London Business School

UCLA Anderson School of Management

Ibmec

UERJ

Federal University of Rio de Janeiro

Operations  -  Procurement  -  Supply Chain  - 

TAQA (Industrialization & Energy Services Company)

Vice President Supply Chain

• Reporting to Surface Pressure Control global VP, managed $500M spend with plants in KSA, UAE, China, Singapore and Mexico
• Integration of Surface Pressure Control business, formerly GE Oil&Gas, into the global Oilfield Services structure
• Improved profitability from 6% to 10% in the first year
• 40% capacity increase in the first year through productivity improvements, suppliers development and capex. Further 25% capacity increase planned for 2nd year
• Global manufacturing footprint rationalization from 5 plants to 3

Baker Hughes

Global Manufacturing & Supply Chain Director | Surface Pressure Control

• Reporting to APAC and MENA Regions Presidents, managed $2B spend per year for operations based in APAC, Middle-East and North-Africa
• Improved profitability from 16.6% to 23.4% in the first 2 years
• $350M cost avoidance / spend reduction in the first year in response to covid-19 pandemic crisis
• Savings of $80M in the first year, $60M in the second year
• Short-term Purchase commitments (open POs) reduction from $255M to $45M
• Reduced logistics costs by 12% for international shipments and 7% for domestic shipments in the first year
• Inventory turns improvement from 1.8 to 3 (~$800M inventory)
• Warehouse operations outsourcing across Middle-East, resulting in $4M savings in the first year
• No PO, No Pay compliance above 99%
• Leadership for Procurement and Sourcing, Category and Supplier Management, Logistics and Distribution, Warehousing and Materials Management, Facilities and Real Estate
• Business Transformation focused on delivering strategy, processes and cost transformation, through:
o Developing and implementing Procurement structure and strategies
o Strategic Sourcing and Category Management, Suppliers Relationships Management
o Cost reduction, project management and contracts negotiations
o Business processes improvement, Governance and Compliance
o Market intelligence: business and industry trends, cost drivers, pricing, market conditions, economic indicators

Director Supply Chain Operations, Eastern Hemisphere

Director Supply Chain Operations, Middle-East, North Africa

•	Reporting to the COO, managed sourcing and procurement of $2.5B per year 
•	Led the Supply Chain planning and implications of refinancing of $14B in debt, culminating in Chapter 11 filling in the US Court in September 2017, with a confirmed emergence in July 2018
•	Implemented new structure focused on tactical Supply Chain through Procure-to-Pay and Logistics and strategic alignment with company’s vision through Strategic Sourcing, Category and Supplier Management with the objective of cost containment while improving relationships with critical suppliers
•	Focused on working capital, transparency of inventory, S&OP / ERP, building capability in Corporate but also in Regions. Achieved Procure-to-Pay productivity improvements resulting in 37% improvements in on-time payment and 21% improvements in on-time delivery for parts and spares. Achieved 36% inventory reduction from $1.15B to circa $700M and savings of $168M in the first 2 years 
•	Led Oracle ERP and IBM Maximo Asset Management implementations; defined and standardized processes, procedures, metrics and business tools; developed and implemented a comprehensive KPIs scorecard
•	Developed a program incorporating AI, Big Data, Machine Learning for the company’s Digital Transformation
•	Led the project for RFID proof of concept and pilot, in preparation for whole fleet roll-out

Seadrill

Vice President - Supply Chain Management

•	Reporting to the company’s President, managed sourcing and procurement of $500M per year for operations based in Middle-East, Africa, Asia and Latin America
•	Implemented new structure focused on Strategic Sourcing, Category Management and Supplier Management in preparation for a 20% growth year on year to enable IPO in 2016; reduced inventory by 35%, improved products delivery to 95% on time and reduced cost by 15%
•	Developed a plan in collaboration with Manufacturing to expand plant in Saudi Arabia and supply chain operations in China to allow for growth and cost reductions
•	Reduced lead-time of electronics equipment from 9 to 3 months by implementing more rigorous planning process and negotiating consignment inventory with critical vendors, resulting in 30% increase of in-house vs. 3rd party manufacturing
•	Reduced logistics costs by 34% by implementing new controls, renegotiating contracts and reorganizing routes
•	Negotiated contracts ranging from $1M up to $50M /year and tender preparations from $50M up to $300M
•	Led Oracle ERP implementation, while standardizing processes, procedures, metrics and business tools

Alkhorayef Petroleum Company

Vice President - Global Supply Chain

•	Reporting to the VP Supply Chain, managed sourcing and procurement operations of $1.1B per year to meet the demand of both emerging business strategy and operational priorities
•	Implemented Category Management across 10 business segments, rationalized enterprise corporate demand and supply plans to develop and implement global category strategies; interfaced closely with corporate segments and regions to identify and align business requirements with supplier capabilities and category best practices; compiled, maintained and utilized demand and supply plans to identify, recommend, and support category initiatives and strategic sourcing projects
•	Managed implications for the Drilling group resulting from the merger with Smith International, identified $150M in manufacturing synergies in year 1, re-allocated business (make vs. buy decision) and achieved 10% cost reduction over the synergies identified
•	Enhanced the resilience of the supply chain function by expanding its footprint, developing alternative suppliers while rationalizing supplier base and proactively managing critical suppliers. Generated a step change improvement in quality (28% improvement), delivery (95%+ on-time) and cost ($60M in price reductions in 2011 to field operations)
•	Negotiated and executed a $20M contract for the construction of a land rig for tests and qualification
•	Transferred $100M Product Line from UK to US in order to create a Motor Center of Excellence in Houston
•	Negotiated contracts ranging from $1M up to $200M / year
•	Recruitment, training and development of Supply Chain professionals (Line management, Global Categories, Contracts management, Supplier management, Sourcing, Procurement, Quality, Logistics, Warehouse)
•	Defined and standardized Supply Chain processes, procedures, metrics and business tools as part of a new Global Management System
•	Managed the Supply Chain implications of building a new plant in China for the supply of $300M in products

Schlumberger

Head Supply Chain Management - Drilling Group

•	Managed sourcing / procurement operations of $500M per year
•	Implemented $250M Product Line transfer from US to UK in order to rationalize production of Telemetry tools
•	Rationalized supplier base allowing implementation of category management and 12% cost reduction in 2 years
•	Reduced inventory level in 27% by negotiating new long-term contracts with preferred suppliers
•	Led the development, implementation and alignment of global sourcing strategies and global supplier network capabilities for key categories
•	Directed the development of functional skills building to improve capabilities of Supply Chain professionals

Supply Chain Manager - Drilling & Measurements

•	Managed sourcing / procurement operations of $150M per year 
•	Developed operations in Dubai as well as suppliers in the middle/far-east aligned to global sourcing strategy
•	Developed a valuation model to re-structure logistics operations, defined procedures and policies and prepared the plant for production incremental, minimized high stock levels and stock-outs 
•	Led the Supply Chain team to savings in the magnitude of $8 million per year in lean operations’ projects
•	Led negotiations with major suppliers to sign long-term contracts for wireline equipment supply. Enhanced risk mitigation by diversifying suppliers’ base and implementing more efficient supply chain tools

Supply Chain Manager - Wireline

•	Short assignment during MBA studies, conducting qualitative and quantitative research to identify Shell Downstream cost structure and cost modeling along with supply chain mapping as to pinpoint opportunities to rationalize and standardize them through different categories
•	Provided Downstream Contracting & Procurement Department with access to market intelligence so that category managers could develop specific strategies based on their knowledge and expertise and understanding of the markets

Shell

Consultant – Market Intelligence and Sourcing Analysis

Full-time MBA Student

•   Managed implications for Logistics Department resulting from the merger of GSK in Brazil, optimized production and supply chain, reduced operational costs, closed one plant down and re-structured the other
•   Led negotiations with the Ministry of Health and secured authorization to close a manufacturing plant and move production to a new plant
•   Coordinated the development of a global integrated supply chain, inventory and production management system, managed IT and Logistics, conducted research and developed a valuation model for implementation
•   Increased the number of international clients from 7 to 40 after starting manufacture of a new mix of drugs, part of the project to re-structure production and operations
•   Negotiated contracts to buy raw materials directly from 30 suppliers, eliminated intermediaries and achieved a 10% reduction in transfer prices and a 30 day reduction in delivery time
•   Developed a customized strategic plan to import and distribute vaccines (core business of GSK)
•   Managed a strategic operations review to control all import and export processes of 3 plants in Brazil
•   Developed valuation model to evaluate target companies for an international bid in supply management

Global Supply Chain Expert

•	Led the project to implement a formal Import/Export department, recruited the team internally, defined goals, developed processes and systems and negotiated new partnerships
•	Implemented a supply chain, inventory management, procurement and production system
•	Managed export logistics operations to Latin America and provided customer service assistance
•	Improved import logistics operations, transferred operations from Sao Paulo to Rio de Janeiro, negotiated new contracts and reduced operational costs

Frederico Duarte