Mariana Chapina Dias

Responsável pela estruturação e liderança da operação de manufatura terceirizada na região, conduzindo a criação do departamento e do modelo operacional integrando os pilares de planejamento, projetos e melhoria contínua. Liderança na formação e desenvolvimento da equipe, definição de papéis e governança, criação e implementação de procedimentos operacionais em conjunto com fornecedores e áreas internas. Responsável pela contratação, homologação e desenvolvimento acelerado de novos parceiros industriais, ampliando a base de fornecimento em curto período efetivando lançamento de novas categorias de produto e redução de custo. Implementação de práticas Lean e políticas de inventário baseadas em Kanban e promoção da integração entre planejamento, comercial e gestão de demanda, resultando em aumento do nível de serviço ao cliente e redução de 12% dos estoques internos. Coordenação de projetos de inovação e transferência de tecnologia com foco de redução de custo, plano estratégico de fornecimento e  manutenção do portifólio para geração de valor. Gestão estratégica do relacionamento com fornecedores, pautada em modelo de parceria de longo prazo, desenvolvimento conjunto e geração de valor compartilhado, garantindo sustentabilidade operacional e vantagem competitiva.

• Led KPI, operations, project management, and cost management teams. • Mapped the makeup manufacturing market in Brazil and defined commercial models. • Managed projects in Brazil and Latin America, delivering 30 projects annually. • Implemented a custom import model via Trading, reducing localization costs by 5%. • Oversaw outsourced makeup factories for Latin American supply, responsible for 75% of Brazil's production, achieving an 8% improvement in profitability. • Controlled financial operations of outsourced supply, negotiated contracts and costs. • Created and implemented governance policies. • Managed S&OP processes, implemented Kanban, and advanced inventory management with third parties, reducing product lead times by 80%. • Implemented methodology revision plans with engineering and quality, resulting in a 20% reduction in material obsolescence. • Developed a succession team, focusing on team qualification and employee development, and actively participated in diversity and engagement committees. Implemented agile methodology to enhance company engagement.

• Managed outsourced makeup factories for Latin American supply, contributing over 70% of category production to Brazil and achieving an 8% profitability improvement. • Controlled financial operations of outsourced supply, negotiated contracts and costs, and applied governance policies with periodic reviews of contracts, costs, and processes. • Managed external inventory and obsolescence reduction programs with usage predictability and shared materials among factories. • Created process review programs linked to obsolescence generation with project, engineering, purchasing, and quality teams. • Implemented Kanban systems and advanced inventory management in outsourced factories, reducing product lead times by 80%. • Worked with planning, purchasing, and third-party teams on purchasing and inventory strategies. • Implemented methodology revision plans with engineering and quality, reducing material obsolescence by 20%. • Actively participated in diversity and engagement committees and implemented agile methodology to boost company engagement.

• Managed projects, including scheduling, budgeting, meetings, and cross-departmental follow-ups, with approval from leadership and peers. Delivered 20 projects annually, focusing on innovation and technology transfer for productivity and margins. • Managed the supply chain, material acquisitions, production planning, and delivery. • Developed a new pricing model with an 8% cost reduction for the category. • Trained and certified in Lean Manufacturing, implementing Lean methodologies for process optimization, lead time reduction, and local inventory reduction. • Strategically managed contracts, prioritizing service levels, inventory control, and costs. • Managed purchasing, material planning, pilot production, and financial viability of product line nationalization projects. • Developed and managed corporate KPIs, collaborating with global and regional multifunctional teams.

• Controlled inventory of materials and finished products to ensure operational efficiency. • Managed the supply chain, material acquisitions, production planning, and delivery. • Negotiated costs with global suppliers of raw materials, packaging, and service providers. • Coordinated new nationalization projects for regional products, including financial analysis and strategic planning for pilots and line tests, ensuring delivery within agreed costs and deadlines. • Directly interfaced with global and regional multifunctional teams. Structured periodic price update methodologies. Established a support chain with internal and external teams. • Developed and implemented planning management models, increasing the service level of São Paulo factories by 100%, ensuring product supply and availability.

• Established a continuous improvement department to map processes, reduce waste, enhance profitability, and create value in internal processes. • Delivered over 40 projects in manufacturing, R&D, marketing, and supply, resulting in a cost reduction of two million Brazilian reais. • Managed the Latin American supply analysis program involving owned and outsourced factories to achieve optimal productivity, cost, and flexibility. • Successfully managed the transition of internal operations to outsourcing, ensuring continuity of operations without adverse impacts on delivery times. • Developed a contingency plan for gas supply, contracting suppliers in Argentina to maintain production.

• Coordinated innovation and improvement projects for consumer goods, facilitating communication between various departments and managing major national brands. Directly managed over fifty projects. • Managed the project for creating a bar soap factory for LATAM. • Led the project to expand national outsourcing, responsible for the technical and commercial feasibility of suppliers. Increased the number of third parties, production capacity, and reduced conversion costs.

• Monitored sales, developed production plans, and supply strategies. Provided personalized customer service, responsible for the largest national client in the cardboard paper sector (Brasil Gráfica).

• Captured new clients and expanded usage with existing clients through technical development of new applications and negotiations. • Sold second-line steel to resellers, managing key account negotiations, portfolio distribution, and logistics, directly reporting to management.