Marcel Tulio Lopes

Executive responsible for the strategy and overall management of industrial operations across a group operating in the wood packaging, sawmill, and pet food industries, leading six manufacturing plants and overseeing Production, Supply Chain, Logistics, Engineering, Quality, Maintenance, HSE, and Planning, with full responsibility for OPEX, CAPEX, and operational performance. ·    Provided strategic leadership for operations across six manufacturing plants, aligning Production, Supply Chain, Logistics, Sales, and support functions to drive business growth. ·    Led the implementation of S&OP and S&OE processes, improving cross-functional alignment between demand planning and operational execution. ·    Established the Production Planning and Control (PPC) function, strengthening production planning and inventory management. ·    Increased inventory accuracy by 30%, improving inventory reliability and planning effectiveness. ·    Reduced operational losses by 40% through process optimization and continuous improvement initiatives. ·    Increased Overall Equipment Effectiveness (OEE) by 15% by improving equipment performance, maintenance practices, and operational efficiency. ·    Led the implementation of Operational Excellence programs, including Lean Manufacturing, TPM, Kaizen, 5S, and Six Sigma, fostering a culture of continuous improvement. ·    Managed OPEX, CAPEX, operational KPIs, and industrial modernization and automation projects to enhance productivity and long-term operational performance.

In charge of logistics operations across 19 distribution centers, both owned and third-party (3PL), overseeing inbound and outbound processes, inventory management, production, stock control, continuous improvement, and transportation activities, including bidding, contracting, negotiation, controls, and audits. Leadership of a team of 130 people. Reported to the LATAM Supply Chain Director. • Led demand planning (S&OP/S&OE), integrating all areas of the supply chain. • Managed procurement, sourcing, quality (SGI), and SHE areas. • Oversaw budget management and P&L for the entire supply chain area, preparing, monitoring, and implementing action plans and initiatives to generate savings. Executive responsible for Supply Chain strategy and operations across Brazil, leading 19 Distribution Centers (owned and 3PL), Transportation, Procurement, Quality, and SHE, with full P&L accountability and direct reporting to the LATAM Supply Chain Director. ·    Reduced transportation costs by 15% and operating costs by 10%. ·    Increased operational productivity by 20% through continuous improvement initiatives. ·    Led the S&OP/S&OE processes, driving integrated supply chain planning and cross-functional alignment. ·    Implemented logistics solutions for new customers while expanding existing operations. ·    Led the implementation of WMS, TMS, and ERP systems to improve operational efficiency and process visibility. ·    Developed logistics network optimization strategies that delivered significant cost savings. ·    Managed a team of 130 employees across 19 Distribution Centers.

In charge of developing logistics solutions for warehousing, transportation, consulting, and process improvement for clients in various sectors, including automotive, electronics, retail, food & beverage, consumer goods, chemicals, pharmaceuticals, and high-tech. Leadership of a team of 12 people. Reported to the Engineering and Technology Director. • Developed and implemented logistics solutions, including team sizing, productivity, selection of static and handling equipment, operation type, operational location, and transportation network, for participation in bids and tenders. • Analyzed logistics costs and developed technical and commercial proposals. • Analyzed and optimized operational processes, material flow, and operational layout. • Monitored project pricing and P&L. • Selected partners for project implementation. • Managed project execution, overseeing all aspects of management and implementation. • Led continuous process improvement, resulting in a 10% increase in profitability. • Achieved a 12% improvement in costs related to third-party contracts and equipment rental.

In charge of logistics operations across the entire site, including inbound, stock, inventory, production, outbound, and continuous improvement for various clients. Leadership of a team of 500 people. Reported to the Operations Director. • Managed a 40,000 m² distribution center and transportation operations. • Implemented process changes and customer service solutions based on demand. • Oversaw the start-up and management of Nextel Brasil's logistics operation (B2B, B2C, e-commerce). • Operationalized the General Motors (GM) production line supply, including operations, transport, distribution, and inventory. • Developed solutions for clients in the automotive and technology sectors, achieving a 20% increase in productivity. • Achieved a 30% reduction in inventory loss. • Supported the commercial area in making projects viable for current clients, resulting in an expanded scope of operations, restructuring layouts, and work methodologies, generating a 25% increase in revenue.

In charge of developing logistics solutions for warehousing, transportation, consulting, and process improvement for clients in various sectors. Leadership of a team of nine people. Reported to the Projects and Commercial Director. • Developed logistics projects for new clients. • Maintained operations for current clients, focusing on continuous improvement. • Implemented and managed operations for new clients. • Conducted feasibility analysis and maintained/implemented new processes and tariffs for current clients.

In charge of the entire logistics operation of the Nike account in Brazil, including inbound, outbound, stock, inventory, picking, packing, transportation, cost management, and customer relations.

In charge of the project to implement logistics operations (warehouse and transportation) during the expansion and opening of stores in major cities, supporting stores and providing services and deliveries to end customers. In charge of operationalizing e-commerce.

• Responsible for Operations, Transportation, Distribution and Inventory, managing DC with 16,000 m2, 25 thousand SKUs and 300 employees; • Responsible for optimization of operational processes, analysis of static and dynamic capacity of operations, definition, application and monitoring of goals, performance indicators and costs of services. • RFID implementation.