Guilherme Canha

Experience

• 

  AAM - American Axle & Manufacturing

  Apr 2011 - Oct 2016

  • New Business and Projects Analyst

    Apr 2016 - Oct 2016

  • Logistics Analyst

    Aug 2014 - Mar 2016

  • Materials Planning Analyst

    Jul 2012 - Aug 2014

  • Supply Chain & Logistics Intern

    Apr 2011 - Jun 2012
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  KYB Corporation

  Mar 2017 - Mar 2018

  Planning and Logistics Coordinator

  Planning and Logistics CoordinatorReporting to the Logistics Manager Brazil | 6 reports• Restructuring and implementation of the Supply Chain department (Planning, Distribution and Foreign Trade)Key results:> Implementation of governance and management in Supply Chain.> Implementation of S&OP process.> Organizational design of the department into 4 main sub areas: Customer Service, Production Planning, Foreign Trade and Supplier Planning.> Implementation of WMS (Warehouse Management System) system.> Development and structuring the process to serve the aftermarket demand - National and International.> Leadership in customer audit processes (MMOG/LE - TPS).> Employee development program - Feedback routines, PDIs and Career Plan. Show less

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  Magna International

  Mar 2018 - Oct 2018

  Logistics Supervisor

  Logistics SupervisorReporting to the Logistics Manager Brazil | 10 reports• Supervision of the Data Integrity, MRO (Maintenance, Repair and Operations items) and Indirect Purchasing teamsKey Results:Data Integrity/Warehouse and Indirect Purchasing:> Development and structuring of the department using the SIPOC (Business Description) methodology, Hoshin Kanri and Japanese management philosophy.> Implementation of inventory cycle counting process and control of consumption of variable materials (steel coils).> Execution of two anual inventories at the plant to ensure the accuracy of stock information in the system for implementation of the WMS system.> Review of inventory and purchasing planning and control parameters.> Introduction of purchasing and supplier management tools such as Kraljic Matrix, Purchasing Chessboard, SPOT Purchasing and Spend Analysis.> Cost reduction actions with current suppliers (improved process efficiency) or with quotations from new sources. Show less

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  Neodent

  Oct 2018 - now

  Operations and Planning Intelligence Manager (Supply Chain and S&OP) – LATAM Region and Global Extension for local brands | Reporting to the Senior Director Latin America | 15 reports• Led the management and process of Global Demand Planning for the Neodent, Nuvo, Yller and Cosmos brands (portfolios produced in local factories) – S&OP and IBP.• Responsible for the Latam Regional Demand Planning process for all the Group's brands (4 local brands and 3 International Brands)• Responsible for the digital transformation journey in Supply Chain.• Responsible for developing leadership, succession and career plan within the department.Key Results:> Service Level improvement post-pandemic – evolving from a result of 80% to 95% in the KPI - OTIF (On time in full).> Forecast Accuracy improvement - 90% forecast accuracy globally (“WMAPE – Weighted Mean Absolute Percentage Error”) – benchmark for the sector is 80% - consumer goods industries with more than 2,000 SKUs.> Production Planning and Scheduling improvement – Enhanced production delivery and accuracy though improvement initiatives within production sequencing and capacity assessment, increasing the production adherence to plan from 60% to 90%.> Manufacturing Network and Long-Term planning - Implemented the long-term planning process (+18 months to 10 years) supporting decisions to expand the current manufacturing complex. >Implementation of the Demand Sensing process (market intelligence for demand planning) supporting the launch of new markets> Implementation of intelligent order management tools, distribution, goods tracking, inventory optimization and performance management.> Score above 95% - Manager Effectiveness - in the group's internal surveys. Show less Controller SupervisorReporting to Controller Latin America | 2 reports• Responsible for the development of the Supply Chain financial controlling.• Budget management for OPEX, CAPEX and Head Count for the Supply Chain function.• Responsible for the development and management of financial and operational audits with the internal and external audit team (E&Y, Deloitte, PWC).• Financial sponsor in the S&OP process.Key Results:> Process implementation of inventory cycle count in all Latin America subsidiaries, reaching a world class level of accuracy level of +99%.> Elimination of annual inventories with external audit, due to the stability of cyclical inventory control, resulting in a reduction of 3 productive days dedicated to the activity (+1.5% of production capacity).> Implementation of consigned inventory and fixed asset management.> Higher predictability and efficiency of financial expenditure in supply chain, with focus on freight reductions and head-count productivity. Show less Sales and Operations Supervisor (S&OP)Reporting to the Sales and Operations Manager LATAM | 7 reports• Manage the sales and operations planning process for the Neodent brand globally.• Support to national and international subsidiaries• Management of the inventory policy of national and international subsidiaries• Sales and demand forecast Latin America, North America, Europe and distributors.Key Results:> Implementation of a framework for planning and execution of:Local distribution network: Brazil - 19 resale points in the main capitals/cities of the country |International distribution network: Latam - 10 resale and distribution points, namely: Argentina (1), Chile (1), Peru (1), Colombia (4) and Mexico (3) | North America: USA (1) | Europe: Switzerland (1); Spain (1); Italy (1)Suppliers/Raw materials: National and Internacional Suppliers> Launch of the brand for 3 main key-accounts – 1 located in the USA (currently the Group’s largest customer), 1 located in the Iberia region and the last one in Brazil.> Integration of the demand plan with the production and manufacturing team.> Improvement in the availability of inventory globally – with a service level above 98% (previously <80%).> Transition from legacy ERP to global ERP (SAP) – leading the Supply Chain pillar. Show less

  • Operational & Planning Intelligence Manager (S&OP + S&OE)

    May 2022 - now

  • Controlling Supervisor

    Jan 2020 - Jun 2022

  • Sales and Operation Planning Supervisor

    Oct 2018 - Jan 2020