Franco Gorski Garcia

Responsible for all areas of the company with emphasis on Finance, Operations, Fleet Management, Human Resources, sales and customer service as the main roles. Structuring of the company's Financial area (remodeling of CF and P&L), implementation of a strategic growth plan through diversification of services. Creation of the Customer Experience area, aiming to improve service to key customers, reducing fuel costs by 6%. Restructuring of the fleet area, with hiring and development of a new team. Implementation of routine management to increase vehicle availability and consequent revenue for the company, going from 88% fleet availability to 95%, resulting in a 6% increase in revenue.

Sourcing management for logistics services at the EssilorLuxottica group, focusing on transportation in Latin America (last mile, LTL, FTL in domestic transportation, and freight forwarders and customs services in international transportation). Responsible for defining the department's strategy, creating and managing budgets, selecting and negotiating with suppliers, developing and implementing process improvement and innovation projects. Supporting new initiatives and projects, offering insights and solutions based on data. Constantly monitoring the budget and analyzing actual vs. planned costs; reporting on costs and financial feasibility studies in partnership with those responsible for the Finance and Controllership areas. Reducing transportation costs in Latin America by more than 5% in 3 years. Reducing the number of national and international transportation suppliers by more than 20% with synergy projects and integrated RFPs in the region.

Responsible for the Transport area in Brazil, with over 30,000 delivery points and approximately 10 million pieces shipped annually. Leadership of a direct support team of 5 people, focusing on costs (negotiation, freight provision, simulations, RFPs, cost reduction projects, payments, budgets) and service level (delivery performance, customer claims for finished products, spare parts, promotional materials and e-commerce) and innovation. Management of tender processes for domestic transport providers in Mexico and Argentina. Reduction of freight costs always above the annual inflation rate, with projects implemented and more than 7% cost reduction over 2 years and 8 months. TMS implementation, internalization of Luxottica Brazil's transport operations, projects to increase delivery speed in all regions of the country.

Hiring and development of 100% of the Brazilian transportation team, development of projects in the Spare Parts, Promotional Material and E-commerce departments with over 9% cost reduction. Worked on a shipping synergy project between Spare Parts products and finished products with proven synergy gain of over 12% in the year. Increased delivery performance from 94% to 97% in the 2 years acting as coordinator.

Management of 12 transit points (physical structures) with a focus on service level, improvements and cost reduction in cross-docking and distribution processes. Implementation of service level improvements (above 50%) for occurrences of losses, damages and inversions.

Responsible for managing the Brazil routing team, composed of 8 analysts. Implementation of all last mile KPIs (occupancy, deliveries/truck, tons/truck). Development of KPIs to control costs and service level in Brazil for all the company's business units.

Implementation of a distribution center in São Paulo, replenishing more than 800 stores in Brazil, managing a team of approximately 90 people in inbound, storage, picking, packing, shipping and transportation. Implementation of the entire structuring process of the São Paulo DC, including hiring people, equipment, designing layouts and systems. Creation and management of all performance indicators. Designated Key User for the implementation of the SAP logistics (WM) and transportation (TMS) modules.