• Redefinition of the commercial strategy, the technical strategy.• Implementation of a real project management, a marketing approach• Development of the spirit of innovation, benchmarking, market monitoring and technology watch• Advice to the management committee on the contributions of automotive standards• Active contribution to the restructuring plan of the Holophane Group: organization, progress plan, strategy Initiation of a cultural change oriented Profitability, proactivity, teamwork, lean, innovation, agility.

277 / 5 000Résultats de traduction• Classic account management of the Client portfolio: 80% of turnover,• Structuring of commercial reporting and coordination between the two sites France and China Price increase of 20% on average to offset inflation due to the COVID crisis and the war in Ukraine

Development of your business by: - identification of your competitive advantage - definition of the development strategy best suited to your priority market - identification of the transformation needs necessary to bring success - support in the implementation of action plans for the implementation of these transformationsOptimization of the profitability of your SME by: - Improvement of flows: logistics, stocks, supplies, internal and external flows..... - Improvement of manufacturing processes: involuntary interruptions, series changes, cycle time, bottleneck, visual management....... - Improvement of operating processes: responsiveness, coordination, decision, reporting...Tailor-made action plan defined with the business manager at the start and then during the mission.

KPI B.U. : T.O. : 45M€ - staff: 200 - Field: Hydraulic industry - 375 000 parts/year• P&L management and BU profitability recovery: Decrease of breakeven point by 7 points within one year through action plan based on Kaizen and Lean Manufacturing skills.• Improvement of the customer service rate from 73% to 85% on average, 98% in the TOP 10 (50% of turnover).• Revitalize the managing Board, move from individual considerations to a global vision of the challenges and contributions to the result • Securing the Supply Chain (Service rate 53% -> 83%).• Development strategy: commercial policy change, redefinition of product and market strategy JTEKT HPI is once again becoming a credible partner for its strategic handling customers. The production capacity increases and the production costs are optimized. The "Team Spirit" behavior is introduces in the culture of the Business Unit  The future is secured by a new, more promising development strategy.

Job KPI : T.O.: 450M€ / 40% Europ Total T.O. - Staff: 5 people - Field: Automotive Ind. - International sales coordination.• Acquisition of the PSA platform 2 market in Europe, then in China (coordination). (40% MS)100% • Acquisition of the steering electro-pump market for China (export from Europe)• Initiation of a common savings plan with PSA across the entire value chain of components delivered by JTEKT (Lean, Kaizen) to generate economic optimization of around 2% of annual turnover.• Establishment of the "Strategic Supplier" relationship with PSA (only 15 Suppliers selected) JTEKT becomes the main supplier of steering systems for PSA (75% of PdM) and its partner in the development of future systems integrated into the functions of assistance to autonomous driving The PSA activity in JTEKT Europe maintains its level and provides much of the coverage of fixed costs The profitability of the PSA account is improved thanks to a commercial policy which takes better advantage of the client's inquiries schedule

• Award on Stainless steel Manifold worldwide for Renault K4M and for GM Family 1 Engines • Canvassing for new Customers : VALEO (VMS), VOLVO Trucks, AVON, Fiat• Award on Gasoline HP injection rail and on NGV gas rail for PSA• Canvassing for new Customers : MECAPLAST on Synergies between EGR Cooler and Intake pipes BENTELER became single supplier for stainless steel manifold by Renault (16M€) when acquired full worldwide K4M manifold market (10M€),  The Spanish plant is preserved and RENAULT obtained the opening of a local production in Turkey  BENTELER became expert supplier for PSA on HP Injection and Natural Gas rails

• Award on CLIO III Cross Car Beam in Turkey and license contract for production with AKA OTOMOTIV Turkish Company.• Award on TWINGO II in Slovenia for CCB (3.8M Euros) and pedestrian bumper frame (1M Euros), Sub-contracting contract for production with local company named TPV Tadis Reinforcement from BENTELER Market share by Renault (85% - 45 M Euros) on CCB Commodity remaining the main supplier for this type of product. The License contract signed with AKA avoid any industrial responsibility to BENTELER.  Pedestrian Bumper is the first « Chassis » business (1M Euros) from BENTELER by Renault, what will allow other chassis business acquisition in the next 2 years.(Market development). RENAULT got, with BENTELER Support, great improvement from TPV production quality and conformity

• Creation of the Function of Vehicle Project Manager at Autoliv for M2S Renault Platform (225M€) Increase of gross Margin to 25% on M2S Project acheived within 3 years Development of Customer loyalty which allowed to acquire the Megane II Project (270 M€) M2S 5 Stars grade at EURO NCAP since SOP from first vehicle