My first appointment was Supply Chain Manager and I worked in the position for 7 months, after which I was promoted to the Sales & Marketing Executive. My responsibilities were initially all Procurement & Supply Chain functions. When I became Sales & Marketing Executive my responsibilities were increased with Production, Sales & Marketing. Sales would cover the Southern and some Central Africa countries. Monthly reports reflect cost efficient procurement, stock turns, production utilization & efficiencies and sales vs, budget performance. Submitting annual budgets and quarterly forecasting vs. actual performance. The annual purchases, Locally & Internationally, exceed $13,500,000.00 and the Turnover accountable for is over $11,500,000.00. Assets manage within the function was +/- $2,000,000.00

I started off as the Executive: Commercial, but I propose to change this to Executive: Supply Chain. My responsibilities are all Procurement, Supply Chain Systems, Assets, Training & Development of the Supply Chain function and improving the Value Chain contribution at each project and the head office. This is an executive position and any operation / project related functions are required to be attended to. Monthly reports are a requirement to reflect and plan the past and future performance and strategy. Submitting annual budgets and quarterly forecasting vs. actual performance. The annual purchases, Locally & Internationally, exceeded $20,000,000.00 and the Assets value managed were $3,300,000.00

I started with Choice Diesel as a consultant. My responsibilities were to evaluate, map, restructure, train & develop the Supply Chain function. This also included being part of the executive team, operations and then meeting on a quarterly basis to reflect and plan the past and future performance and strategy. Submitting annual budgets and quarterly forecasting vs. actual performance. The annual purchases exceeded $2,000,000 and with a direct customer Contract Management making up $1,200,000 of turnover. Choice Diesel requested me in May 2014 to join the team on a local contract basis. The challenge to see the growth and manage the change convinced me to take up their offer and assist towards sustainability

While registering Alegria Consultores I started studying towards being certified as a Supply Chain Professional. On 23 January 2013 I successfully completed my CSCP (certified supply chain professional) exam. Alegria Consultores focused on assisting companies with implementing approved Strategies, agreed Change Management processes, Supply & Value Chain & Value Chain evaluation and supervision of approved Business Projects. Recent specific focus was to link the supply chain to the value chain and the supply chain contribution to sustainability. Official activity started March 2013

ASAP Lda is an established company in Mozambique and supply vessels and gas & oil rigs, with provisions (fresh & frozen) and general bonded goods, through the major ports of Mozambique. I was tasked to evaluate and visit the current customers and activities and determine the feasibility of all to contribute towards sustainable margins. This original task expanded into various other areas, such as Projects to open new offices and distribution points through the country, dealing with labour disputes, doing and rectifying a full company financial audit (cash flows, debtors management, budgets, and monthly financial reports), submitting tenders, purchasing property, running refrigerated vehicles up and down the country, calling on customers locally and in Spain to ensure future sustainable growth

The parent company of CIM, Namib Management Investment (NMI), is a large production company within the Fast Moving Consumer Goods sector. It is made up of the following production plants; 2 x Flour Mills, Maize Mill, 3 x Pasta, 2 x Biscuit and Feeds.

Responsibilities encompass all activities around the Inbound (Sourcing Raw Material, Collateral Management, Customs, Packaging Material and Equipment via Air, Road, Rail and Sea freight) & Outbound Logistics (Finished products warehousing and distributing for local and export market, general supply stores to all departments, handling customer complaints and when needed visiting customers to enhance service delivery, negotiating 3PL service providers rates and service quality standards) for the company. Linked the Supply Chain & Value Chain to the Production and Sales departments to optimize efficiencies. Annual strategic reviews and business plan updates if and when economic forces dictated change. Annual joint budget preparations with a budget spend on purchases and 3PL service providers of $125 Million.

Annual production figures are as follow Wheat 125,000 Mt, Maize 36,000 Mt, Pasta 15,000 Mt, Biscuits 4,600 Mt and Feeds 40,000 Mt. This all equates to an annual turnover of $170 Million

Professional Certification and Accreditation

Specialized Leadership program for selected group of managers