Rodrigo Alponti

Consolidate and lead the globally end-to-end integrated supply chain organization that ensures on-time every-time availability of the clients’ medicines worldwide. The successful candidate will be responsible for securing the observation of all quality and regulatory standards, including life-cycle changes at the most cost- and working capital efficient way through constant improvements and talent development.

• Responsible for E2E supply chain (Suppliers to Customers), with Sales around 14 Bi€ • Network optimization, to reduce inventory (2,7 Bi) by 10% / year • Structure and enhance IBP process, with clear improvement of forecast accuracy and demand planning activities

• Responsible for 35 Countries and a 150 M€ budget, with Sales around 8 Bi€ (4 business units) • Reduction of Claims in 50%, through a Customer experience program implementation • Optimization of costs in 5% / year, through a re-design of the “go to market”, linked with business strategies

• Redefinition of the transportation network, reducing in 60% the quantity of damaged products • Reduction of ruptures (- 50%), through direct link with Plants, while facing 3 national crises • Strong improvement on forecast accuracy (sales performance at 100,4% and MAPE at 9%)

• Implementation of the “Customer Care maturity assessment tool”, to serve as the basis for the 3 year plan • Redefinition of the “go to market” designing process and Customers’ segmentation • Responsible for global Customer Care capabilities build up, including the services strategy, linked with segmentation

• Implementation of the “order to cash” approach (EDI, CRM, E-Commerce Portal, Joint Business Plans with Customers) • Led the project of Distribution Centers unification, getting returns from 4% to 0.7% and 30% of costs reduction • Order cycle time reduction from 16 working days to 8 and ruptures from 4% to 0.5%

• Responsible for commercial strategy at the launch of the site – shared consumption to help mobility in large cities

• Responsible for all operations in Latin America (Supply Planning, Distribution, Warehouses and Procurement) • Focus on the operational excellence: reduction of 20% in freight costs (around U$6MM in 10 months) • Procurement strategy implementation, resulting in reduction of PPV of variation of Company’s basket in 2012

• Responsible for Supply Planning, Manufacturing and Distribution, w/ 1MM delivery points each 19 days • Implementation of TPM in manufacturing, reaching step #3 and autonomous teams in one “mini-factory” • Service at 98% of units delivered, Inventory between 70 and 80 days along the year and cost reduction (reaching the concept of “zero overhead growth”) with productivity projects adding up between U$25MM and U$30MM annually

• Managing more than 7,000 sku’s • Joint business planning start with Suppliers (+50 Suppliers in non-Beauty and +50 in Beauty Categories)

• Led IBP process for Latin America and new launches’ introduction (improvement of forecast accuracy in more than 40%) • Knowledge and capability build up around the Planning community in Latin America (around 200 employees trained) • Direction set up and standards definition through the participation in the Global Planning Leadership Team

• Leader of the integration between P&G and Gillette, resulting in 2% revenue increase and 15% cost reduction • Led the final design of the Sales organization for the combined Company • Adoption of the best practices of both organizations

• Built the special packs differentiation program among strategic Customers, increasing Sales by 2% • Restructured the Merchandisers program with direct results on “out of stocks” reduction • Management of the trade investments and the program to improve “Shopper Experience”

• Process integration and S&OP leadership, ending up with sales forecast improvement in more than 30% • Integration among Plants and Distribution Centers, through the implementation of “cross docking” operation • Product customization process build up, tackling important Sales needs

• Reduction of warehouse costs in more than 50% through a rationalization of the resources and processes • Establishment of a flawless relationship with the Health Care products produced in Mexico (98,5% service and inventory inside objectives, below 70 days of coverage) • Effective management of the third-party production

Last Modules delivered within Toronto University - Canada

Escola Politécnica