Dyego Henrique De Campos Proencio

● SPI Regional Category Manager, total stores ~170 stores. ● Responsible for Fresh and Frozen Meats (Beef, Poultry, Pork, Lamb and Others). ● Responsible for Fresh, Frozen and Cod Fishmongers. ● Responsible for Own Bakery. ● Responsible for Rotisserie. ● Responsible for Restaurant.

● Commercial responsible for purchasing and management of drug and OTC categories in pharmaceutical retail, leading commercial planning, team management and business development. ● Conducted JBP and complex negotiations with pharmaceutical industries, developing and implementing trade marketing strategies, category management, promotional calendar and princing. ● Optimized ROI and profitability, leading product management, from lifecycle to launch in the RX Prescription, Generics, Similar, MIP OTC, High Cost, Vaccines, Vitamins and Supplements categories. ● I led a team of 13 professionals (buyers, analysts and assistants), managing pharmaceutical sales of ~R$ 2.6 billion and purchases of ~R$ 1.5 billion for ~650 stores. ● My work included purchase planning, inventory and supply chain management, cost control, trade marketing, pricing, data analysis and market intelligence. ● I used CRM, IQVIA, Close-up, Nielsen and InfoPrice tools for competitive analysis, sales forecasting and Performance Indicators (KPIs) that were fundamental for data-driven decision making. ● I directed sales strategies in online and offline channels, customer relationship and Innovation, strengthening the customer experience and ensuring Regulatory Compliance (Anvisa). ● I developed pharmaceutical marketing campaigns, loyalty programs and fostered the drug benefit program (PBM), solidifying the Clamed, DC and PP brand as a reference destination in health and well-being. ● Reached +10.6 p.p GX; +12 p.p RX; +10.4 p.p OTC IPM; +10 p.p Vitamins & Supplements in MAT revenue. ● I increased +1 p.p. in Overall Market Share in the Drug Categories and +5 p.p. in Profitability. ● I made +4.7 days of improvement in the Average Payment Term. ● Raised +3 p.p in Supplier Service Level. ● I performed -15 days of average inventory and ~2.3% of Stockout.

● Responsible for managing the network design redesign project in reverse logistics, optimizing the fluidity between Control Tower, Demand Capture, Customer Service, Customer Solution and Physical Logistics. ● Managed an annual portfolio of ~R$ 6.5 million, focused on cost reduction, continuous process improvement and stakeholder engagement. Ensured sustainability goals, strict deadlines and high standards of environmental compliance at Nestlé. ● Results included effective integration of strategic sectors and alignment with corporate objectives, promoting operational efficiency and sustainability in the logistics chain. ● Reduced the Reason Code CD WH return rate from ~5% to ~2%. ● Optimization of Return Invoice Aging, decreasing from ~70 days to ~5 days. ● Efficiency in average return processing time, reducing from ~6 days to ~2 days. ● Improved financial process lead time from 45 days to 15 days.

● Responsible for trade marketing and B2B sales administration of ~R$2 billion per year for the key accounts RD Saúde, DPSP and Pague Menos. ● Led and developed commercial teams, ensuring the achievement of goals and the maximization of results. ● Defined and implemented strategies aligned with commercial planning and new product development. ● Led the product lifecycle, from launch to maturity and decline. ● I worked closely with marketing, operations, and sales to integrate market insights and adapt strategies according to business objectives and trends in the pharmaceutical industry. ● Led the formulation and execution of commercial strategies, management of award policies and commissions. ● I performed market analysis and competitive intelligence, identified trends, monitored the competition and used analysis tools (IQVIA, Close-Up, Nielsen) to generate insights that supported strategic decision-making. ● I developed marketing campaigns, using multichannel digital marketing strategies and traditional media. ● Managed investments in trade marketing, created promotional calendars and analyzed ROI for key initiatives. ● I carried out complex negotiations and developed new distribution channels with a focus on market share and profitability. ● I conducted trade marketing actions that boosted sell-out and strengthened the positioning of brands at the POS. ● I studied consumer behavior, customer segmentation, pricing and ensured competitive categories aligned with market demands, maximizing the presence of products in distribution channels and increasing visibility with stakeholders. ● I increased +22 p.p in service level and decreased -8 p.p in stockout. ● I increased +20% in sell-in and +21% in sell-out. ● I increased +3.46 p.p. in GX market share; +0.38 p.p. in PX; +0.34 p.p in SX OTC. ● I increased +18% in gross profit and +15% in net profit.

● Responsible for all aspects of purchasing, planning and demand, managing suppliers to ensure product availability. ● Led a cross-functional team of ~300 people. ● Managed a portfolio of ~14,000 products. ● Developed category and assortment strategies, collaborating with sales and marketing to maximize performance at the point of sale. ● I implemented the OTB tool, balancing supply and demand to increase profitability. ● Analyzed acquisition costs and implemented expense reduction methods. ● I controlled order processes for physical stores and e-commerce (B2C). ● I managed 2 Distribution Centers (dry 40,000m² and refrigerated 3,000m²) and a fleet of ~40 vehicles, ensuring operational efficiency and effective transportation with an annual budget of ~R$ 28 million. ● Implemented OTIF, CPFR, OTD, OSA and VMI indicators, establishing the control tower, in addition to coordinating inventories to monitor stock failures of ~R$ 40 million monthly, with annual shipment of ~R$ 1.2 billion. ● Operations audited by Deloitte, PWC, Ernst & Young or KPMG. ● I performed the Shut Down of the Nova Odessa/SP operation and the start up of the SBO/SP operation. ● I achieved inventory accuracy of 99.99% and delivery accuracy of 99.97%. ● Reduced the rupture at the POS from 12% to 5% through improvements in the relationship with strategic suppliers. ● Increased the efficiency of receiving in the DCs by 15% with process optimization. ● I grew the annual revenue of the dry DC by 34% and the refrigerated CD by 100% with logistical renegotiations. ● Increased the productivity of product picking by 10% with the implementation of DiVo Voice Picking. ● I reduced the absenteeism of the DCs from 4% to 2%, the turnover from 5% to 3%, and increased the NPS from 65% to 80%. ● I improved the transport occupancy from 50% to 70% and OTIF from 80% to 96% with control tower. ● I reached 1st place in the Advantage Group Supply Chain ranking in 2017, 2018 and 2019, and 2nd place in 2020.

● Responsible for managing the largest Distribution Center in South America, located in Cabreúva/SP, moving ~120 million/year and ~15,000 products, representing 35% of the group's assortment. ● Managed the annual operational spend in the amount of ~R$ 72 million. ● I led logistics covering distribution, storage, transportation, risk management, cross docking, routing and restructuring of the logistics network. ● I coordinated a team of 21 direct employees and 400 indirect 3PL employees (DHL Supply Chain and Penske Logistics), focused on results and continuous improvements. ● Strategically planned the client's demand and developed the national transport network, managing projects and optimizing transport. ● I standardized processes, policies and standards throughout the logistics chain, managed the budget, KPIs and closed important results for the group. ● I developed and negotiated with new suppliers, evaluated freight, risks and quality of services. ● I supported strategic planning, goal setting, results control and change management. I created and monitored KPIs, proposing continuous improvements and reporting directly to the top management. ● Shutdown Operation DHL Campinas/SP and Start Up Operation Penske Cabreúva/SP. ● I increased the capacity of the operation to the monthly throughput target of 2MM of Boxes Received and Shipped. ● I development of a project to internalize the centralized transport process in the logistics operator, generating savings of 17% in the freight bill. ● Reduced transport costs by ~5 p.p through the daily management of 3PL logistics operators. ● Increased by ~40 p.p the receipt of priority products within the planned time frame (NBO). ● I raised the service level of the stores by ~5 p.p. ● I reduced burst by ~5 p.p. ● I decrease inventory coverage of centralized products by ~6 p.p through OTB and OTR management.

● Responsible for logistics management and negotiation of supplier centralization, leading the supply chain to ensure efficiency in distribution and storage. ● I worked as Project Manager in the creation and implementation of the 1st Distribution Center of Grupo Enxuto, managing a direct team of approximately 40 people. ● I actively participated in Joint Business Planning (JBP) with suppliers and in the main business fairs in the sector, including the APAS Show (São Paulo Association of Supermarkets). ● I led the Design, Creation, Conception and Start Up of the 1st Distribution Center of Grupo Enxuto, optimizing inventory management and logistics planning. ● I centralized 5,400 SKUs, improving inventory control and transportation management, which resulted in the operation of the Distribution Center (DC) reaching the breakeven point. ● I negotiated logistics centralization contracts, ensuring cost reduction and continuous improvement of operations.

● Logistics Operations Leader responsible for managing teams of approximately 45 people. ● Conducted pre-packaging/aftermarket operations and assembly line supply of heavy transmissions at CEVA Logistics, serving the contracts of John Deere and Eaton Transmissions. ● I increased the case fill rate of pre-packaging/aftermarket operations by 8 p.p., optimizing logistics efficiency and improving logistics KPIs. ● I reduced line stoppages by 5 p.p. in the assembly of heavy transmissions, through the implementation of Lean Logistics practices and process management aimed at optimizing operations.

Área do conhecimento: Mercadologia. Inteligência de Mercado.

Área do conhecimento: Ciências Humanas.

Área do conhecimento: Engenharia.

Área do conhecimento: Ciências Humanas.

Área do conhecimento: Sistema de Informação.

Área do conhecimento: Ciências Humanas.

Área do conhecimento: Tecnologia.