Joaquim Manuel (Manuel) Da Silva Toreiro

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

Detailed analysis of business processes to identify and implement improvements.

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.

Achieved eight-figure million euro cost savings by replanning and shifting orders quarter to quarter in 2024 and 2025.

Introduced a tool for inventory reporting and management to review and control inventory KPIs and drive inventory reduction measures.

Identified five inventory optimization actions, including insourcing/outsourcing, production redistribution, and restructuring the production line into a lean one-piece flow, with the potential to reduce inventory by 30% within 1 to 2 years.

Rolled out inventory dashboards using Power BI.

Established a weekly Inventory Control Tower to present KPIs, successes, and ongoing improvements to management and the board.

Led the supply chain team of 300 employees across 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.

Strategically developed, reorganized, and restructured the supply chain.

Analyzed and optimized the value chain.

Insourced external contract manufacturing.

Insourced intercompany production.

Standardized internal and intercompany packaging.

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

Conducted price benchmarking for the current contract logistics provider in Germany.

Optimized inbound and outbound freight for Europe (created a freight matrix).

Implemented logistics claims processing for suppliers in SAP.

Achieved cost savings of:

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

€3 million in inventory reduction by introducing inventory coverage analysis and monitoring.

€1 million reduction in inventory by implementing a consignment warehouse with a steel supplier.

€100k freight cost savings through packaging optimization.

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

Increased truck utilization rate from 60% to 90% through packaging optimization.

Acted as interim head of supply chain management with 55 employees in areas of procurement responsibility (sourcing, RFQs and negotiations, supplier management) for raw materials (plastic granulate), components like aluminum castings, plastic, cable, and electronics components, material purchasing, production planning, control, and monitoring, warehouse and inventory management, trade and customs processing, national and international transport & traffic, as well as scheduling and order picking.

Developed and implemented optimizations across the entire supply chain.

Optimized all existing production processes.

Trained the successor in supply chain management.

Reported to the Managing Director of Automotive Senior Experts (ASE).

Made make-or-buy decisions for plastic components and metal manufacturing.

Introduced a KPI system to control the supply chain.

Implemented shop floor management.

Designed and introduced a lean strategy for fiscal year 2021.

Executed a product ramp-up.

Achieved cost savings of:

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

$600,000 through outsourcing metal manufacturing (cutting 5 FTEs).

13% lower parts costs by insourcing plastic components.

Improved SAP booking accuracy by 15%, from 75% to 90% – reduced COGI error rate on a production line from 75 to 40 per day.

Increased inventory accuracy by 20% through implementing barcode and scanner solutions.

Increased inventory turnover from 8 to 11.

Improved delivery reliability for OEM parts from 97% to 99% and for OES parts from 83% to 95%.

Improved annual inventory result from -$540,000 to -$160,000 in 2020.

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

Reporting to the Plant Manager.

Introducing team leaders and a lean logistics structure.

Improving work processes and communication by implementing a shopfloor management concept.

Successfully achieving Faurecia certification as Master of Production Control & Logistics for Managers.

Reducing logistics costs by €350,000 through implementing the Lean Faurecia Excellence System and raising the score from 13 to 40 points.

Cutting missed deliveries (Missed Deliveries per Million) to customers from 350,000 MPM to 60,000 MPM.

Increasing inventory accuracy from 70% to 98%, saving €3.4 million.

Introducing Faurecia Internal Control Basics audits and raising the score from 20 to 55 points.

Leading logistics, purchasing, production planning, control and monitoring, warehouse and inventory management, trade and customs processing, national and international transport & traffic, scheduling and order picking with 65 employees.

Restructuring the logistics department.

Reporting to the Plant Manager.

Localizing European goods within the NAFTA region.

Consignment of materials.

Optimizing workflows and processes.

Increasing transparency by introducing visual management.

Reducing inventory by 22%, saving $2.6 million by localizing goods in the NAFTA region and consigning paints.

Increasing inventory accuracy by 26%, from 72% to 98%, equating to $2.2 million.

Saving $416,000 by reducing inbound and outbound premium freight costs.

Optimizing year-end inventory results to 98.8%.

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

Set up a blueprint automotive plant in Guanajuato, Mexico, while closing a plant in the USA.

Secured a follow-up project to build a pharmaceutical production plant in Mexico.

Flawless plant opening 2 months ahead of schedule and customer delivery according to the original plan at no extra cost.