Theo Rheingantz Machado

Warehouse and Shipping Management at the largest MDF plant in the Americas and the distribution center in the Northeast Brazil. Over 100 trucks loaded per day, 100Km³ of storage capacity, 88 employees, including 6 supervisors and 9 analysts, operating in shifts focused on safety and productivity. Equipment management, such as 10 forklifts and 3 overhead cranes. Responsible for implementing various improvements, such as acquiring equipment that makes operations more efficient and safer, RFID implementation, redesigning picking processes, actions to reduce damages, as well as internal 5S audits in the warehouse and shipping areas. Direct involvement in the SO&P process, with capacity definition and management of adherence to goals. In September 2024, the area achieved a historic productivity record, with 4.48 vehicles loaded at 4 docks per hour, picking and shipment of 19k m³ of decorative materials in the month, and 3.6k m³ in a single day. Full approval by the ISO 45001 audit.

Management of international multimodal transport to attend Airbus Space UK, Spain and Germany production, looking forward to the most efficient logistics solution, dealing with multiple stakeholders (e.g. suppliers, carriers, customer). Manage deviations from plan as well as root cause analysis and reportings. Constant contact with special transports, such as military, oversized, refrigerated, DGR, etc. Selected to workforce team to launch new OTM version and new scope implementations.

Responsible for Operations (Facilities), Control (Procurement, Stock and Transportation), Accounting/Treasury, Human Resources departments and IT with 108 employees in the team. Immediate substitute of Regional Director, assuming for 2 months on an interim basis, representing the institution, defining strategies and improving internal processes to optimize the resources and reach de company´s mission. Implemented improvements such as the security center (CCTV), reorganizing headcount shifts, reducing security costs by 30% and a revenue tracking process, increasing the finance reserve by 220%.

Reporting to the Logistics Director, I have developed action plans, reducing the direct operating headcount by 25% despite the elevation of 11% sales volume. Storage model redesign, increasing capacity by 20% with the same available area. Loss prevention process implementation, reducing 50% the inventory loss. Improved transport performance, reducing in 25% lead time and costs. Management/sizing of operational resources (people/equipment) according to the demand plan. Stock management, promoting actions to reduce slow-moving products, mitigating obsolete ones. Development and validation of logistics projects in distribution centers/transportation. Planning, approval and monitoring of Opex and Capex, in daily contact with the other areas in order to optimize results. Leadership of monthly operational and financial performance meetings, generating action plans. Creation of management reports and presentations to the board of directors and CEO. Execution and costs performance validation of outsourcing companies specialized in logistics services. Elaboration and execution of apportionment criteria between the brands, provisions and supply cost monthly closing. SAP user.

Contracted on the Vale's Trainee program and promoted after 1 year. Initially responsible for information management (KPIs, budget) and daily monitoring of intermodal operations of 10 terminals, in addition to the Intermodal Terminals Standardization project. Implementation of the internalizing project of road operations as a complement to rail and maritime modalities at container transportation (annual saving: US$ 1M), involving design, feasibility and profitability of logistics projects studies, budget and service level guarantee. Frequent visits to customers together with the commercial area to design and implement projects in various units of companies such as Nestlé and Ford. Responsible for the freight desk (intermodal services design, contracting and pricing), risk and insurance management of the company's 16 (sixteen) road operations and implementation of the traffic control tower, with 400 trucks and 7k monthly shipments, leading 25 professionals.

Selection of logistics service providers, such as forklift rental, transportation and tracking companies. Control and validation of distribution and transfer freight, drafting and control of contracts, cargo and fleet insurance. Interface with the legal, financial and tax areas. Implementation of routing system project, including the delivery routes tracking and indicators analysis for productivity improvements. Road Net – UPS and SAP R3 User.

Back Office and Commercial - Credit