Marcelo Cardoso

Reporting directly to the Managing Director, lead a Supply Chain organization of 23 people (two direct reports) covering material and production planning, procurement, international trade (import & export), logistics and warehousing. Drive a cultural and process transformation that increased the Great Place to Work score from 70 to 85 in two years, strengthening engagement and retention within the Supply Chain team. Redesigned key Supply Chain processes, procedures and controls, strengthening governance, compliance and service level. Implemented performance metrics and visual management for planning, procurement and logistics, increasing transparency and decision-making speed. Improved working capital by renegotiating supplier contracts, increasing inventory turnover and leveraging special customs regimes (RECOF/Drawback) and NCM tax intelligence.

Structured the Supply Chain function after the merger of two mid-sized family‑owned companies, redesigning processes, policies and procure‑to‑pay flows, establishing a vendor management process and delivering cost reductions of up to 15% while improving on‑time delivery from 45% to 90%.

Led the creation of Supplier Development and Performance & Analytics scopes under Supply Chain Quality division, hiring teams, defining strategies, processes and workflows; delivered the first wave of operational savings by identifying key bottlenecks and inefficiencies supported by a formal communication matrix, and implemented visual management that reduced task backlog by 80% and cut response time by 50%.

Led supply chain and procurement for a ~300 MUSD subsea greenfield project in China, managing multicultural teams across Malaysia, India, Norway and the UK, and successfully avoiding ~30M in potential liquidated damages while delivering the project on time during COVID‑19 disruptions.

Led the full integration of a family‑owned company into multinational standards, driving the transition of all Supply Chain activities to corporate policies, processes and governance while leading a team of 31 people. Developed the 5‑year Supply Chain strategic plan for Brazil, implemented end‑to‑end processes for procurement, logistics and warehousing, and established a supplier management system that enabled 15% base‑cost reductions in key projects and a real‑time KPI cockpit with weekly review routines.

Managed procurement for large standalone subsea projects, leading the development of procurement strategies, performance management and risk management while organizing and setting up the project team. Oversaw a procurement package of approximately 350 MBRL, directly leading five buyers, implementing KPI‑based control tools, follow‑up processes, standards and contract preparation, and delivering 13% cost reduction on the overall project, 96% on‑time delivery for direct materials and on‑time project completion, with the project dashboard created under my leadership becoming the reference model for all subsequent projects in the company.

Led strategic sourcing initiatives that delivered a 20% total cost reduction while securing 95% route coverage, and implemented standardized processes and control dashboards to sustain and stabilize logistics operations.

Managed planning and procurement of critical components, consistently generating hard savings and maintaining on‑time delivery at 98%, while leading the SAP ECC MM implementation for procurement and materials management across the organization.

Lead SAP implementation for procurement & material management (SAP ECC MM).

Planning & procurement of critical categories for consumer electronics.

Coordinate purchasing operations for direct & indirect materials.

Responsible for all purchases, inventory and fleet management.

MBA in International Commerce

MBA in Project Management