Dipl.-Ing. Eduardo Souza

Was responsible for project management of new machines and improvements in production processes, understanding the real needs of the internal customer and conducting detailed planning, investment forecasting, risk analysis, and execution while keeping in view the project's budget management, implementation, and commissioning.

Responsible for implementation and coordination of TPM program (Pillars) and also for continuous improvement culture promotion at all levels. As sponsor of autonomous work groups, increased the efficiency lines results from 56% to 67% (+10 pp) and reduced production losses from 13.4% to 8% (-5 pp). Brought savings in 2014 of 1,3 MM Euros. FOS implemented (Factory Operation System) as a management standard. Created new structure of organization, governance meetings for the Executive Committee.

 I was responsible for leading the production planning and site supply services teams being accountable for product availability and optimized production plans regarding capacity, product sequence, cost and time. Additionally, I was responsible for ensuring predictable material flow from direct material procurement to shipment of the finished goods. Demand Planning, Supply Planning, Production Planning and Production deployment. Leadership of S&OP and S&OE.

Was responsible for storage, supply, distribution, and fleet based on KPIs of the PME program as well as the logistics at the operational excellence center for Coca-Cola Guararapes in supply chain, and also implemented operational excellence tools in the management and leadership development projects. Was the PMO Manager on projects in the area of customer service, quality, safety, manufacturing, maintenance, and procurement.

 Was responsible for distribution of products throughout south Recife, focusing on management, leadership development, productivity, cost and service level indicators together with delivery truck management (60 trucks and equipment). Experienced in commercial area, also responsible for fleet management (220 trucks, 500 motorcycles and 150 light vehicles). Improvements in fleet availability from 80% to 98% in 2 years.

 Was responsible for Fleet and Cold Drink Equipment strategic planning. Some actions were: Replacement of 40% of trucks in 1.5 years; Improvement of fleet availability KPI from 90% to 98%; Implementation of fleet maintenance system and fuel card; Development of budget calculation rational; Reduction of maintenance costs; Design of Market Equipment Service Policy; Improvements of CDE time attendance.

 Was responsible for finished goods delivery and people management (Drivers and Helpers). Follow up of productivity and costs KPIs; Management of truck maintenance and 3PLs freight costs, covering the entire national area with communication to commercial department and their customers. Responsible for improvements in controls through productivity, costs and safety KPIs.

 Was responsible for utilities and production line maintenance. Worked for Engineering area in Planning and scheduling of materials and services for electrical, civil and mechanical assemblies.

 Was responsible for Transportation department and operation; Fleet Maintenance of heavy trucks and forklifts.