Daniel Antônio Matos de Albuquerque

RReporting directly to the CEO of Intergis Brazil. Management of a team of Managers, Coordinators, Supervisors and Analysts, totaling approximately 150 people. Altogether there were 41 projects or initiatives delivered focused on strategy development and implementation, cost reduction, increase transportation efficiency, process improvement and safety. Two-digit increase in logistics cycle efficiency, two-digit growth in vehicle occupancy, and more opportunities mapped.

Eurogate´s representative in Brazil. With a hands-on profile, built strong relationships with customers and intermodality market. Contributed for customer base growth by +40% in 2016. Leader of the Cost Optimization Project. Ensured the development of a target deployment process. Led the Capacity Optimization Project for the rail infrastructure delivering a solution 80% cheaper. Responsible for 13 strategic projects, its quality and successful completion. In addition, 18 strategic actions in several areas.

Master thesis project on "The Development of a Robust Key Account Management Planning Process of its Oil & Gas Vertical: a case study at Kuehne + Nagel". Created a model for the assessment of the key account attractiveness within K+N, not only for the Oil & Gas vertical and further deployed to Western Europe region. Process mapping towards the identification of opportunities in implementing Shared Service Centers in regional and global scale for the Oil & Gas business.

Optimized the price calculation for exported products to Brazil, support operationalization for a new business model in Mexico, Pareto analysis for past sales from Germany to Brazil and business case suggestions for the operation, conceived an analysis of global portfolio potential in the Brazilian market detecting more than 20% sales potential in short-run, price and volume regression analysis for various products/car models, support of the internationalization process of Volkswagen R & Accessories.

Built and led the global Gerdau benchmark of logistics costs for 5 years, organizational engagement environment up to 92%, repeatedly increasing operational effectiveness (historical record of lowest loading time of a FTL; record of zero loading & picking mistakes in 8 months). Led the investments, budget and P&L analysis (US$11 million). Led and developed a team of 24 people. Before deciding for a master abroad, mapped to lead a team of ~45 people and a steel mill 4 times the size of Gerdau Cearense.

Organized and standardized the transportation sector, coordinating the 3PL´s from different modalities as well as the outbound exports in the Northeast region. Increased logistics responsiveness up to 50%, being for three years the global benchmark within the Gerdau Group in service level and freight cost ($/mile). Freight Market Intelligence practices, ensuring the most competitive rates. Training and succession planning for all direct employees. Led and developed a team of 5 people.

In manufacturing sector, led the new CNC´s implementation (engineering and standardization) and routine, supporting lean-manufacturing initiatives for the rolling steel sector. Co-led a team of 12. In logistics sector, led the warehouse management, responsible for all the inventory, quality and team safety. Doubled logistics productivity by implementing “on-line shipments” and lean practices. For 8 months, led a team of 16 people.

Optimization of the railway production assets (locomotives and wagons) through a new tool for developing forecasting events in the railway traffic. Focal point between operations and commercial areas.

Master in Business Administration with a major in Business Logistics - Awarded as highest GPA of the class

Process improvement, industrial engineering & maintenance, quality & production management