KS Consulting, is empowering your fast growing business by scaling supply chain & operations organization from "Zero to One" through fundamentals:► Supply Chain strategic planning► Demand and forecast analysis► Project Management► Tools & automation► MES / WMS / Inventory system implementation► Process development and Value stream mapping► Operations budget,P&L and Manufacturing Resource Planning► Change management

Axenic believes in creating or empowering companies that revolutionize or disrupt their prospective industries. We work with Founders to cultivate their vision and Investors to fund their passions.

As a one stop shop for the biggest vape brands, 14th Round Inc, extends its product range and services from R&D to branding and marketing. Through its manufactures in China 14th Round Inc has to design and build its entire supply chain operations and distribution channels network to meet clients delivery expectations at the most efficient cost, quality and in a timely manner.► Support revenue production activity (134% revenue increase)► Successfully prepare and pass audits for public listing► Build Supply Chain and Operations visibility across the organization (85% accuracy on overseas production planning and Freight transportation visibility)► Manage vendors sourcing and management (8% savings on freight cost, 95% Delivery on time)► Optimize Supply Chain and Inventory control SOPs / Inventory software implementation (78% decrease on inventory stock level)► Process design and implementation ► Product development► Drive continuous improvement across the operations► Collaborate with Sales, Marketing and Finance department to increase the top line revenue.

In an effort to support the company rapid growth, I develop and lead the implementation of a short term set of initiatives and a long term strategy designed to improve the entire supply chain:► Support business activity improving the top line revenue and bottom line net margin (113% revenue increase)► Strategic planning and execution to enhance profitability, productivity, and efficiency throughout the company's operations (50% decrease on the cash to cash cycle time, 98% On Time Delivery)► Drive Manufacturing Execution System and Inventory Management system implementation (36% increase on Inventory turnover, 27% increase inventory velocity)► Enforce and Strengthen performance management culture; set the standards for performance and accountability at all levels across the organization► Partner cross-functionally, with the department of Sales, Marketing, Production, Project Management and Finance to support the service level deliver to customers and maximize the sales conversion rate► Lead continuous improvement► Assist and support talents growth within the organization.

One of the First retailer in France wish to redesign his website specialized in High-tech goods distribution and improve the supply chain process to reduce the delivery time :► Design and implementation of business and supply chain strategy that optimized purchase cost and increased quantity of available goods (300% sales increase) ► Construction of a new commercial offer and increasing of quantity of goods deliver on the website (25% sales increase, 1,7M$ additional revenue stream)► Follow up construction of a new warehouse and layout implementation - 8,000 m2► Sizing of racks, picking process, storage process (Over 2,500 SKUs)► Implementation of warehouse management system and transportation management system (Reflex)► Design and implementation of EDI/API flows► Sourcing and monitoring of transportation partners (16% increase on delivery on time and 4.5% savings on logistics cost)► Improvement of customer experience - UX/UI design, implementation of new website architecture on 3 levels, redesign of visual signature of Website, streamline tunnel order, customer accounting creation, order without customer account... (Conversion rate increased by 2.2%)► Forecast, demand planing, inventory management► Process design and SOPs

Customers return stream of the first private sell website in France experiencing proportional growth than the company in terms of volume. Absorption returns volumes reached a critical threshold. Supply Chain Management therefore wishes to review the transaction processing process component flows reverse and build the structure of modern operational resources. The restructuring of the warehouse welcoming these flows back through the study of the diversity of types of products returned by optimizing the logistics flow. The second product life cycle starts in the quality of treatment provided at these return flows :► Audit of the organization's process► Analysis of the value chain (VSM, SWOT,..)► Re-design and Implementation of a new lay-out organization (reverse logistics process management lead time reduced by 37%, 220K$ savings on operating cost)► Design, development and implementation of a forecast predictive tools to anticipate reverse logistics volume and quantities - Production volume visibility at 8 weeks (Reduction of warehousing overflow by 18%)► Inventory management - 13.000 SKUs (stock level reduced by 36%, 4,5 M$ saved)► Project Management - 1,5 M$ budget, 9 stakeholders, 12 project members► Vendor sourcing The first French distribution company of Cultural and High-tech goods organized logistics flows based on mechanization of its system. Parallel processes were revised in order to stall the operation of PLCs. The Company wants to reduce by 3 the period of availability of products in stores. The mission is to achieve an audit report of processes and logistics flow planning tools by highlighting the device's ability to keep the engagement and any necessary adjustments:► Flow Planification and Organization Process Analysis ► Procedures deadlines Measurement, Imbalances Identification► Procedures preconization► Action Plan and Recommendation (9% increase on same day shipment)

To verify technical or environmental provisions, RENAULT conducts pre-series vehicles. The vehicle may be partially or fully assembled to meet the test conditions. Managing the implementation of a vehicle is a Procurement project to manage end to end. In this context the mission was to manage vehicles carrying applications :► Responsible for supplying parts needed for building car prototypes - 250 prototypes per project.► Management of a 6 member logistics engieeneers team. Animation of oral meetings, target definitions► Establishement of flow and performance indicators for all parts delivery during all projects► Validation and Implimentation of design office for quantities and needs in terms of vehicles► Needs transcription (Schedule, purchase requisition, orders) from internal suppliers fournisseurs internes (factories, Supply Platform, central warehouse) and external (Suppliers, Modelmaker)► Flow Management and delivry supply deadlines from suppliers to prototypes assembly lines ► Steered and handle changes to procurement settings ► Follow up on mile stones ► Steered and Coordinate SCM teams (Buyers, Logistics, stock administrator, warehouse asociate, litigation managers ► Workshop animation with design office, Suppliers, Project► Lead a Task Force on standardization of logistics processes► Supply management of more than 500 parts for construction of prototype cars► External flow management : procurement, ordering, transport, customs, export ► Internal flow management : storage, intern delivery, litigation management, cars assembly► Reporting to higher level of Management

Following the acquisition of BHV, Galeries Lafayette decided to close a warehouse of 80,000m2 in and transfer it to a new warehouse 10 000m2 in Bonneuil / Marne. To do this, Galeries Lafayette reorganize logistics processes through the new warehouse cross-docking to ensure performance despite the reduction in area. In this context the mission was to define the process, equip and support IT users :► Feasibility studies for the integration of new flows► Value Stream Mapping Analysis► Creating and editing processes and KPI. Implementing a Lean logistics process► Analysis of KPI and recommendation of actions plan► Process’s failure modes effect and criticality analysis► Optimizing of the management of spare parts in stocks► Implementation of a new information for traceability (STAND ALONE)► Creating cases and test scenarios, passing test cases, error recovery► Training on new processes and tools, and change management teams► Supplier management disputes► Forecast and reception volumes planning► Inventory management► Creation of a tree for document management and sharing of knowledge

The strong growth in the aftermarket and lack of dashboards for measuring performance and identifying failures led PSA to implement LEAN approach. The Regional Department IDF Citroën is chosen as a pilot area for the deployment of lean management, it appoints a LEAN driver. In this context the mission consisted in accompanying LEAN driver for the implementation of actions for change management :► Implementation of Performance indicators’ follow up for Lean and Customer service rate per branch ► Creating training support ► Training of the operational team on Lean and its tools (Maintenance autonome, 5S)► Assist Management team in improving management tools ► Support for management teams on continuous improvement and management tools► Increasing of productivity by 16% : improving the productivity of mechanical workshops and bodywork by implementation of Lean manufacturing

AFTAM (COALLIA) manages social housing. To improve monitoring of maintenance operations related to its residential and track costs generated by this activity, AFTAM chosen to implement a CMMS tool in SAP, already used by some of the organization. A pilot deployment is initiated on two Paris residences before being extended to all IDF sites. In this context the mission consisted in supporting the implementation of the solution :► Managing the collection of architectural data RE-FX of CMMS SAP MM-PM-RE-FX-SD (15 sites in Paris and suburbs)► Redefining operation processing (programms shutdown)► Case scenarios creation and proof testing ► Elaboration of Education support for training purposes ► Site Management Training / CMMS users and change Management (30 staff members)