Joaquim Manuel (Manuel) Da Silva Toreiro-Interim Inventory Manager Aerostructure

Optimization of inventory management and procurement processes to improve cash flow and reduce costs.

Detailed analysis of business processes to identify and implement improvement opportunities.

Development and standardization of work procedures to increase efficiency and minimize errors.

Establishment and maintenance of KPIs and reports to effectively track progress and measure success.

Cost savings in the eight-digit million range through rescheduling and shifting orders from quarter to quarter in 2024 and 2025.

Introduction of a tool for inventory reporting and management to review and control inventory KPIs and to steer inventory reduction measures.

Identification of five inventory optimization measures, including insourcing/outsourcing, redistribution of manufacturing, and restructuring of the production line to a lean one-piece flow, with a total potential inventory reduction of 30% within 1 to 2 years.

Introduction of inventory dashboards via Power BI.

Setup of a weekly Inventory Control Tower to present KPIs, achievements, and ongoing improvements to management and the board.

Functional leadership of the supply chain with 300 employees in 5 production plants in Germany, France, Romania, South Africa and the UK, distribution centers in the UK, Poland, Denmark and France, and a contract logistics provider in Germany.

Strategic development, reorganization and restructuring of the supply chain.

Analysis and optimization of the value chain.

Insourcing of external contract manufacturing.

Insourcing of intercompany manufacturing.

Standardization of internal and intercompany packaging.

Introduction of a uniform SCM KPI system (OTD; Backlog €/#; Expedition Freights €/#; Logistic Claims €/#; Logistic Cost; Logistic-Savings; Sales/Inventory; Inventory Turn-Rate) for Europe and Africa.

Price benchmark for the current contract logistics provider in Germany.

Optimization of inbound and outbound freight for Europe (creation of a freight matrix).

Implementation of logistics claim handling for suppliers in SAP.

Cost savings of:

€1.9 million through various cost-saving projects (€1.2 million warehouse, €400k freight, €300k packaging).

€3 million in inventory reduction through the introduction of inventory coverage analysis and monitoring.

€1 million reduction in inventory through the implementation of a consignment warehouse with a steel supplier.

€100k freight cost savings through packaging optimization.

Increase in production capacity by 15% at the Romania plant by insourcing external contract manufacturing from 65% to 80%.

Increase in truck fill rate from 60% to 90% through packaging optimization.

Interim management of Supply Chain Management with 55 employees in the areas of purchasing responsibility (sourcing, price requests and negotiations, supplier management) for raw materials (plastic granules), components such as aluminum castings, plastic, cable and electronic components, material procurement, production planning, control and monitoring, warehouse and inventory management, trade and customs handling, national and international transport & shipping, as well as scheduling and picking.

Development and implementation of optimizations along the entire supply chain.

Optimization of all existing production processes.

Training of the successor in Supply Chain Management.

Reporting to the managing director of Automotive Senior Experts (ASE).

Make-or-buy decisions for plastic components and metal manufacturing.

Introduction of a KPI system to manage the supply chain.

Implementation of shopfloor management.

Development and introduction of a Lean strategy for fiscal year 2021.

Execution of a new product launch.

Cost savings of:

$1.5 million by reducing inventory from 3 weeks to 2 days through the setup of a consignment warehouse and daily deliveries.

$600,000 through outsourcing of metal manufacturing (reduction of 5 full-time equivalents).

13% lower parts prices through insourcing of plastic components.

Increase in SAP posting accuracy by 15% from 75% to 90% – reduction of the COGI error rate on one production line from 75 to 40 per day.

Increase in inventory accuracy by 20% through implementation of barcode and scanner solutions.

Increase in inventory turnover from 8 to 11.

Improvement of delivery reliability for original equipment manufacturer parts from 97% to 99% and for original equipment service parts from 83% to 95%.

Optimization of the annual inventory result from -$540,000 to -$160,000 in 2020.

Lead logistics, purchasing, production planning, production control and production monitoring, warehouse and inventory management, trade and customs processing, national and international transport & traffic, dispatching and picking as well as shipping and the Faurecia Excellence System with 95 employees.

Report to the plant manager.

Introduction of team leaders and a Lean Logistics structure.

Improvement of work processes and communication by introducing a shopfloor management concept.

Successful Faurecia certification as Master of Production Control & Logistics for managers.

Cost reduction of €350,000 in logistics by implementing the Lean Faurecia Excellent System and increasing the score from 13 to 40 points.

Reduction of missed deliveries to customers from 350,000 MPM to 60,000 MPM.

Increase in inventory accuracy from 70% to 98% or -$3.4 million.

Introduction of Faurecia Internal Control Basics audits and increase from 20 to 55 points.

Lead the areas of logistics, purchasing, production planning, production control and production monitoring, warehouse and inventory management, trade and customs processing, national and international transport & traffic, dispatching and picking with 65 employees.

Restructuring of the logistics department.

Report to the plant manager.

Localization of European goods in the NAFTA region.

Consignment of materials.

Optimization of workflows and processes.

Increase in transparency by introducing Visual Management.

Reduction of inventory by 22% or -$2.6 million through the localization of goods in the NAFTA region and consignment of paints.

Increase in inventory accuracy by 26% from 72% to 98% or $2.2 million.

Cost savings of $416k by reducing inbound and outbound premium freight.

Optimization of the annual inventory result to 98.8%.

Management, consulting, and advisory for IT, logistics, and supply chain management projects for companies.

Setup of a blueprint automotive plant in Guanajuato, Mexico, and simultaneous plant closure in the USA.

Acquisition of a follow-up project for the setup of a pharmaceutical manufacturing plant in Mexico.

Smooth plant opening 2 months earlier than planned and customer supply according to the original schedule without extra costs.