Lucas Rogerio

Responsible for structuring and consolidating the Supply Chain department, focusing on operational efficiency, portfolio competitiveness, and optimization of import costs, inventory levels, and working capital. Manage total of R$500Mi spend / year. Key Responsibilities and Initiatives: - Procurement and Brand Management: Led strategic negotiations with national and international manufacturers to enhance the distributor’s competitiveness. Redefined the product portfolio through the integration of new brands, price alignment with competitors, and margin maximization. - Strategic Supply Chain Planning: Defined supply policies, inventory targets, and product strategies aligned with corporate goals and the dynamics of the solar energy sector. - Demand Planning and S&OP: Integrated Sales, Marketing, and Finance teams to improve forecasting accuracy, optimize purchasing, and adjust import flows according to exchange rate variations and fiscal incentives. - Digital Transformation: Implemented Business Intelligence (BI) dashboards for performance analysis of procurement and inventory, ensuring full traceability and end-to-end supply chain visibility. - Leadership and Team Development: Built and coached multidisciplinary teams, fostering a culture of continuous improvement, collaboration, and sustainability. Key Achievements: - Reduced product nationalization costs by 20% and shortened lead times, improving the Cash Conversion Cycle (CCC). - Streamlined and optimized cash flow, achieving consistent monthly surpluses. - Integrated four new inverter brands and six solar module brands, expanding portfolio competitiveness and market share. - Reorganized domestic supplier base, resulting in an average 12% reduction in procurement costs for structures, cables, and accessories. - Enhanced supplier service levels, achieving 98% On-Time Delivery (OTD).

Member of the Open Mind Brazil, a executive level group.

- Led and restructured a team of 18 senior and management-level professionals, covering key areas such as Procurement, Import/Export, Domestic Logistics, Demand Planning, and Materials Management. - Optimized processes and enhanced operational efficiency by professionalizing the team, standardizing procedures, and establishing clear roles and responsibilities. - Provided strategic support to commercial teams, driving the development of international partnerships (China and other countries) for the creation of new products and technologies in customized solar energy storage solutions. Actively involved in pricing strategy and solution design. - Achieved a 40% cost reduction in the company’s main product and 20% in the overall portfolio, through continuous monitoring of commodity prices and more effective supplier negotiations. - Introduced cost-control and efficiency initiatives that directly contributed to EBITDA maximization in 2023. - Managed S&OP processes and production planning for two manufacturing plants, ensuring alignment between demand, capacity, and profitability. - Redefined the department’s KPIs, fostering a data-driven culture of continuous improvement and operational excellence. - Managed a BRL 5.3 million budget, focusing on resource optimization and value creation for the business.

• Lead 16 people responsible to planning process. • Introduced and managed the S&OP process for Fila, Umbro, and New Balance, developing multiple scenarios to optimize brand performance. • Optimized the purchase process with factories, aligning with brand strategies and collection launches. • Enhanced inventory management, minimizing closeout products while preventing stockouts. • Ensured inventory availability across all sales channels (E-commerce, Retail, and Wholesale). • Led the Go-to-Market (GTM) process, collaborating cross-functionally to ensure timely execution. • Implemented and managed Fulfillment operations, reducing end-customer delivery times from 8 to 2 days and increasing sales conversion by 80%. • Managed daily interactions with a third-party Fulfillment partner, overseeing 1,000 daily shipments. • Optimized retail deliveries, reducing costs by 35% and stockout risks by 50%. • Managed key performance indicators (KPIs) including OTIF, MAPE, Delivery Costs, and NPS. • Contributed as a strategic planning team member, developing the Mid-Term Plan through 2025.

• Lead Overseas Purchasing, Import & Export, Distribution Center, Demand Planning (S&OP) and Quality in Brazil, Colombia and Latin America distributors. • Board Member in Brazil, representing the brand in government negotiations • Managed third-party manufacturing and customization for special project machinery in Brazil. • Optimized the Brazilian Distribution Center, supporting field technicians and managing end-customer equipment shipments. • Bridged sales demand and finance forecasts to develop monthly S&OP and optimize purchasing strategies.Responsible to prepare Mid-Term Budget and Long-Term Budget to the whole operation. • Prepared Mid-Term and Long-Term Budgets for the entire operation. • Conducted daily KPI and Action Plan meetings with teams in the USA, UK, and Japan. • Achieved a 23% cost reduction through operational process improvements, procedure implementation, and team development. • Managed KPIs including OTIF, Cost Reduction, Inventory Accuracy, and MAPE. • Delivered a 53% reduction in overall operational costs, encompassing transportation, import expenses, and related services. • Implemented and customized the TOTVS ERP system.

• Lead teams of Project Management, Customer Services, Logistics, Procurement, Planning and Warehouse/Storage. • Lead comprehensive Supply Chain operations, including strategic buy and sell negotiations. • Served as a key decision-maker in Sales Negotiations, Procurement, and Planning. • Directed project management for product and knowledge transfer from overseas to Brazil. • Managed KPIs to drive business development and continuous improvement. • Negotiated and developed worldwide accounts for Foxconn in Brazil. • Conducted multiple internal and external audits. • Employed strategic sourcing skills to onboard new customers, suppliers, and logistics partners. • Specialized in the electronics market, negotiating PCBs, passives, and HVPs with 100+ suppliers across the Americas and Asia, implementing contingency plans to mitigate shortages and constraints. • Managed diverse purchasing activities, including local and international raw materials, COMEX, MRO, and CAPEX, with final purchasing decision authority on key contracts. • Oversaw direct and indirect labor management, including supervisors, analysts, specialists, and material operators. • Cultivated strong cross-functional relationships to meet customer requirements. • Secured new government tax benefits to enhance customer solutions and market competitiveness. • Developed SAP tools to meet evolving customer and regulatory requirements. • Served as a key user in SAP MM, WMS, and TMS modules. • Optimized storage and internal logistics processes to improve operational efficiency, reduce costs, enhance cash flow, and minimize resource waste.