Guilherme de Melo Souza

Responsible for Logistics and Transportation across all business channels: Retail (170 stores), e-commerce, national and international wholesale. Reporting to the executive board. Main responsibilities: • Defining, implementing, and monitoring key performance indicators (KPIs). • Implementation of the Ship from Store model - OMNI stores. • Managing Distribution Center (DC) and OMNI store operations. • Freight management: cost negotiations, delivery timeframes, and selecting new partners. • Operations management (DC and stores). • Operations planning: staffing, space, equipment, and transportation. • Reviewing processes and systems (WMS, TMS, and OMS). Key Results: • Reduced freight costs for store replenishment by 12% through the implementation of a new store replenishment model and renegotiation of freight rates. • Reduced e-commerce freight costs by 30% and delivery time by 25% through the implementation of OMNI stores, freight renegotiations, process reviews, and managing partner SLAs. • Increased item availability for the e-commerce channel by 90% through the implementation of OMNI stores. • Reduced DC package costs by 35% through a new load consolidation process. • Reduced DC labor costs by 22% through strategic workforce planning (in-house and third-party) and increased operational productivity in picking and put-away.

Project Manager for Logistics and Distribution. Developed a project to implement a distribution center in Rio de Janeiro to supply neighborhood grocery stores: • Coordination of key areas involved (Ops, Tech, Supply). • Scenario evaluations (3PL, internalization, hybrid) and definition of the chosen model. • Project scheduling and implementation planning. • Definition of transfer strategies. • Warehouse location selection. • Sourcing and negotiations (WMS, warehouse, structures, equipment, services). • Cost analysis and negotiation.

Responsible for managing the logistics operation of the Rio de Janeiro Distribution Center, covering 38,000 m², with 13,000 SKUs, and a headcount of over 500 people, supplying more than 250 stores across the states of RJ and ES. • Management of day-to-day operations at the Distribution Center – Receiving and distributing 70,000 units/day in a 24-hour operation. • Monitoring and developing KPIs for continuous operational improvement – productivity, performance, and quality. • Leadership and development of a multidisciplinary team – 6 managers, 12 supervisors, and operational leadership. • Development of a Logistics Excellence Program – Pillars: Business foundation, People, Operational excellence, and Cost management. • Cost management – R$ 2.5MM/month. • Interface with suppliers and internal clients (commercial area, S&OP, stores, loss prevention, etc.). • Problem identification and resolution using PDCA and Lean Six Sigma methodologies. • Team engagement and climate management – Pulses Platform and GPTW Certification. Key results: • Reduced loading and unloading time at both the Distribution Center and stores by 80%, increasing store replenishment frequency by 60%, which led to an 18% reduction in basic item stockouts. This was achieved by implementing a new store replenishment model with load unitization. I led the project in partnership with Technology, Transportation, Loss Prevention, and Commercial departments to restructure processes. The reorganization included the use of new equipment, processes, and adjustments in the WMS system. • Increased team engagement from 83 to 92 points on the Pulses platform. An action plan was developed around engagement pillars such as leadership development, communication, and recognition through the use of data and involvement of operational leadership.

Manager of various departments within the Pernambuco Distribution Center, having led multidisciplinary teams of over 50 people at different times. Experience in areas such as Picking, Inventory Control, Shipping (supplying 485 stores), and Quality Management. Responsible for team development, KPI monitoring, and implementing actions for continuous improvement in productivity, quality, engagement, and cost management. Key challenges: • Management of the distribution center's shipping team, consisting of 3 supervisors, 6 team leaders, and 50 auditors – Shipping 100,000 units/day to supply 485 stores. • Implementation of the Logistics Excellence Program in the Distribution Center. • PDCA initiative to reduce energy costs by 18%, saving approximately R$ 400k/year. • Guidance for over 30 PDCA projects led by the operational leadership.

Trainee at Americanas. s.a. Distribution center.

Nationwide scholarship program funded by the Brazilian federal government.