Eduardo Da Fonseca

Member of the leadership team creating a new Biosimilars company. Joined the company from the start, and created the value chain from raw materials to delivery of finished product. Hired and trained the team, developed manufacturing partners and established all processes and systems. Created a fast and efficient value chain to be in the market before competitors and allow market share gain. Drove down COGS through efficiency and technical transfers.

Leader of Supply Chain for the Acino globally. Heading the Global Supply Chain teams, including Direct Procurement, Planning, Logistics and Tech. Transfers. Responsible for EUR 100+ mio budget and 50+ people in Switzerland, as well as 20+ external manufacturers. Key Focus: - Fast network expansion to support high growth rates and entry into new markets - Implementation of new S&OP and SRM processes - Re-building Supplier Relationship Management to maximize the value of cooperation with partners

Design and implementation of a separate supply chain network for Diabetes Care in Europe (order management, warehousing, transportation, demand and supply planning). Implementation of a new ERP system.

Coordinated the Innovation Champions and Project Managers in Europe. Reduced the complexity of the existing process and re-implemented it in all European markets, involving more than 2'000 people in 25 countries. Managed I&R reporting to Nestlé's Executive Board members and defined the I&R decision framework for Nestlé (meetings, stakeholders, approvers, criteria, etc.), as well as the methodology to estimate financial impact of I&R (contribution to growth, profitability, both before and after launch).

Implemented a new innovation management system (based on SAP RPM and cProjects) in R&D sites and Business Units around the world, and approved all new improvements to the system, being the interface between the user community and the IT development team.

Responsible for 22 experts in charge of developing and implementing route to market strategy for small shops, as well as for planning and optimization of sales routes in these channels. Revamped the Chilled Dairy sales operation in Mexico, being fully responsible for pilot town and for its sales team. Sales per route doubled, while mileage reduced to half. This was mainly achieved through deep analysis of sales data, proper portfolio selection, efficient route planning and discipline in execution.

Managed international improvement projects in Supply Chain (planning, Logistics, Production) in several countries in Middle East, Southeast Asia, Africa, Latin America and Europe. This involved analysis, development of recommendations, presentations and negotiation of future goals to reach operational savings between 8% and 17% in each project.