Denis Dayan

Abastecimento / Logística / Transporte / Performance / Garantia

Reporting to the Logistics Director, with a functional team of 25 people. . Creation and structuring of the PPC area - Planning and Production Control for 3 DC's (Dry, Perishable and Hortifruti); . Replanishment of the network of stores (43 in 2022); . Logistics Optimization Projects; . S&OP and S&OE; . Centralized and automated vendor scheduling.

Reported to the Supply Chain Transformation Director, with a functional team of 6. Responsible for S&OP, Supply Chain Optimization and SRM. . Leading the S&OP process, managing more than 100k SKUs for 45 stores supported by Coupa System (SC Guru). MAPE 10%. . Creation of Supply Chain Design area, supporting the business for strategically taking decisions based on data. Responsible for strategic projects such as: network optimization and transportation optimization. . Creation of the SRM – Supplier Relationship Management process focus on Collaborative Planning, Forecasting and Replenishment (CPFR) with strategic suppliers. (30% increase on service level - OTIF). . Responsible to replenishment for all national region for Painting, Lighting and Decoration categories.

Reported to the LATAM Supply and Production Planning Director, with a functional team of 5 and leading by influence of the Planning local team close to 50 people. Responsible for Inventory performance and Production capacity utilization. • 5% of inventory optimization, with agile and network configuration initiative such as Lead Time, MOQ and Frequency reduction. • Finance cycles focal point to support Business Plan with Regional and Global reports. • SLOB maturity and process improvement with significant PnL positive impact (from 1,15% to 0,66% of Net Trade Sales) • Long Term Capacity Plan and Long Range Finance Plan management (4~5 years) • Leading lean process implementation for Planning using PULL SYSTEM methodology. • Master Data management – governance implementation and accuracy data tracking

Reported to the Procurement Director Brazil, with a functional team of three. Responsible for setting up the Procurement department at Niely, following L’Oréal’s corporate standards and principles. • Spend reduction of 18% compared to 2015 resulting from complex negotiations with strategic suppliers. • Developed a Supplier Fundamentals program, ensuring that all suppliers meet the company’s Social, Ethical, Quality and Safety requirements. • Renegotiated and standardized six contracts, representing 50% of spend on raw materials, subcontracting and packaging. • Negotiated launches and searched for new products at the best cost.

Reported to the Plant Director, with a team of 18. Responsible for maximizing service levels, balancing input inventory, production plan and finished products. • Led the factory recovery process in RJ, setting KPIs, implementing procedures and improvements in the flow of information, operation, inventory parameters, supplier negotiations, as well as team roles and responsibilities. • Service levels (Fill Rate) improvement in +9,6%, implementing a production plan over a planning horizon of 12 months, taking into account the installed industrial capacity and labor availability. • Reduced the input stock coverage by 30% by quantity and 20% by value, balancing indicators of Industrial Flexibility, Inventory Level and Obsolete & Slow Turnover Inventory, building a long-term partner relationship with strategic suppliers. • Implemented internal monitoring and weekly reports to the main stakeholders, achieving 90% of launches delivered On Time In Full (OTIF). • Improved the S&OP process, executing 101% of the production plan and 95% of adherence, improving the plant’s credibility with the main clients. • Member of the Plant Manager Committee.

Based at the global Operations headquarters, reporting directly to the Head of Supply Chain Europe for the make-up catalogue. Responsible for managing the flow of information between industrial plants and distribution centers in Europe. • Implemented standard inventory parameters, considering the characteristics of each country, resulting in an improvement of the Fill Rate for Liners in +3%. • Managed a catalogue with 5k SKUs involving two French factories and more than 10 distribution centers in Europe, ensuring the maximization of the launch Fill Rate and OTIF while minimizing inventory levels and obsolete & slow mover. • Strict integrated control of demand via SAP, connecting distribution centers and industrial plants in real time. • Participated actively in weekly S&OP coordination meetings between distribution centers and the plants.

Reported to the Factory Director, with a team of 38. Responsible for all the plant’s Inbound & Outbound flows and for managing the production of 13 contract manufacturing companies. • Participated actively in the SAP Go Live, minimizing risks to revenues and stock rupture. • Developed projects to improve warehouse performance and layout, increasing productivity by 8% (pallet/man/hour). • Managed the warehouse with 12k internal positions and another three external outsourced warehouses. • Responsible for the physical flow of imports for Latin America, including the daily handling of 1.2k pallets. • Managed and supervised inventory routines, receipt, checking and dispatch.

Reported to the Logistics Manager. Prepared a 12-month rolling production plan for 2.5k of SKUs for plants in RJ and SP. • Led the Operational Excellence project in partnership with COPPEAD, generating significant results, reducing inventory and working capital by R$1.3 million. • Implemented the S&OP process, improving production plan adherence in 27%. • Main communication point between plants and strategic operational stakeholders. • Managed inventory parameters for finished products. • Implemented integrated control and rupture visuals to raise the industrial team’s awareness of production priorities.

Reported to the Logistics Manager. Responsible for implementing optimization projects for industrial logistics operations (VMI, Kanban, Just in Time). • Planned and controlled production for outsourced companies, managing the physical flow of materials and the production program for 13 external plants using monthly inventory and stock controls. • Controlled inventory with chargeback for excessive loss in outsourced companies.

Started working at BASF as Logistics Services Intern, Junior Inbound Logistics Analyst and Junior Production Planning and Control Analyst.

Composto por dois programas: Visão Generalista (300 horas) e Ênfases (100 horas), o curso oferece ainda um Módulo Internacional, com uma semana intensiva de estudos oferecida no exterior, em uma escola parceira. Ao final, você integra todos os conhecimentos adquiridos em um Plano de Negócios. O MBA é voltado para executivos com pelo menos 10 anos de experiência em gestão que buscam desenvolver conhecimentos e habilidades de direção. Aprimora a forma como você avalia, gerencia e resolve problemas na sua organização, além de ampliar a sua capacidade de liderar em todas as áreas de um negócio. O MBA começa com disciplinas gerencias essenciais para sua atuação executiva, permitindo uma visão completa do processo pelo qual as organizações constroem e gerenciam suas estratégias competitivas.