Evandro Silvestre

Responsible for consolidating activities and leadership related to planning and the supply chain, within the Industrial Intelligence pillar of OKEAN Yachts. Following the integration and unification strategy, I will be the senior leader of three other teams that form the new Supply Chain area: Production Planning, Material Planning and Logistics (Handling). With the mission of creating synergy, improving and optimizing processes, in addition to ensuring the delivery of consolidated results, and no longer separated by specific teams.

Managed teams until 40 people in freight forwarding, which operates in all transport modes (AIR/SEA and IMPO/EXPO). Carrying out operational activities with cargo still abroad, and with cargo already in Brazil. Note: The clients were Importers of parts for maintenance in the Aviation sector (Commercial and Executive). Ex. AZUL AIRLINES. Cargo Abroad: Work with the DUX Warehouse team (USA and FRANCE), and third-party Warehouses (Europe and Asia) to carry out physical activities such as: Collecting cargo from the shipper, transport management, physical and administrative receiving at the Warehouses, Stock, Picking and Palletizing for shipping. In addition to documentary activities: create MAWB and HAWB, organize daily TRIPs in the consolidation cell and support in all Pre-Shipment activities (Follow-Up of cargo readiness, 1st Launch into customer's system, solution of inconsistencies and general corrections with the shipper). Cargo in Brazil: Work with the team of analysts who carry out daily contact with customers in Brazil, organizing shipping instructions (SIs) and routine order instructions (ROs) for Warehouses Abroad in all transportation modes operated by DUX. In addition, they carry out post-shipment documentary activities, ensuring the release of cargo during arrival procedures in Brazil (Airports or Ports), and when necessary, including working on Customs Clearance according to a specific contract.

Responsible for the entire newly created unified corporate support structure, which consolidated all areas of the company not linked to the Operations, Finance or HR departments. In other words, the following areas: Quality, Customer Service, IT, Indirect Purchasing, Project Management, Facilities and Security.

Corporate responsible for Logistics Processes and Quality, with an emphasis on Freight Forwarding and customers in the Aerospace sector. And after the initial phase, I took over the areas of Customer Support and IT Projects. Logistics Processes and Quality: Responsible for the team creating and managing the group's documents (Work Instruction Level), with the aim of standardizing the tasks performed by analysts. Additionally, this team created and managed the Quality Culture, as well as applying tools to identify root causes of problems, determine containment, determine final solutions and comprehensive actions. All of this while also managing the Quality KPIs and Group's Certifications. Ex.: OEA-S (AUTHORIZED ECONOMIC OPERATOR). Customer Support: Responsible for building loyalty through Service and Quality, opening relationship channels, and prioritizing activities or actions due to the information collected from DUX LOGISTICS customers (including NPS). Information Technology Projects: Responsible for the IT team that defines and executes the launch, together with the business areas, of the best SYSTEM or BI (KPI control) that meets the activities, with quality and productivity.

Managed teams until 27 people and a budget of R$145 million. Dividing Logistics Projects into two aspects: Future Projects (Programs and Parts): Strategic Project Management, control of Logistics Cost KPIs (Projects and Parts) which are: Vehicle LCPU (Logistic Cost per Unit) and B-Price (Logistic Sourcing Cost). Monitor Pre-Launch in the Logistics areas: Logistics Purchasing, Planning and Routing (Inbound/Outbound) and Packaging. Supporting client areas such as: Finance (P&L), PPM (Milestones), Purchasing, Supply Chain and Handling. Packaging (Operation, Engineering and Budget): Reorganization of the link between packaging and parts supply, control of the Emergency Transport KPI (Cost). Create Packaging designs that serve internal customers without affecting Inbound costs using cubing KPIs: CBM (Pieces/m3) and CBU (% net use of vehicles). Focus on standardization, and the technical guideline of Design for Logistics. Control the CAPEX and OPEX budget aligned with Finance (P&L), through management of contracts for: Maintenance, Development and Delivery of suppliers of new packaging (Special or Standard Racks). Note: Global Benchmarking project with GM USA, GM Europe (OPEL) and GM Korea (Asia).

Managed teams until 12 direct people and inventory of R$ 100 million. Acting in two aspects: Critical Suppliers Control (Bottleneck): Responsible for monitoring and controlling critical suppliers, with the main goal of keeping manufacturing protected from lack of production inputs and parts, even in environments of severe financial restrictions, lack of capacity, and others general problems (Production, management or quality). Lead the meeting with Purchasing, Product Engineering, Manufacturing and Quality to define FIX or EXIT strategies for these companies. Material Flow, Readiness and BTAB Control: Responsible for production supply (MRP), ensuring deliveries according to EDI. Responsible also for the new projects (Cruze and Cobalt), and I also worked with transfers and localization process of high-cost import parts. Note: Global project during the Japan Crisis (Earthquake and Tsunami).

I worked with commodities of Frames, Axles and Driveshafts into the SMT Chassis with APV of US$ 52 Mi. Production and Project Buyer: Negotiated steel price movements, generating a reduction of US$ 1M (APV). In the international area, I conducted joint negotiations with the USA, developing strategies to reduce the effects of Price Increase in Colombia and Ecuador. I lead Global Sourcing for the Middle Size Truck (New S10) project, dealing with suppliers such as Maxion, Dana, AAM and Thai suppliers. I met a strict launch schedule for Product Engineering and PPM (Milestones).

I worked with all aspects of Supplier Quality, in Future Projects, Manufacturing and Operations. Fundamentals: I learned and worked with concepts of Lean Manufacturing, Productive Capacity, and Quality. Applying to different companies, commodities, processes and production scales. I participated in the accelerated dissemination of quality tools such as: APQP, PPAP, R@R, PCPA, QSB, SFE, Root Cause Analysis (5Whys), PRTS, SPPS and others. Future Projects, Manufacturing and Operations: In future projects I worked as a Full Engineer in the launch of new vehicles with external colored plastic parts. Afterwards in manufacturing I worked as a Resident Quality Engineer within the SJC plant with the vehicles: Corsa, Montana, Meriva and Zafira. During this period, I analyzed problems, defined root cause, containment and scope, reviewed internal and external KPIs. In operations, I worked as a Full Engineer on-site in some LAAM countries implementing quality tools, for periods until 90 days in Argentina, Egypt and Germany. In addition, I received engineers from Colombia, Ecuador and Venezuela in Brazil. And I worked with QSB (Quality System Basics), SFE (Shop Floor Excellence) and EXIT audits of critical suppliers. And then as a Senior Engineer, I coordinated 4 Engineers from the Electrical team, in parallel with my responsibility of Lighting items.

Observação: Participei de atividades na Empresa Júnior (1994 and 1995)