Toni Marcelo Zampieri Bueno

#ddiinstructor Paulo de Freitas, MSc Eng, DDPP, APICS CPIM-CSCP-CTSC leads an online version of the Demand Driven Planner (DDP) program for people in Brazil hosted by #ddiaffiliate EPCS - Educação Profissional da Cadeia de Suprimentos. #ddpp #ddmrp #demanddriven #DDMRP #thoughtware #supplychaininnovation

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- Optionality - Variabilit - Flow

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How Important it is to understand the diversity and inclusion. When a leader embrace the power of diversity enable the sense of belonging and results are great achievements. I finished the trainning “Diversidade, Inclusão e Senso de Pertencimento” de Pat Wadors! Confira em: https://lnkd.in/dhW3cSm5 #diversidadeeinclusão.

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Planning in a complex system: the tornado problem I spent the week in Brazil discussing the same subject coincidentally with four different large companies and in a conference with many medium-sized companies as well: IBP, S&OP, S&OE, and PPC. The tornado analogy was helpful in all of them. In a complex supply chain characterized by high dependency and variability, the non-linearity and sensitivity to multiple factors simultaneously make rigid planning and strict execution of little value. The key is to adopt a more flexible and adaptive approach. It’s not a matter of having a perfect statistical tool with AI, an ideal and collaborative S&OP process, or discipline in execution. It is like a tornado that cannot be fully predicted because of its non-linear and unpredictable nature. But that doesn’t mean nothing can be done. Science demonstrates (chaos theory) that it is possible to determine patterns in non-linear systems. In the case of the supply chain, we can understand the patterns of macro flows and their flow dictators. From this new perspective, TOC revolutionizes the way we view planning and execution. Planning becomes about making the best decisions with the available information, while defining buffers that shield the flow dictators from variability. Execution, on the other hand, is about responding swiftly to the lessons reality teaches us. It’s about aligning all operational actions with a single prioritization system, guided by the state of the buffers. Thus, S&OP does not mean medium-term, and S&OE does not mean short-term. Naturally, it will be so, but the definition is not about the term but the nature of the decision-making process managing uncertainty. The term is a consequence, not a defining criterion. #toc #goldratt #supplychain #ibp #s&op #s&oe

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Itajai office

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The Bravo’s Colossus Cluster: A Sustainable Alternative for Europe and the USA. As Europe and the USA confront the pressing issue of dependency on Chinese resources, the Colossus Cluster by Bravo Motor Company Brasil emerges as a transformative solution. This innovative #Gigafactory, located in LatAm, not only focuses on the mining and production of critical materials but also integrates these processes to deliver essential products for the #greeneconomy. At a time when Europe relies heavily on China for materials like heavy #rareearthelements, magnesium, tungsten, and lithium, the Colossus Cluster offers a strategic alternative. By establishing a robust #supplychain that spans from resource extraction to final product manufacturing, the Colossus Cluster aims to reduce vulnerability associated with over-reliance on a single nation. This means that critical materials vital for technologies like #ev, #nuclearenergy, and advanced electronics can be sourced sustainably and reliably. Furthermore, the Colossus Cluster underscores the importance of fostering local industries and promoting environmental stewardship. By leveraging innovative production methods and sustainable practices, it positions itself as a leader in the critical materials sector, aligned with the green goals of both Europe and the USA. In essence, the Colossus Cluster not only addresses the current dependency crisis but also paves the way for a resilient, sustainable future. By investing in this initiative, Europe and the USA can secure their material needs while championing sustainability and reducing their environmental footprint. Let’s embrace the potential of the Colossus Cluster as a pivotal step toward transforming our economies for a better future. EVShare Bravo Motor Company Energy Brasil Rockwell Automation SMC Automação do Brasil ABB Ai-BESS Technology EVE Energy Co.,Ltd. IBM Quantum Pony.ai Faraday Future Tesla Northvolt FREYR Battery Morrow Batteries PowerCo Governo do Brasil Governo do Estado da Bahia MDIC Ministério de Minas e Energia Ministério do Meio Ambiente e Mudança do Clima BTG Pactual XP Investimentos Votorantim Investimentos Latino-Americanos S.A. Banco Industrial do Brasil S/A BNDES Banco do Nordeste do Brasil Superintendência do Desenvolvimento do Nordeste - SUDENE Desenbahia BYD GWM Brasil ZEEKR Brasil GEELY Stellantis Renault General Motors Volkswagen BMW Group Mercedes-Benz AG Toyota Motor Corporation

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🚀 Innovation Meets Practicality with Bertolini’s VR Experience at Envase Brasil! At Luby, we’re passionate about transforming ideas into reality through pioneering technology and creative solutions. That’s why we’re thrilled about our latest project with Bertolini Sistemas de Armazenagem SA. It marked a significant milestone as the first in its industry to introduce an immersive VR experience at the Envase Brasil fair. This experience allows users to explore and learn about Bertolini’s products in a new way. More importantly, it addresses the logistical challenge of showcasing large and heavy products directly at events and to customers. The success of this project was made possible by the collaborative efforts of numerous individuals over eight months—countless meetings, developments, reviews, and tests. Special thanks to Francisco Luis Bertolini Neto, Jakson Pires, and Diego Dalla Corte for believing in the vision, and to Fernanda Fernandes, Lucas Merlo Ben, Renata Chaielen Tres, and Marina Benedetti Ciello for their pivotal roles. A huge shoutout to Arthur Silva Aguiar and the Luby team for their dedication and hard work throughout this journey. #Technology #Innovation #VirtualReality #DigitalTransformation #LubyMagic

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Impacto do Supply Chain no Setor Energético Orgulho de ser Supply Chain, nós fazemos a diferença! #SupplyChain; #Logistics; #SupplyChainManagement; #Procurement; #InventoryManagement; #LogisticsManagement; #DemandPlanning; #OperationsManagement; #SCM (Supply Chain Management); #BusinessContinuity; #ProcurementStrategy; #Transportation; #WarehouseManagement; #RiskManagement; #SupplyChainOptimization; #AutomationInSupplyChain; #SustainabilityInSupplyChain; #GlobalSupplyChain; #EndToEndSupplyChain; #DigitalSupplyChain;#EnergyGeneration; #EnergyTransmission; #PowerGeneration; #RenewableEnergy; #Electricity; #EnergyIndustry; #PowerTransmission; #GridManagement; #SustainableEnergy; #CleanEnergy; #EnergyInfrastructure; #EnergyEfficiency; #ElectricalEngineering; #EnergyTransition; #SmartGrid; #Renewables; #TransmissionLines; #EnergyStorage; #Hydropower; #WindEnergy

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It's Growth

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Everyone knows what a Michelin tyre is, but did you know that Michelin can also make you talk? For more than 15 years, Michelin has been a key player in connected tires. So... what makes the connected Michelin tire so smart? For us, a connected tire only makes sense if it is combined with data and a relevant, reliable and robust ecosystem. Being the only object in contact with the road, it provides unique information in real time throughout its life. And this data is made intelligible by algorithms that are based on our extensive knowledge of tire use, tire physics and vehicle behavior. That's what makes you smart! The ability to provide essential information to promote safety, operational efficiency, and environmental footprint reduction. Tomorrow, it will be a precious source to further enrich the development of Michelin's connected solutions to support professional and private fleets. Watch the video to understand how we are transforming mobility through technology! Learn more ➡ https://lnkd.in/dkVigVYM

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Acabei de concluir a rota de aprendizagem “Develop Your Skills as a New or Emerging People Leader”! Confira em: https://lnkd.in/dBZqTXYn #gestãodepessoas #inteligênciaemocional #desenvolvimentodeliderança.

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#TBT - Case by INVENT Smart Intralogistics Solutions - Sudamerica A Prátika logística, empresa que atende de forma terceirizada 30 empresas do e-commerce, aumentou seu ritmo de produção após investir em #soluções para automatização. A empresa investiu em uma parceria com a Invent, e agora, utiliza-se da solução #PickingCart para otimizar seu trabalho. O Picking Cart é um pequeno robô capaz de fechar até 24 pedidos de forma simultânea, com 100% de primor. De acordo com Carlos Eduardo Curti diretor operacional da Prátika, a solução dobrou a produtividade. “Dobramos nossa capacidade de separação e montagem de encomendas. Ao mesmo tempo em que eliminamos a necessidade de eventuais retrabalhos em função de erro. Portanto, não conseguimos mais ficar sem ele”. O CD próprio – de onde são feitos mil e duzentos envios diários, de clientes de ramos diversos, como cosméticos, alimentos, produtos para saúde, suplementos e itens promocionais – e também atua in-house nos centros de distribuição de outras companhias. Com a necessidade de otimizar a operação, a Prátika buscou uma das soluções de prateleira disponíveis. Entretanto, precisava de um produto que se adequasse também as necessidades de espaço limitadas. Segundo Augusto Ghiraldello, diretor comercial da INVENT Smart Intralogistics Solutions - Sudamerica personalizar a solução de acordo com a necessidade do cliente é fundamental. “Como trabalhamos com projetos customizados, desenvolvemos para eles um protótipo inspirado em opções semelhantes do mercado europeu. Desenhado para trabalhar com itens entre 800 g e 1,5 kg”, explica Por ter mercadorias de dimensões menores, a capacidade de atuação pode ser estendida para fechar até 60 pedidos de maneira simultânea. “No nosso setor, o foco em tecnologia é o que garante que caminhamos para frente e conseguimos satisfazer a demanda dos nossos clientes e dos clientes deles”, afirma Eduardo Curti.

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This simple video really touched me as it’s a great representation of teamwork: team members helping each other in moments of need! This made me ask myself: “what are the top 3 contributors to teamwork environment?”. I am thinking: => Promote an environment of TRUST and RESPECT: by valuing team’s contributions, listening to their perspectives, and treating everyone with dignity. =>Encourage collaboration: Foster an environment where team members actively collaborate with each other (brainstorming sessions, group projects, or joint problem-solving activities). =>Lead by example: As leaders, we must demonstrate teamwork in our own actions and behaviors. Please share your thoughts on what you believe top 3 contributors are 😊. #teamwork, #leadershipjourney, #alwayslearning

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Truck Electrification in Brazil: from the perspective of socio-technical players @Tércio Annunciado, @RafaelCarvalhoMachado, Danielle Denes dos Santos-Santo Abstract The automotive market worldwide is experiencing unprecedented growth, driven by the adoption of electric passenger and light commercial vehicles, and more recently, by the introduction of electric trucks - in Europe, the United States and Asia – in an attempt to cut greenhouse gas emissions and achieve carbon neutrality, promoting social, environmental, and economic sustainability. This study aims at understanding the perspective of diesel-truck players, regarding the transition to electric engines, from a qualitative, exploratory, and descriptive point of view, using a multilevel and co-evolutionary approach, with a longitudinal temporal perspective, from 2016 to 2022, in Brazil. Among factors identified for the adoption of electric trucks in Brazil are some technological, economic and regulatory elements, consistent with the theory: (a) to increase the availability of public and commercial charging stations; (b) to adapt clean-energy production, transmission and distribution to meet new charge demands; (c) to make hydrogen production cheaper by increasing production; and (d) fuel-cell regulation and standardization. Our evidence-gathering expands the list and adds two resistance factors: (e) business models used to guarantee sales development; and (f) lack of qualified personnel, at the automaker and service network, in terms of electrotechnical expertise and skillset. #ElectrictrucksinBrazil; #Sociotechnicaltransition; #Multilevelperspective; #Coevolution; #Sustainability  #GestaoeProducao; #OpenJournalSource: #SciELO

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Save the Date

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❗"Brazilian vice-president Geraldo Alckmin and Feng Xingya, chairman of GAC Group, held intensive discussions on deepening cooperation and boosting the Chinese automaker´s presence in the Brazilian market."❗ Leia este artigo do CLBrief abaixo ⬇️ #china #brasil #cooperação #indústria #automóvel #desenvolvimento

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