Edgar Men

Responsável pela liderança e estruturação da área de Procurement, abrangendo compras diretas e indiretas, em uma das maiores operações de moda e varejo têxtil do Brasil, com responsabilidade direta pela margem de contribuição do portfólio de produtos e reporte à liderança executiva da área. Estruturação do Departamento de Procurement do zero, incluindo estratégia por categoria, governança, processos, políticas, indicadores de desempenho e modelo de gestão da área. Gestão estratégica de fornecedores de matérias-primas (tecidos e fios), confecções e operações logísticas, assegurando competitividade, qualidade, capacidade produtiva e continuidade do abastecimento. Responsável pela margem de contribuição de todo o portfólio de produtos, atuando diretamente em iniciativas de rentabilidade, eficiência de custos e pricing estratégico. Condução de negociações estratégicas e gestão contratual de fornecimento, serviços e materiais diretos e indiretos, com foco em compliance, mitigação de riscos e geração de valor para o negócio. Liderança de processos de Strategic Sourcing, incluindo homologação, avaliação de desempenho, desenvolvimento e gestão contínua de fornecedores estratégicos. Gestão financeira e orçamentária da área de Procurement & Sourcing, com foco em sustentabilidade financeira, eficiência operacional e otimização de custos. Principais Projetos | Realizações: ·        Estruturação do Departamento de Procurement e Sourcing, incluindo definição de processos, políticas, governança e indicadores de performance. ·        Implantação do modelo de gestão e desenvolvimento de fornecedores estratégicos ·        Consolidação da governança contratual e fortalecimento dos controles de Procurement. ·        Estruturação do planejamento financeiro e orçamentário da área, alinhando eficiência de custos e rentabilidade do negócio.

Leadership of the Procurement Department in Strategy and Excellence, with a focus on governance, capability building, digital transformation, definition of technologies and e-Procurement systems, Third-Party Management, Contract Management, artificial intelligence, and RPA (Robotic Process Automation). • Market intelligence, budget plan management, hedge strategy, trend monitoring, and data interpretation for Diesel, Crop Protection Products, Chemicals, Soil Amendments, Ferrous Materials, Polymers, and macroeconomic indexes. • Management of over 10 locations in Brazil, overseeing more than 200 professionals, with 8 direct reports, an annual budget of 6.5 billion BRL, covering more than 260 subcategories and 290,000 annual transactions, as well as 3,000 suppliers and 2,000 users. • Data governance focused on procurement performance and compliance, covering all financial indicators, performance KPIs, SLAs, control measures, and targets. • Strategic Sourcing, from baseline definition and contract parametric structuring to risk mitigation planning and strategic supplier selection, optimizing supply chain efficiency. • Management of the SRM (Supplier Relationship Management) structure, focusing on supplier performance management, risk management, and supplier base recognition. • Procurement process improvement projects, aiming at reducing time, transactions, and process errors, while increasing efficiency and innovation across Source-to-Pay, Procurement-to-Pay, and Contract-to-Pay projects.

Leadership of the Procurement & Contracts Department, covering direct and indirect purchases (MRO, Facilities, IT, Marketing, Capex, and Opex), with a strong focus on strategic and operational planning. Managing a multidisciplinary team and overseeing processes related to people development and training, financial planning, and market analysis. • Budget Management: Planning and overseeing the annual procurement spend, distributed across more than 12 indirect and 7 direct categories, with 700+ suppliers and 240 contracts. • Governance and Processes: Restructuring procurement governance, focusing on processes, policies, procedures, work standards, and audits to ensure compliance and operational efficiency. • Automation and Efficiency: Implementation of digital solutions for procurement automation, contract management, and budget control, with a focus on reducing procurement process times and meeting SLA targets (Master Data, Contracting, Sourcing, Workflow, and Payment). • Procurement Strategy: Definition and execution of category strategies, aligning operational and strategic plans to optimize costs and results, supported by market intelligence and commodity monitoring (corn, soybeans, cotton, chemicals, ferrous materials, oil). • Supplier and Contract Management: Development of direct and indirect suppliers and contract governance, with a focus on key supplier performance metrics (otif, Scar, DPPM, ESG).

As Corporate Procurement Coordinator, I was responsible for overseeing procurement operations across South America and implementing the Shared Services and Buying Center in Asia, covering S&OP and operational planning. My main responsibilities included team development, definition of global category strategies, creation of policies and procedures, execution of global strategies, financial control, risk management, negotiation of complex contracts, and market analysis. • Procurement Budget Management: Annual spend of USD 1 billion, distributed across 17+ categories, including 5+ direct material categories, managing a network of over 1,000 active suppliers and 150 contracts. • Category Management: Led the category strategy for manufacturing (Capex, Facilities, MRO, Equipment) and services (HR, Marketing, IT, Corporate Services), aligning them with the company’s global objectives and driving cost optimization. • Supplier Development and Strategic Sourcing: Managed supplier relationships, ensuring compliance and performance improvements, and drove supplier consolidation through collaboration, diversity, and sustainability initiatives. • CAPEX & Engineering Projects: Oversaw CAPEX and engineering projects, including Greenfield, Brownfield, modernization, expansion, and overall capacity increase initiatives. • Process Automation and Optimization: Led process automation (RPA) and the implementation of procurement and contract management platforms as part of global digital transformation projects. • Digital Transformation: Implemented procurement tools such as SAP, Mercado Eletrônico, Coupa and Ariba; category management platforms (Tableau, BI); cost-reduction project management platforms; compliance and supplier qualification platforms; and integrated procurement management routines. Also responsible for the implementation of BPO and a global back-office structure.

LATAM Leader for MRO, Facilities, Waste Management, and Auxiliary Materials (Films, Packaging, Lubricants, Paints) categories, with global reporting responsibilities. Oversaw 11 sites, managing an annual spend exceeding USD 300 million and more than 300 suppliers. • Category Strategy and Management: Implementation and execution of global strategies for indirect procurement categories, with a focus on MRO, Facilities, Consumables, Lubricants, and Packaging. • Global Contracts and Agreements Management: Negotiation, implementation, and management of global and local contracts, ensuring compliance, achievement of agreed service levels, collaborative development, risk reduction, and continuous improvement. • Supplier Development: Identification and development of suppliers, strategically leveraging the supplier base to ensure quality, compliance, and competitiveness of contracts. • Financial Planning and Inventory Control: Responsible for inventory management and financial planning, implementing stock optimization and procurement planning strategies. • Strategic Negotiations and Procurement: Led procurement processes based on Strategic Sourcing and other methodologies (RFIs, RFQs, RFPs, Cost Breakdown, TCO, Spend Analysis), conducting price negotiations, price list agreements, cost reduction projects, and general contracting.

As a Senior Category Leader, I was responsible for the modernization and expansion of Goodyear’s facilities in Brazil, focusing on major engineering projects, power generation, large corporate contracts, and waste sales. My responsibilities included supplier development, audits, RFIs, RFQs, financial analysis, supplier collaboration programs, project TCO, spend analysis, and cost analysis, using various strategic sourcing tools. • Budget and Supplier Management: Oversaw an annual spend of USD 350 million, managing over 254 suppliers and supervising 25 simultaneous projects. • Innovation and Automation: Implemented innovation and process automation projects, including contracts, price lists, scopes of work, and procurement project management. • Supplier Rationalization and Management: Structured a supplier base rationalization program focused on relationship management, quality, cost, capacity, ESG, and strategic partnerships. • Strategic Category Management: Defined and executed strategies for the LATAM Capex category (Equipment, Facilities, Construction, Services, Consulting, Energy Cogeneration, HVAC). • Cash Flow Optimization Projects: Led projects aimed at increasing cash flow, including credit assignment, financing programs, and working capital initiatives. • Strategic Contract Negotiation: Led negotiations for major contracts, including large equipment acquisitions, facility maintenance, substation maintenance, and large-scale construction projects (Greenfield and Brownfield). • Project Management and Team Coordination: Acted as the procurement project owner, interfacing between procurement and engineering teams from project approval through to final delivery.

Responsible for managing and executing operational plans for strategic clients such as Nestlé, Goodyear, Suzano, and Cielo, through the management of the BPO team (third-party buyers), performance indicators, compliance, and agreed service levels with clients. • Backlog and Requisition Management: Oversaw backlog management to ensure alignment between BPO operations and contractual SLAs, driving efficiency in procurement processes and client service. • Contract Metrics Monitoring: Developed, monitored, and reported on contractual KPIs such as lead time, savings, cost avoidance, number of contracted suppliers and items, ensuring achievement of client objectives. • e-Procurement and Sourcing Technology Management: Implemented e-sourcing tools and managed e-auctions; customized client reporting to eliminate manual transactions and promote synergy between strategic buyers and the BPO team. • Category Management: Managed a wide range of categories, including HR, IT, MRO, Marketing, Equipment, Infrastructure, and Taxes. • Team Management: Led the team to ensure process compliance across different clients, aligning with internal policies, tools, and procedures.

Power Train Division - Process Management - Wiper - Starter - Armature - Clusters - Supplier and Product development - Maintenance - Work specification, Line Balancing, Time analysis, machine setup, and quality tests specification

Power equipment assembly - Distribution&Control panels - Temperature sensor - Soft starters - generators - start up and commissioning