Marcello Bernabe

Mentor

2023 - Current

imlog.com.br

Diretor de Operações, Transportes, Expansão e Customer Experience

2023 - 2024

Liderança dos times de Fulfillment, Transportes, Expansão, Planejamento Operacional e CX da startup logística ESTOCA (estoca.com.br). Reporte direto ao CEO & Founder, time de 48 pessoas, crescimento de aprox. 5x em 1,5 ano e abertura de 3 novas operações. A ESTOCA possui uma solução completa para E-commerce. Com tecnologia própria, rede de armazenagem e malha de transportes para facilitar qualquer operação de varejo de forma inteligente e integrada.

Co-founder iAngels

2018 - 2024

Co-founder iAngels, IESE Alumni Network Brazil (iangels.com.br) in 2018 for investments in startups. Responsible for start ups screening and support post-pitches entrepreneurs.

Transportation Director

2021 - 2023

Transportation, International Logistics, and Supply Finance Director in GRUPO SBF (Centauro, Nike Brazil). Responsible for B2B transportation (replenishment of more than 350 physical stores and 3 XD operation) and both Centauro and Nike B2C e-commerces (with 1 Service Center). More than 330 direct employees. Transportation management around USD 65MM budget per year.

Diretor de Transportes e Projetos

2020 - 2021

Head de Transportes, Reversa, Qualidade e BI Operacional. • Líder da área de transportes para agilidade dos prazos de entregas, renegociação e contratação de parceiros para entregas B2C de itens leves e pesados. • Expansão da Westlog (frota própria) e das operações de Service Center para entregas Last Mile em Same e Next Day em SP e RJ, plano de expansão para outros destinos. • Participação no processo de abertura na B3 (IPO) em Fev/2021.

Manager of Planning and Operation

2016 - 2020

Reports to the LatAm Operations VP and to the LatAm Planning Director • Leadership of the new Fulfillment operation startup (first mile and warehouse), involving all technology design (OMS, WMS and TMS), hiring the team, third party management and acquiring real estate, purchasing materials, designing operational processes, and SLA definition. • Head of the Fulfillment Operation and Continuous Improvement (over 700,000 orders issued/month): leading 12 employees, 1,030 indirect personnel, and a BRL 10 million/month spend. • Demand planning for around 3,400 salespeople, 260,000 SKUs, planning capacity at 6 facilities (3 DCs and 3 Cross Docking – totaling 220,000m2), sizing headcount and equipments, managing productivity, investment business plans, cost projections and operational P&L deviations.

Senior Manager - Supply Chain & Logistics Area

2012 - 2016

Reported to the Area Partner Director • Project development for large and medium companies from varying sectors such as Consumer Goods, Pharmaceuticals, Retail, Construction, Publishing, Mining, Chemicals and Banks. • Experience in projects (spearheading or joining in 23 projects) for redesigning logistic networks, designing and implementing storage operations, hiring and deploying transportation, implementing S&OP and readjusting stock policy and service levels. • Multifunctional Team coordination in project planning, development and implementation, team and resource management. Main Projects - Review of the logistic network for a major pharmaceutical company, resulting in implementing a new operation in Southeastern Brazil (9% transport reduction) with project spend of BRL 80 million/year. Transport and storage negotiations (around 30 transport and 6 storage companies), implementation of 7 logistics partners (13.5% savings). - Strategic review of logistic networks and taxes, instituting new transport and routing networks to supply stores for one of the largest fashion retailers in Brazil. Executing an expansion plan from 260 to 330 stores in 3 years. Reducing average-delivery Service Level from 3.6 to 2.5 days. Negotiations and hiring new transport companies, and static routing of store-supply circuits with 17% savings. - Stock Policy development for a company in the banking sector, reviewing the model for planning cash supply to all ATMs in Brazil, optimum stock level at each locality, and changes to the supply matrix, resulting in positive impact of over BRL 600 million per month. - Participation in the merger process of two major metal-commodity companies, coordinating operational and procurement mapping for the companies, verifying operational synergies (production, logistics, COMEX, procurement and others), and validating shares absorbed by valuation of the new company. Opportunities mapped for savings of over BRL 2 billion.

Supply Chain Coordinator

2009 - 2011

Reported to the Supply and Procurement Manager • Activity in the Sourcing area of the Chemical and Fuel input division (annual Spend of BRL 650 million), applying Strategic and Global Sourcing methodologies. • Management of the CAPEX and Industrial Service portfolio (annual Spend of BRL130 million), intense activity in projects to enable industrial and forestry investments, focusing on TCO reduction and commercial-feasibility analysis. • Importation of CAPEX, inputs and raw-materials, mode analysis and support for logistic areas. • Work on supplier approval and qualification, internal auditing, leader of the Six Sigma project to raise material-delivery SLA (MRO) at requesting units.

Supply Chain Trainee

2008 - 2009

Logistics Intern

2007 - 2007

Logistics Intern – Logistic Distribution Area