Glauco Gouvea

As Head of Supply Chain, I was responsible for establishing and leading TiNDLE’s European supply chain to enable retail expansion. My role covered end-to-end operations — from packaging sourcing and co-manufacturing to warehousing, repacking, transportation management, and customer delivery across multiple countries. Problem: TiNDLE was scaling rapidly across Europe, entering major retail channels (e.g. Edeka in Germany, Morrisons UK, Coop Switzerland). The challenge was to build an end-to-end supply chain from scratch that could support aggressive growth, ensure retail compliance, and maintain service levels despite production constraints. Action: • Designed and implemented the full European supply chain model for retail, covering sourcing, co-manufacturing, co-packing, warehousing, and 3PL transport. • Negotiated and managed partnerships with warehouses, co-packers, and transportation companies to enable timely and efficient deliveries. • Established production planning, repacking flows, and warehouse management systems to ensure operational excellence. • Led crisis communication with retailers during production shortages, maintaining trust through direct and transparent communication. Result: • Successfully launched Germany retail flow within 4 months, achieving >98% OTIF deliveries during the first phase. • Enabled multi-market retail expansion across Germany, the UK and Switzerland.. • Maintained continuity of service despite supply bottlenecks, reinforcing TiNDLE’s reputation as a reliable partner. • Built a resilient, scalable supply chain framework ready for future European growth.

As National Logistics Project Manager, I led large-scale logistics transformation projects across Brazil, focusing on distribution center design, process optimization, and supply chain resilience. My role involved coordinating cross-functional teams, implementing new logistics models, and delivering cost reductions and service improvements across the national network. Responsible for leading the team of 12 logistics specialists dedicated to improving operations, in all 20 DCs in Brazil, in the following areas: - Warehouse Efficiencies, - Route optimization, - Implementation of the Transhipment Points and new DCs, - WMS customization, - Operational Cost reduction and budget preparation, - Increasing in Container Occupancy, - Implementation of Zero Carbon Urban Distribution – Eletric Fleet of 100 trucks for the 1st phase.

As Regional Logistics Manager for the State of São Paulo, I was responsible for ensuring the supply of SEARA products to over 500 cities, serving a population of 44 million people. I led a team of 500 employees, operated 3 large distribution centers (80,000 pallet positions, 500 SKUs), and managed a fleet of 550 trucks – one of the largest logistics operations in Brazil at the time. Problem: Operating at such scale required balancing high service levels with cost efficiency in a highly competitive food market. Seasonal demand peaks, SKU complexity, and fleet renewal needs posed significant operational challenges. Action: • Directed daily logistics operations, ensuring reliable product availability across retail, wholesale, and foodservice channels. • Coordinated the special Christmas Kits campaign, scaling fleet capacity by +30% during the last two months of the year. • Led initiatives to reduce food waste, improve picking efficiency, strengthen stock control, and oversee fleet modernization. • Managed people, assets, and processes to align regional logistics performance with national strategic goals. Result: • Ensured product supply to one of Brazil’s largest and most demanding markets. • Increased operational efficiency through waste reduction and improved warehouse controls. • Delivered successful seasonal campaigns reinforcing SEARA’s leadership position in São Paulo. • Built a high-performance team capable of sustaining large-scale, complex logistics operations.

As Head of Logistics at Country Foods, I led one of Singapore’s largest frozen food logistics operations, covering island-wide distribution to wet markets, hawker centers, hotels, QSR chains, hospitals, nurseries, retailers, wholesalers, ships, and military camps. The operation included a fleet of 60 direct trucks (largest frozen fleet in Singapore, handling 13,000 monthly deliveries), 3 warehouses with the country’s largest frozen stock, and 24/7 uninterrupted operations receiving products by air, sea, and road. Problem: The business needed to manage extremely complex multi-channel distribution with strict service-level requirements, while simultaneously reducing operational costs and improving visibility across 24/7 operations. Action: • Implemented technology and process improvements to strengthen operational controls and increase service levels. • Designed and executed a 3PL model operation with more than 5,000 monthly outsourced deliveries. • Led an outsourcing project for parts of the logistics operation, ensuring seamless transition and performance continuity. • Drove continuous improvement initiatives across warehousing, fleet management, and delivery scheduling. Result: • Achieved a 20% reduction in operational costs while maintaining high service reliability across multiple customer segments. • Improved traceability and operational efficiency through new control systems. • Enhanced flexibility and scalability of the logistics model, supporting both direct and 3PL distribution with no disruption. • Consolidated Country Foods’ position as the largest frozen food logistics player in Singapore.

Working closely with the Business Development and SO&P teams, I was responsible for: - Distribution Center construction project in Angola, - For freight negotiations with MAERSK to enable a larger project to build a factory in Namibia to supply sausages to Angola, Ghana and landlocked countries such as Zambia, Zimbabwe, Botswana. - Logistics assessment of different players for potential M&A in South Africa.

- Responsible for managing the Salvador DC and leading the team of 320 people to supply the state of Bahia, a region with 15 million inhabitants, delivering more than 15,000 tons of frozen and chilled products per month with a fleet of 130 trucks. - Responsible for 2 transshipment points in the region and the 3rd in the state of Sergipe, a region with 2 million inhabitants and a neighboring state. - Responsible for renovating the DC after the tragic accident where 80% of the warehouse collapsed. - Responsible for improving operations and taking the DC from the last place in the ranking, 20th position, to 8th position in the internal competition between operations, in 1 year. - Responsible for leading several 3PLs that provided the outsourced fleet for the operation, managing performance, negotiating freight rates and establishing the best operational standards.

- Responsible for the largest warehouse in the Northeast of Brazil. The Recife DC (or VISA) was responsible for supplying SADIA and PERDIGÃO products to all states in the region (57 million people living there) delivering 24,000 tons of products per month with 180 trucks and 400 employees. - Responsible for managing the merger of 2 different DCs into one during the creation of BRF. - Responsible for internal projects to reduce costs and improve service levels. - Responsible for opening the transshipment point in the urban area of ​​RECIFE to reduce overtime for drivers and improve on-time deliveries.

- Responsible for managing the outsourced operation of the Perdigão brand in Recife, delivering 6,000 tons of products per month in the capital of Pernambuco, a region with 4 million inhabitants. - Responsible for managing an outsourced fleet of 60 trucks divided into 7 different 3PLs. - Leading a team of 20 people mainly responsible for transportation, routing process, track and trace control tower and inventory management. - Responsible for ceasing and closing the operation in this DC as soon as the neighboring VISA DC was ready to accommodate all volumes in that region.

- Responsible for implementing a new DC in the Amazonas region (4 million inhabitants), delivering 1,500 tons of products per month. - Operation with 15 trucks and 30 employees plus outsourced team from 3PL warehouse provider. - Responsible for correcting 100% of the points raised by internal audit in the previous year, improving stock controls, food waste, loss controls and quality controls. - Responsible for reducing the cost of demurrage and improving the cabotage process where several containers were transported from the southern region of Brazil to the state of Amazonas.

- Responsible for providing transportation to replenish stock at Distribution Centers located in the Southeast and North regions of Brazil. - Responsible for hiring around 300 trailers per day during peak times to deliver goods to customers. - Responsible for providing transportation of ingredients and packaging material to factories. - Responsible for internal projects to reduce transportation costs.

- Responsible for supporting SOP design for storage and transportation operation. Implementing SOP in different DCs across the country. - Responsible for ensuring good communication between stakeholders of the “Manufactura” Project. - Responsible for developing and implementing solutions based on the 5S methodology to improve day-to-day operations.

- Supporting internal projects of GMP and Efficiencies. - Responsible the internal communication of the factory. - Supporting internal audits. - Supporting HR and Production Managers. - Responsible for the internal newspaper.

In Progress