Kaue Leite

Accountable for end-to-end supply chain operations across Australia and New Zealand (ANZ), and focused on creating value through safe, customer-focused, reliable, and efficient operations. Covering production, logistics and distribution, supply chain management, and Sales & Operations Planning (S&OP).

Leadership role to provide financial, commercial, and strategic direction to Boral's Supply Chain & Logistics business unit (~$700m p.a.), whilst managing Integrated Business Planning (IBP/S&OP) and Network Optimisation across all of Boral's operations ($3.4b revenue p.a.)

Centralised strategy, M&A and transformation role to develop corporate and business unit strategy, lead M&A and major transformation projects, and provide decision making support for senior executives across the Australasia and North America divisions. In this role, I assumed leadership responsibilities for significant initiatives of considerable magnitude. This included the comprehensive restructuring of Boral’s enterprise-wide operational model (>5,000 employees), engagement in substantial digital projects, and the management of substantial investments, some of which reached up to $100m. Additionally, I played a pivotal role in formulating the national business unit strategy for Boral Asphalt Business. Notably, these initiatives were executed in close collaboration with top-tier consulting firms, namely BCG, McKinsey, LEK, and Bain & Company, ensuring the alignment with best practices in strategy and program management.

Business Improvement role managing and coordinating the Supply Chain & Logistics pipeline of improvement projects to reduce cost and waste, improve customer experience, service level and productivity through Lean Six-Sigma and Agile methodologies. Apart from strong project management delivery, this role required facilitating various workshops with cross-functional teams and regional executives to ensure stakeholders are understood and expectations are managed.

Process Improvement role to design and streamline business and operations processes through the implementation of Lean Six-Sigma methodologies and programming automation such as VSM and VBA, respectively.

Operational team leader role to manage and coordinate a team of 16 members to ensure schedules are maintained, event requirements are delivered, costs are kept to a minimum and teams work effectively and efficiently to achieve set goals. This role also included the development of training programs for existent team members as well as onboarding programs for new team members.

Process Improvement role focused on Supply Chain and Logistics projects to enhance productivity and stream-line business processes. This role also provided strategical decision-making support for national executives by developing comprehensive analysis and insights through the development of Tableau Dashboards as well as key performance metrics

Graduate role to support the delivery of engineering projects in the largest Colgate manufacturing site of Latin America. This role assisted Senior Engineers to develop project plans, objectives, documentations, and specifications as well as ensured project costs are controlled and within budget. This role also included a job rotation in Procurement, particularly within the Indirect procurement department, which included the negotiations, procurement and replenish of replacement parts, engineering equipment and services.

Dual Degree: MBA & Masters of Project Management