Gabriel Souza

Responsável pela gestão estratégica de fretes, procurement logístico e inteligência de transportes para operações de grande porte nos segmentos de açúcar e etanol, garantindo competitividade, disponibilidade de capacidade e otimização dos custos logísticos. Principais responsabilidades e realizações: Gestão de procurement e contratação de transportes rodoviários e multimodais para operações de alta complexidade e grande volume. Desenvolvimento de estratégias de sourcing, negociação e gestão de transportadores, assegurando capacidade operacional durante períodos de safra e pico de demanda. Administração de orçamento e indicadores de performance logística, com foco em redução de custos, otimização da malha e melhoria contínua do nível de serviço. Gestão e monitoramento de KPIs estratégicos, incluindo OTIF, SLA, Lead Time, ocupação de frota, custo por tonelada e custo por km transportado. Homologação, desenvolvimento e avaliação contínua de fornecedores logísticos, garantindo conformidade, segurança e desempenho operacional. Atuação integrada com Planejamento Logístico (S&OP), Operações, Suprimentos, Comercial e Controladoria para alinhamento da demanda, capacidade e previsibilidade financeira. Condução de projetos de otimização logística, revisão de malha, gestão de contratos e implementação de iniciativas voltadas à eficiência operacional e redução de custos. Destaques da posição: Gestão de carteira logística Negociação estratégica de fretes e contratos de transporte.

Financial Management: Managed a freight portfolio exceeding BRL 500 million per year, focusing on cost competitiveness and logistics spend reduction through structured bidding strategies. Strategic Negotiation: Led the contracting of road freight services for bulk LPG transportation, negotiating rate structures with carriers specialized in hazardous materials (Class 2). Compliance & Risk Management: Ensured full compliance with Brazilian regulatory agencies (ANP, ANTT) and environmental regulations, maintaining strict control over documentation (CIOT, RNTRC, RCTR-C, and operational licenses). Market Intelligence: Conducted continuous analysis of key cost drivers (diesel, tolls, and seasonality), supporting benchmarking and bid equalization processes. Performance Management (KPIs): Monitored key performance indicators such as OTIF (On Time In Full), cost per ton, and lead time, implementing action plans to improve service levels. Supply Chain Interface: Worked closely with Planning, Operations, and Commercial teams to ensure freight scheduling alignment and demand fulfillment. Contract Management & Audits: Managed the contract lifecycle and supported internal and external audits related to operational safety and regulatory compliance.

Spend Management: Managed and contracted outbound freight operations for the Quartzolit brand, overseeing a portfolio exceeding BRL 300 million per year. Negotiation & Cost Optimization: Led strategic negotiations with carriers, focusing on cost efficiency (freight value per weight) and reducing lead times for distributors and end customers. Operational Planning: Planned and scheduled high-capillarity distribution flows, ensuring alignment between production and market demand. Performance Management: Continuously monitored logistics KPIs to track performance and drive improvements across distribution operations. Strategic Partnerships: Developed new suppliers and long-term partnerships to ensure reliability and meet required service levels (SLA). Cross-Functional Interface: Worked closely with Sales and Logistics teams to ensure efficient service execution and alignment with internal policies.

Logistics procurement - Supplier qualification Gathering information on the potential supplier, identification and site visit. Preparation of documents and materials relating to qualification and reporting to the PMC (Procurement Management Committee) Collection, signing and filing of qualification documents. Operation of SBI (Supplier Information Management System)/SRM (Supplier Relationship Management) - Supplier selection Initiating the selection strategy, reporting and implementing the selection and reporting the selection results. Drawing up, negotiating, reviewing, signing and archiving contracts. SSM (Supplier Selection Management)/ SRM (Supplier Relationship Management) - Execution of purchases - Supplier management Benchmarking, resource pooling, daily issues management - Supplier performance analysis Action plan tracking and closure - Internal control FM category leader - First Mile Cost reduction projects - Change of payment model from travel to package. Opening of collection points (DROP-OFF) + 1000 points Brazil Mapping collection point suppliers. Renegotiation of transportation contracts.

Freight Purchase, Brazil level, First Mile (Fiorino, Van, VUC) Freight purchase, transfer, tracked vehicles, (Truck and Armored Carretadas) Purchase of river freight, north of Brazil (shipping to Manaus, AM). Purchase of Last Mile freight door to door, Brazil-wide. Contract management Development of indicators Supplier development. Value of portfolio negotiated 100 million per year.

Freight Purchase (Fiorinos, Van, Vuc) First Mile Freight purchase for national transfers (Truck, Armored trailer) Line Haul Purchase of air freight Last mile freight purchase (door to door) Control Tower Support for head office and branches Service and indirect portfolio (facilities) Negotiation of service contracts. Reduction in operating costs and contracts. Value of portfolio negotiated 100 million per year

Purchase of products for distribution: PPE (Marluvas, Bracol, Danny, 3M) Tools and machines (Vonder, Gedore, ESAB, Lincoln Soldas, Starret). Telecommunications DATACOM, (Furukawa, Prysmian, Delta Cable). Lighting (Philips, Ledvance Ourolux). Return of materials with no stock turnover. Redemption of return credits Value of portfolio traded 80 million per year.

Analysis and control of expenses by cost center; Analysis and monitoring of import and logistics distribution processes; Analysis of contracts for the provision of logistics and port services; Monitoring inventory storage and distribution processes; Participation in cost reduction projects; Calculating product nationalization, sales margins for new products and changes to products in line. System - TOTV's

Financial analysis and monitoring of expenses, project accounts and monthly budgets; Analysis of the financial viability of purchasing equipment and services; Budget planning for the maintenance unit; Preparation and analysis of comparative reports between budget and reality; Control of cost center apportionments and accounting reconciliation; Control of investment accounts (industrial projects); Registration of materials and control of special items in stock; Issuing purchase orders, developing suppliers and commercial negotiations; Transport and freight control; SAP, LOGIX and Excel systems

Atendimento ao cliente SAC