Henrique Youssef

Palestrante em um dos principais eventos de S&OP, IBP e S&OE do Brasil, abordando a evolução dos processos de planejamento para sistemas arquitetura de decisão, integrando governança, execução e o uso de inteligência artificial para análise de cenários, suporte à decisão e estruturas de alerta.

• I orchestrated and applied the S&OP and S&OE processes in 4 countries (Brazil, Argentina, Mexico, and Colombia), involving diagnostics, process redesign, stock policy implementation, data analysis, and KPIs, with dashboard development (Power BI) in close collaboration with stakeholders, for a collaborative, consensus-driven process, generating results and growth. • I developed supply processes for finished products, focusing on identifying the best alternative aligned with the strategy. • I developed and implemented strategies with countries to maintain inventory levels in accordance with set sales, S&OP, and monthly Rolling Forecast, to ensure production continuity, as well as keeping inventories at competitive levels. • I led projects for efficiency and continuous improvement in logistics and demand planning, directing towards business and encouraging constant idea generation. • I led the continuous improvement of Supply Chain processes and KPIs, maintaining logistical control reports, S&OP, health inventory, COGS, production, SLA. • I established, in conjunction with countries and teams, strategies for economical and timely supply, managing the supply process to ensure there is no disruption in the chain. • I led projects to achieve maximum return on working capital investments through the supply chain (inventory of suppliers, factories, and finished products). • I managed the delivery from all countries in import, export, and rebalancing processes. Key results: - Implementation of S&OP and S&OE in 4 countries. - Implementation of MRP. - Improvement of health inventory and a 25% reduction in stock. - Implementation of S&OP and DRP software – Digital Transformation. - Implementation of demand planning and portfolio sanitation. - Creation of a dashboard for monitoring ongoing actions that ensured forecast adjustments, improving accuracy and course correction. - 2 commercial efficiency cases improving OTIF from 15% to 99% in strategic accounts.

• Directed the implementation and governance of S&OP and S&OE frameworks, alleviating constraints on finished goods and materials, ensuring inventory equilibrium, and enhancing service provision. • Collaborated with the Supply Chain Directorate to formulate the budget, securing essential investments for the department while aligning with the strategic roadmap. • Oversaw the Production Planning and Materials Control (PCP) team, leveraging industrial resources to enhance the efficiency of product deliveries while minimizing per-unit costs. • Supervised the strategy for material planning, execution, and oversight (PCM/MRP), accountable for the procurement of raw materials, packaging, and components. • Managed tasks related to the continuous monitoring of suppliers and logistics strategy planning. • Administered the budget for raw materials, delineating supply strategies and establishing optimal inventory levels. • Managed the supply chain, logistics, and inventory across three units, assessing processes from inbound to outbound logistics, and formulating both short-term and long-term strategic plans, initiatives, and objectives. • Spearheaded initiatives aimed at continuous improvement, engaging cross-functional interfaces, deploying analytical indicators, and utilizing Power BI for real-time dashboards (S&OP, S&OE, operational compliance, inventory, and sales management), focusing on delivering positive outcomes, cost efficiency, and holistic integration.

• Implementation and management of S&OP and S&OE, mitigating finished goods/material constraints, balancing inventory levels, and maximizing service delivery. • Budget development in conjunction with the Supply Chain Directorate, ensuring necessary investments for the area and adherence to the strategic plan. • Management of the production planning and materials control (PCP) team, optimizing industrial resources to maximize product deliveries at the lowest cost per product. • Management of planning, execution, and monitoring of materials strategy (PCM/MRP), responsible for the supply of raw materials, packaging, and components. • Management of activities related to supplier follow-up and logistics planning; • Budget management for inputs, defining supply strategies and appropriate inventory levels. • Supply chain, logistics, and inventory management across 3 Units, evaluating inbound, intralogistics, and outbound processes, developing short and long-term plans, projects, and goals; • Led projects focused on continuous improvement, interface involvement, implementation of indicators, and power BI (Dashboard: S&OP, S&OE, operations adherence, inventory management, and sales), with a focus on positive results, cost reduction, and systemic adherence. • Philosophy oriented towards quality, lean manufacturing, and inventory availability without increasing inventories. • Strategic, tactical, and operational planning of the seasonal cycle, ensuring supply and scheduling of inventories of finished goods, materials, and perishable products. Key results: - Implementation of S&OP and S&OE. - Increase in health inventory and inventory levels. - Reduction of post-mortem inventory (leftovers from campaigns) by 15%. - Increase in inventory accuracy from 55% to 98%. - Implementation of MRP and lean materials management. - Development of new packaging, offering efficiency in logistic operations. - Restructuring of PCP and materials planning. - Increase in customer SLA.

• Strategic planning of the implementation of projects within the supply chain, logistics, intralogistics, interfaces, implementation of indicators and people management, focusing on inbound and outbound control, process optimization, cost reduction and adherence of processes in the control system of materials and flows; • Management of cyclical and official inventories with definition of inventory strategy and ABC/XYZ analysis, with technical visits and application of checklist in the DC/logistics operator, design/redesign of operational and management procedures, alignment of the DC and partners outside the curve, guarantee the accuracy of factory stock.