infrastructure, ensuring asset reliability, thermal integrity and operational continuity. Establish Loss Prevention governance, driving write-off control, root cause elimination and operational risk mitigation. Drive operational performance frameworks connecting service, productivity and financial outcomes across operations. Align operational capabilities with business growth strategy and long-term supply chain resilience. Organizational impact Strengthened execution governance and operational decision-making visibility across national operations. Improved service reliability and operational stability through structured engineering and risk management frameworks. Enhanced cost discipline and performance transparency via intelligence-driven governance models. Increased cross-functional alignment between operations, engineering and commercial priorities. Enabled scalable operational performance supporting business growth and customer expansion.

National leadership role responsible for shaping warehouse governance, operational standards and performance frameworks across HEINEKEN Brazil logistics network, supporting breweries and distribution operations nationwide. Acted as a strategic bridge between corporate supply chain leadership and operational sites, enabling harmonized execution, capacity readiness and performance consistency across multiple locations. Executive responsibilities Defined and deployed national warehouse frameworks and operational standards across breweries and logistics hubs. Led intelligence and analytics initiatives supporting capacity planning, operational readiness and network decision-making. Governed warehouse performance indicators and continuous improvement roadmaps aligned with business priorities. Supported strategic logistics initiatives including footprint optimization and operational harmonization. Partnered with cross-functional leadership to align operations with S&OP projections and growth scenarios. Led workforce planning discussions and operational capability development at national level. Organizational impact Increased visibility of operational risks and capacity constraints across the logistics network. Strengthened governance and standardization across multiple sites. Enabled data-driven decision-making supporting network optimization initiatives. Improved alignment between strategic planning and warehouse execution.

Led logistics operations of one of HEINEKEN Group’s most complex breweries in Brazil, managing large-scale multi-SKU production flows, inventory governance and intra-logistics performance in a high-volume manufacturing environment. Executive responsibilities Led end-to-end site logistics including finished goods, raw materials, packaging materials and production interface planning. Ensured operational alignment between Packaging, Planning, Transportation and Warehouse execution. Governed contractor operations and logistics performance standards. Strengthened safety, compliance and operational discipline across logistics activities. Embedded Lean and TPM practices to stabilize operational fundamentals and improve execution consistency. Organizational impact Restored operational stability and logistics basic conditions in a high-complexity environment. Improved synchronization between production and distribution flows. Increased execution discipline through Lean governance and performance management routines.

Led TPM deployment across Customer Service, Logistics and Planning functions, enabling structured continuous improvement across the end-to-end supply chain. Executive responsibilities Defined TPM deployment strategy aligned with global and local supply chain priorities. Led cross-functional improvement initiatives targeting loss elimination and productivity gains. Co-developed strategic roadmaps with senior leadership. Drove organizational engagement through structured change management. Organizational impact Increased organizational maturity in continuous improvement practices. Strengthened performance culture and cross-functional collaboration. Enabled sustainable improvement governance across supply chain functions. Global Bronze Award Certification

Responsible for drive Warehouse excellence and efficiency nationwide for the 31 CDAs of HEINEKEN group in Brazil (Annual spend: 350MR$, Tt Headcounts: 600, Annual volume: 8M hectolitres). Main responsibilities: Deal with both strategic, tactical, and operational issues in an multi-cultural and functional setting in Sales & Distribution and CS&LP; Drive new developments in the Distribution area and actively network internally and externally to enhance functional knowledge development; Manage annual CAPEX for DCs; Drive business cases and improvement in various areas of the business aiming higher service levels and warehouse productivity (R$6M Savings in 2020); Lead "make or buy" trade offs; Define the optimal warehouse layout for new and current operations. Additional achievements/responsibilities: - Co collaborate with the contents creation/definition of related Logistics Excellence Assessment (Sales & Distribution Formula HEINEKEN) topics and audit the CDAs on the elements: Leadership, Fleet, Last Mile Transportation, RPM, Warehousing and Quality & Structure. - Lead a Xfunctional team of ~50 colleagues from all organizational levels to build a strong framework with contents and guidance to have the Right People at the Right Place doing the Right Things in Brazil Secondary Distribution. Key committees: Leadership development with clear functional expectations focused on Hard Skills, Career aspirations with contents related to career next steps and desired functional competencies for each function, Functional Competencies creating the new functional books for 2nd Distribution: Logistics management, Fleet, Last mile, Warehousing excellence and Commercial strategy and understanding, Basics from each distribution position defined (Routine standardization with traffic lights for all functions), Organisational Efficiency Golden Rules (extra journey, extra hours, absenteeism, turnover, diversity) and Continuous Improvement with fundamentals for all DC's.

With colleagues from Brau Union Austria, HEINEKEN Mexico, Global Supply Chain Academy, Global TPM and Global Customer Service, Logistics and Planning we brewed a high quality self-paced eLearning platform. NPS score from the reference group was 100%! With this platform we reach the entire world, within and beyond Supply Chain. This Channel is where your TPM journey starts if you have not been exposed to TPM before or if you want to refresh your knowledge. Also, a great opportunity to embed the course in the onboarding of new HEINEKEN colleagues. There are 12 modules: modules 1 – 8 are the basic courses that relate to the Heineken TPM Framework and are “must do” courses if you are new to TPM. It will take you a few hours to go through all modules, but each topic will basically not take you more than 15 min each, so you can do it anytime, anywhere. Modules 9 – 12 are optional “bonus” courses that relate to Lean from which we have “borrowed” some methods and tools. A fantastic opportunity that I've had to lead this fantastic group, working, contributing and learning with different cultures, virtually and daily dealing with the different time zones. A nice example of being one company!

Responsible for coordinate the TPM agenda and implement from scratch the Continuous improvement mindset in CSLP new HEINEKEN organisation after the Brasil Kirin Holding acquisition. Focus on train the own functions of warehousing, transportation, customer service, planning and RPM management, build the core and enabling pillars, develop a strong Change Management agenda and empower the workforce to take decisions at their levels through a effective DCS as part of a MCRS in place. Support and co create with the CSLP VP and Leadership Team the Strategic Plan (E2E Roadmap) and cascade to all organisational levels. Audit/Coach and guide the improvement teams and develop and shape new auditors.

Responsible for lead the TPM agenda and improve the maturity level of TPM in CSLP in the former HEINEKEN organisation. Focus on train the own functions of warehousing, transportation, customer service and planning, accelerate the pillars, start a rewarding & recognition incentive and empower the workforce to take decisions at their levels through a effective DCS as part of a MCRS in place. Support and co create with the CSLP Director and Leadership Team the Strategic Plan and cascade to all organisational levels. Audit/Coach and guide the improvement teams and develop and shape new auditors.

Responsible for lead the Productivity & Efficiency area in Transportation with focus on Dedicated Fleet Productivity (macro deployments, spot vs dedicated best allocation, telematics), Collaborative Logistics (HEI Share creation starting a partnership with market players with clear contributions to cost savings and carbon footprint reduction), Transportation Excellence (TEP creation as first win win program with our LSPs) and accounting, financial closing and freight payments.

Professional Internship Program.