José Valério Ribeiro

Responsible for the operational turnaround of maintenance at IRB Logística, increasing fleet availability from 65% to 93%, implementing 100% on-time preventive maintenance, structuring all fleet KPIs, consolidating the Prolog and Ticket Log systems, reducing average cost per vehicle by 16%, and developing a fleet renewal plan with projected savings of BRL 3.2 million over two years, leading a team of 15 professionals. Provided due diligence consulting for the merger and acquisition process between Orizon Valorização de Resíduos and Vital Engenharia Ambiental, acting on physical and documental asset inventory, logistics process mapping, and risk analysis. Responsible for delivering strategic technical inputs for feasibility assessment, identification of operational synergies, and post-transaction integration planning, supporting high-impact corporate decision-making.

Team of 8 direct reports, 20 indirect reports, and reporting to the National Logistics Manager. National transportation and distribution management, coordinating 650 heavy vehicles, 560 light vehicles, and more than 100 carriers and logistics service providers. Leadership in logistics process automation and compliance, ensuring fraud reduction, regulatory adherence, and operational safety. Management of logistics suppliers and contracts, conducting strategic BIDs, market analysis, and contract negotiations with carriers and logistics operators. Execution of digital transformation projects leveraging RPA, Artificial Intelligence, and IoT, combined with Lean and Six Sigma methodologies, resulting in optimized logistics processes and significant operational efficiency gains. Achieved annual operational cost reductions of BRL 20 million through the implementation of telematics, intelligent routing, and fleet electrification, driving a 15% increase in service level.

Team of 90 direct reports, reporting to the Head of Supply Chain. Management of five Distribution Centers (DCs), ensuring the delivery of 20 million stickers per month to 20,000 customers. Digital transformation in Supply Chain, implementing RPA, BI, and third-party logistics outsourcing (3PL). Leadership of logistics projects for the North and Northeast regions of Brazil, increasing service levels by 12% and generating annual savings of BRL 1 million through a shared outsourced operation with DHL. “Nossa Atitude Souza Cruz” Award – Recognition for excellence in logistics management and innovation.

Team of 4 direct reports, 45 indirect reports and reporting to the National Logistics Manager. Management of outbound transportation and logistics, overseeing R$170 million in annual expenses and achieving cost reductions of R$22 million per year. KPI analysis and Business Intelligence (BI) to improve operational efficiency and optimize distribution. Leadership in logistics management automation, implementing TMS, WMS, cargo tracking, and carrier management.

Responsible for the operational management of 12 carriers that attended the South, Southeast and Center-West regions of Brazil. Attendance to Sales, Production Planning and Loading Areas.

Responsible for the operational management of 8 carriers that attended the South and Center-West regions, with a monthly average of 40,000mt of steel products.

Coordinator of the ATP Project (Available To Promise) in Transportation. Coordination with carriers and logistics teams in the management and control of the project indicators. Coordinator of the Service of Fractional Deliveries Project, with development of logistics solutions for customers service, redefinition of the deliveries parameters made by the Cosigua Mill and the information for early visibility of transportation operations. All with the increase of 20% in Logistics Service Level.

Developer and manager of damages control, times and movements in Warehouses. Responsible for Logistics supplies quotations and acquisitions.