Wagner Coelho

Packaging manufacturing group in the pulp and paper chain, with 3 plants in Indaiatuba-SP and 2 in Betim-MG

Consultancy specialized in connecting Procurement and Supply Chain with business strategy, in addition to building and reorganizing the Supply Chain in mergers and acquisitions processes. Through diagnostic methodologies, action plans and implementation of initiatives, I implemented projects in important business groups with viability and highly visibility. Certified-based Coaching and Mentoring complement the portfolio.

Construction of the previously non-existent Supply Chain process, reporting to the Superintendent/President. Team of 260 employees, 9 Managers, budget R$2.5 billion serving the complex of serum and vaccine plants. • Leadership of the Procurement, PCP, Comex, Storage and Logistics processes, with review of structures and processes, ensuring traceability and transparency. • Creation and implementation of the S&OP process that had a strong influence on the integration of areas, elevating and democratizing information across the entire Operation, in addition to the implementation of an intelligence cell responsible for generating information that supported all decisions in the Supply Chain. • Supply Chain leadership in the implementation of SAP S/4HANA ERP in one of the most important SAP projects in Brazil. End to end scope of work, from the acquisition of inputs to the delivery of vaccines and serums to the Ministry of Health in Brazil and international entities in LatAm, USA and Europe.

Leadership of the Supply process, covering Global Sourcing, Foreign Trade, Raw Materials, Packaging and outsourcing contracts, serving a mega plant in the Midwest. • Reporting to the CFO, team of 23 people, 4 managers, budget of R$1.3 billion. • Modernization and professionalization of the area, with adequacy of headcount, implementation of management by categories and performance indicators. • Implementation of a work model with a strong approach to commercial areas, promoting projects focused on products with deficient results and low market share, generating strong leverage in the results of these products.

Work focused on inserting the entire Supply chain within the company's ESG standards, raising the level of suppliers in social and environmental issues, inspiring and bringing adherence to companies that are not yet mature on the topic. Use of recyclable materials by suppliers, adequate disposal of industrial waste and promotion of local suppliers, moving economies outside of large centers that gave great visibility to the company's , which became a model of success in ESG issues.

Member of the executive committee responsible for the Corporate Supply process, covering Raw Materials, Packaging, MRO, Capex, Services, Facilities and Comex, serving 5 plants in Brazil and another 7 in Latin American countries. Team of 28 direct employees, 5 of whom are managers, plus 12 through matrix reporting in Latin American countries and 1 in China, managing a budget of R$1.8 billion. Reporting to the VP Operations and President. • Implementation of a work plan that significantly increased the level of maturity and exposure of the area, with strategic action and automation of repetitive and low-value-added activities. • Creation of a Sourcing cell, which, working together with the PMO, leveraged the launch schedule for new products, a crucial topic in the sector. • Approach and development of contracts with suppliers in Asia, reducing disruptions due to shortages to zero. • Outsourcing of a fleet of 2500 vehicles, increasing the level of service and reducing costs. Insertion of the organization in a purchasing hub together with other large companies, reducing the cost of important services such as restaurant, health plan, security, cleaning, etc. • Extension of the Brazil model to 7 other countries in LatAm, making the Procurement process regional, effectively contributing to the configuration of a Brazilian multinational.

Responsible for the areas of Supply, Logistics, PCP, S&OP, inbound and outbound warehouses and a fleet of 2000 vehicles. Team of 90 employees, 7 of whom are managers, serving 2 plants; reporting to the Industrial Executive Director and budget of R$900M. • Construction of the previously non-existent Supply Chain process, catalyzing all areas under the same management. Enhancement of S&OP, with significantly increasing the level of service to customers, reducing backorders and stock levels in the order of tens of R$M. Implementation of the internal inflation measurement tool, which, due to the strategic level of information, became part of executive and Board of Directors meetings, bringing unprecedented cost reductions to the organization.

Reconstruction of the Supply area in cells with review of human resources. Implementation of management by categories and performance indicators, providing visibility and transparency to the process. • Renegotiation of main supply contracts, taking the company's Purchasing spend to deflationary levels compared to previous years.

Responsible for resizing the process of acquiring of materials, services, and Logistics contractions, in the search for professionalization, protagonism and modernization of the area. • Team of 20 employees, budget R$500M, serving 4 plants. Reporting to the Supply Chain Executive Director. I personally led the negotiations in the Capex category in the construction of a green field plant that changed the company's positioning in the pharmaceutical market. These negotiations generated a reduction in the project budget in the order of tens of R$M, and the achievement of the planned schedule with 100% approval in Compliance procedures. • Reallocation of human resources, promoting a culture of inclusion in the business and search for measurable results with wide dissemination within the organization, which inserted the area into executive decision-making forums.

Ascending career within the organization, reaching leadership positions. Corporate activity leading the Industrial and Forestry Supplies process of the Paper and Pulp business, and later leader of the synergistic purchasing project in all Votorantim Group operations. Team of 18 employees, budget R$2 billion, serving 5 plants, reporting to the Executive Director of Supply Chain. Through the identification of purchases of the same category, unification of suppliers and negotiation models, capturing savings in the order of hundreds of R$M. • Creation of the internal inflation and market intelligence tool which, due to the level of innovation at the time, received an international award from Purchasing Magazine (USA). • Active participation in important logistical projects such as the change from road to rail in the transport of cellulose destined for export from Jacareí to the port of Santos. • Member of the Strategic Planning committee for 10 years, representing the Supply Chain process, where I actively participated in the design of the Balanced Scorecard for the Pulp and Paper business, interacting with shareholders, CEO and management body.

Cambridge Univ.-UK, EmLyon-FR, Vanderbuilt-USA, City Univ.-UK