- In charge of managing Labinal Power Systems' second and third largest supplier accounts for a variety of civil and military platforms (electromechanical and electronic commodities respectively) from a procurement perspective: delivery schedules, non-conformances, placing orders and expediting deliveries.- Deputized for the Senior Buyer (DC module) by being accountable for the supply of a production line: responsible for liaising with the module and managing the relationship on a daily basis. (prevention of any potential Supply Chain issues and mitigation of existing risks)- Continued monitoring of the DLF project to ensure effective transition and implementation.

- Vendor Managed Inventory (VMI) / Direct Line Feed (DLF) project: implementation of a DLF system to support SAFRAN's Pull strategy and to promote inventory reduction. (Identified the suitable commodities and provided supplier with part drawings and process specifications, as well as accurate forecasting data from SAP. Reviewed the RFQs and analysed the cost impact against current purchasing prices; renegotiation if needed. Liaised with internal stakeholders to ensure that DLF suits the needs of the production line; coordinated the transition to DLF with the purchasing department and the supplier) - Direct-supplier base reduction: in charge of studying the feasibility of transferring stock-holding and purchasing responsibilities to an external third party to reduce the supply base. Currently working on consolidating supply for labels.- Cost analysis: in charge of developing a Supply Chain "Total Cost" model to accurately evaluate purchasing costs, stock holding costs and order processing costs to determine the cost-effectiveness of different supply methods.

Responsibilities invloved:- Organizing DAP road transport between Veolia agencies in France and European customers.- Management of customer pick-ups: informing customers of available loads, updating the Veolia database with customer references, and managing delays, cancellations and rescheduling.- Liaising between regional correspondents, transport companies and final customers.

The LoginWaste reverse logistics projectA new solution for businesses in city centers for the disposal of recyclable goods that makes use of transporters' extra capacity (freed once standard goods have been delivered).Responsibilities involved:- Monitoring LoginWaste's pilot project in Nantes- Preparing for LoginWaste's deployment on a national scale: study of parameters linked to reverse logistics, urban logistics, transportation of goods in city centers and local taxation policies.- Creating a step-by-step guide for deployment on a national scale as well as a grid to better identify territories with high potential for success

E-distribution of fresh products: are there efficient BtoC distribution channels for fresh products?(group project)- Study of possible distribution channels for the new service Très Bien Merci.- Study of four Parisian last-mile delivery service providers: drafting Fleury Michon’s service requirements, meetings with the representatives of the four companies, evaluating their offers, presenting the results of the study to Fleury Michon’s managers.The group worked in close collaboration with the Head of Logistics; overall grade: 16,5/20

SKF Logistics Services- Assistant project manager: optimization of the labeling value-added service (VAS) process at the warehouse level by using Warehouse Instruction Codes (WICs) to simplify customer billing process.(Studied the current warehouse process, wrote up the project workbook, went through previous customer labeling VAS requests to create a complete list of WICs, and helped create new warehouse working instructions)- Project leader: in charge of creating a tool allowing to better monitor the total logistics cost and the different sub-costs in relation to inventory levels and volume of shipped goods.- Assistant project manager: Six Sigma (Green Belt) project concerning international and local lead-time stabilization and reduction during the inbound phase, between Europe and China and between Shanghai port and SKF’s Shanghai warehouse. (Mapped out the current inbound process in order to identify what factors contributed to leadtime fluctuation. Analyzed the customs-clearance leadtime and the customs-to-warehouse leadtime to find gaps and reduce global leadtime by one day)- Operational tasks (Transport department): processing of customs clearance receipts and shipping documents before submission to the Finance department.