Bruno Chagas

Supply chain executive with 15+ years building end-to-end operations and IBP-driven planning organizations across Fortune 500 FMCG environments in Latin America and North America. Proven record of architecting enterprise-scale supply chain transformations — from IBP redesign and logistics network restructuring to innovation commercialization and digital capability deployment — with direct, measurable P&L impact. Currently leading logistics transformation at Philip Morris International Brazil; previously served as Director of Supply Chain Planning and Strategy at Mondelēz International Mexico, a US$1B business spanning 6 categories, 2 manufacturing sites, 3 DCs, 46 cross-docking points, and 60+ supply chain professionals.

Recognized for building high-performance multicultural teams and for connecting supply chain performance to commercial outcomes at business unit level.

Director Logistics Transformation at PHILIP MORRIS INTERNATIONAL (2024-07 – Present)

Responsible for end-to-end logistics transformation across PMI Brazil's complex multi-tier distribution network — spanning direct and indirect channels — as the business accelerates its smoke-free category transition.

• Delivered US$2M+ in logistics cost-to-serve reduction — approximately 10% annual cost efficiency improvement with net productivity versus inflation of +2% — through route-to-market redesign, 3PL governance, and distribution footprint optimization.
• Redesigned route-to-market model, introducing data-driven DSD/EZD trade-off analytics that shifted channel decision-making from intuition-based to structured, evidence-backed commercial frameworks.
• Led end-to-end go-live of new Northeast distribution centre in Ceará with 3PL partner, expanding regional coverage and reducing lead times across North and Northeast Brazil.
• Anchored PMI Brazil as global pilot for SAP EWM implementation, governing cross-functional execution across warehouse management, technology integration, and organizational readiness.
• Professionalized logistics sourcing at the main DC through PMI Brazil's first formal 3PL RFP process, establishing competitive procurement, SLA governance, and performance management frameworks.

Director Supply Chain Planning at MONDELĒZ INTERNATIONAL (2023-07 – 2025-01)

Led IBP/S&OP and S&OE processes, demand forecasting, materials and production planning, distribution & replenishment, inventory management, and foreign trade for a US$1B business — 6 categories, 6 sales channels, 2 manufacturing sites (5 EMs), 3 DCs, and 46 cross-docking points. Reported to Supply Chain Vice President; led 60+ employees.

• Redesigned IBP and S&OE processes, engaging 100+ stakeholders across marketing, sales, finance, supply, and senior leadership — reducing planning cycle time by 20% and raising IBP maturity by 0.7 points through structured change management and management education.
• Improved demand forecast accuracy (MAPE) by 10 percentage points through statistical baseline adoption, building blocks methodology, SISO trade stock analysis, and consumption exercises incorporating Nielsen and ISCAM data.
• Improved Customer Fill Rate (CFR) by 5 percentage points through weekly S&OE implementation, enabling agile production adjustments, inventory optimization, and alignment to commercial financial commitments.
• Reduced raw and packaging non-productive inventory, lowering working capital and operational costs through redefined materials management methods, minimum boundary recalculation, and supplier collaboration.
• Led foreign trade operations across 2 manufacturing sites and 5 external manufacturers, ensuring INCOTERMS compliance and supply continuity across 6 categories and 6 commercial channels.

Director Supply Chain Strategy at MONDELĒZ INTERNATIONAL (2021-01 – 2023-06)

Spearheaded strategic planning, sourcing strategy, project commercialization, productivity, engineering, and CAPEX management for Mondelēz Mexico — a US$800M business, 2 manufacturing sites, 5 EMs. Reported to Supply Chain Vice President; led 40+ professionals.

• Generated US$50MM+ in incremental net revenue per year through end-to-end innovation commercialization — stage-gate governance, agile project execution, and geographic expansion for Oreo, Philadelphia, Trident, Halls, and Tang.
• Achieved average US$20M in annual cost savings — US$50M+ cumulative — across procurement, R&D, manufacturing, and logistics through structured process improvement and steering committee governance.
• Managed US$60MM+ in annual CAPEX — US$150MM+ cumulative — across infrastructure upgrades, capacity expansion, cost-reduction initiatives, and NPD investments, overseeing 20+ professionals.
• Designed supply chain masterplan integrating sourcing strategy, long-term capacity plan, innovation pipeline, and investment management into a unified IBP process — providing multi-year operational visibility for business leadership.

Plant Finance Controller at MONDELĒZ INTERNATIONAL (2020-01 – 2020-12)

Financial business partner for the world's largest gums & candies manufacturing plant — 1,300 employees, 70,000+ tons annual production, 30+ lines, US$300M operational budget.

• Delivered manufacturing FP&A, variance analysis, standard costing, and transfer pricing — translating shop-floor performance into financial recommendations driving cost efficiency and plant performance.
• Governed full CAPEX cycle from investment justification through budget control, and led annual budgeting and long-range manufacturing forecasting.

Supply Chain Business Development Manager at MONDELĒZ INTERNATIONAL (2018-01 – 2020-12)

Expatriated to Mexico to lead biscuits and chocolate supply chain development. Directed end-to-end project execution and startup of a new greenfield biscuits manufacturing plant.

• Delivered +15,000 tons of incremental production capacity and US$50MM+ in incremental net revenue through greenfield plant startup — managing cross-functional execution across engineering, procurement, operations, and commercial launch.

Supply Chain Leadership Progression — Brazil at MONDELĒZ INTERNATIONAL (2014-01 – 2017-12)

Progressive advancement through Supply Chain Business Development Coordinator, Manufacturing Section Leader, Supply Chain Excellence Specialist, Continuous Improvement Engineer, and Trainee — building end-to-end supply chain, manufacturing operations, and Lean Six Sigma foundations within a world-class FMCG environment.

Postgraduate in Business Management | FGV – Fundação Getulio Vargas (Fundação Getulio Vargas) 2015

B.Sc. Electrical Engineering | UNESP – Universidade Estadual Paulista (São Paulo State University) 2012