Reference person for the Operational Transition inside GLOBE Program (All Brands):- Introduction of standardized methodology to lead and monitor the project evolution- Definition of scope, principles and risks to design the Transition scenarios- Collection of the expectations and consequent translation into business requirements - E2E data simulation (by flow)- Identification of procedures, configurations and developments to be activated with Business and IT- Engagement of Core and Enabling streams to map milestones and deliverables and define interdependencies among processes- Monitor the execution of preparatory activities across different dimensions (Change Management, HR, Logistics, IT, F&A, Legal, Tax, Supply Chain)- Preparation of reporting, communication plans and restitutions

Coordination of cross functional projects between Supply Chain and:- Merchandising: Optimization and Rationalization of WW stock- E-Commerce: Designing of the Omnichannel Strategy- Logistics: Warehousing and Transports improvements for cost reduction- Retail Ops: Implementation of "self-explaining" label to reduce damages and costs- HR: E2E management of Special Sales; Corporate Allowance flow improvement

Non Merch. Items ManagementDefinition of Budget and Forecast targets with the WW Finance Team;Settling the target stock for every item/Region with the WW Retail Team considering both the stock on hand and the monthly usage of the Region;Managing the quarterly(WW)/daily(Europe) demand planning;Monitoring the stock level of both Regions, Stores and Central Warehouse analyzing and correcting anomalous behavior compared to Budget and Forecast;Managing both overstock and shortage situations;Challenging the Region/Country/Store in case of requests that are not aligned with the standard usage;Launching production considering the coverage levels defined with the WW Retail Team and the WW Finance one for each Region;Working closely with the Customer Service in the management of the distribution;Maintaining and developing the relationship with the suppliers through an improvement of the flow of information;Coordinating the SC projects related to Packaging, Uniforms;Developing tools that could:- Help the Regions in simplifying the distribution process;- Help the HQ in doing non value-added activities.Supply Chain Performance ControllingMonitoring the logistic performances (Warehousing and Transports) of the Central Warehouse and the Regional ones through a dashboard of KPIs;Sharing with the Logistic Dept. and the WW Finance Team the costs and performance trend in order to highlight areas of improvement;Analyzing the main forwarders reports for each Region;Comprehending if the Regions are observing the guidelines, drawing the attention to the improvements of the Store to Store / Store to Customer Flow.Coordinating the SC projects related to Warehousing and Transports;Developing tools that could help the HQ in monitoring both the level of stock and the distribution flow.

Planning both the internal production in four different weaving plants (two in Italy, one in France and one in Germany) and the external production considering the analysis of the forecast.Monitoring the development of internal/external scenarios, changing the production plan in order to face unexpected orders / backlog / new projects.Defining and managing the stock level of raw material, semi-finished and finished products.Managing the replenishment of raw materials.Supervising and monitoring the supply of material coming from external production.Developing information tools to support the planning / replenishment.Analyzing the historical sales, defining a collaborative forecast that support the commercial activities of sales forecasting.Measuring the forecast accuracy in order to improve the forecast process and the service level.Developing a demand planning software that will help the Logistic Dept. and the Commercial one on an improvement of the accuracy.

Planning production of the finishing department.Reserving for orders the loom-state material or material that will be in production through a decision support system of allocation.Managing urgencies occurring between customer service, finishing department and cutting/inspection department;Developing and testing new features of the decision support system;Managing the phase in/phase out between the new version of the decision support system and the old one.

Toxicology testing on Eisenia Fetida and Zebra Fish.