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Schiedam, Hollande Méridionale, Pays-Bas

Schiedam, Hollande Méridionale, Pays-Bas

Schiedam

Région De Brest

Special counsel to Cayambe's CEO, running two major business units for the Private and Public sectors globally, with a strong focus on emerging countries and Africa in particular. Major contributor to Cayambe's strategy and Business development.

Velaux France (13)

Global sourcing of critical parts for automated filtration systems and remote controls into low-cost countries (China, India, Poland). Global supply chains created competitively but collaboratively to bring costed leading technology to clients in advance of the competition at a price beating the market whilst increasing profitability.Exclusivity partnership and frame agreement established with the KEPS company providing polystyrene lost casings used for the first time in the pools & spas industry in Provence. These specific casings offered a considerable benefit to the firm in terms of TCoO and increased profitability by 20% vs competition.Digitization of company's supply chain to make it electronic and through to customers via a remote monitoring and service web portal, further increasing profitability through zero touch/ on demand maintenance.Set-up of a powerful and cost effective start-up strategy to provide upscale creations and remodeling around maintenance-free water systems as pools or spas to premium customers in Provence. Concept of a unique artistic design for each customer implemented around a swift and flexible need definition process. World-class project management and delivery.Delivery of seven premium swimming-pools projects and two taylor-made spas, integrated in their environment in time and budget reaching full customer satisfaction.Show-room set-up in Maussane les Alpilles, right in the center of the targeted market segment as per the company strategy.Business exit in march 2016 at a profit

Sevran France (93)

Complete remodel of company's supply chain and drastic business turnaround. Move from an 'over the counter' model for outdated motorcycle parts to an online inventory with advanced search and website allowing to extend business reach globally and specifically the vintage motorbikes collectors community. Becanenkit provided a completely new purchasing experience for high spending passionate clients (most comprehensive 70's/80's motorbikes database with photos where customers could also upload their own etc.) combined with a very flexible and robust logistic element that ensured on-time delivery.Company exit after 2 years at a profit

Région De The Hague, Pays-Bas

Creation of new and alternative Global supply chains in after-market parts and services with non traditional suppliers for highly engineered equipment and parts leading to drastic cost savings and improved availability.Developed and implemented Shell Global strategy for Turbines acquisition and aftermarket with worldwide stakeholders buy-in.Implementation of Best-In-Class Global Framework Arrangements that capitalize on Enterprise Global leverage covering new equipment acquisition and after-market with a limited set of original equipment manufacturers and non-OEM service providers via a formal competitive process. Rotating Equipment selected as a model for the rest of Enterprise Category Management in the context of the CP One re-organization.Influenced the introduction of Total Cost of Ownership models (including OPEX) to assess projects and drive equipments selection in downstream and exploration & production projects.Supported Exploration and Production Rotating Equipment (Gas Turbines, Compressors) procurement globally.Managed a US$ 800 mln/ year portfolio group-wide (Shell + JVs)

Houston

Development of an integrated strategy using the Procurement Levers methodology to reach world-class standard of 1% staff cost to total spend for the Shell global manufacturing organization.Deployment of corporate contracts and related automatisms to off-load procurement transactional burden.Introduction a new model for plant supply optimization.Facilitation of workshops to implement Schedule of Norms based contracts for plant support in order to control costs and eradicate extra, unplanned work.

Houston

Centralization of operational transactions for the manufacturing sites. Deployment of structured sourcing agreements and automatisms for a 3000 internal customers base. Achieved US$ 2 mln cost reduction or 40% by dimensioning this new organization. Negotiated change management plans and targets with key internal stakeholders. Introduced visibility to report on service expenditure via 1,000 service records and transitioned 7,500 vendors, 60,000 materials and 3,000 users without critical service interruption.Implemented internal controls to monitor effectively 95% of spend out of $600 mln/ year for the USA Gulf Coast. Played the role of Requisition to pay process owner for all categories of goods and services.Introduced a new manufacturing standard and associated compliance metrics to challenge constructively outliers in financial planning process. Was the subject matter expert on the root cause analysis team for the Norco Olefins plant 2004 shutdown unplanned expenditure.

Houston

Restructured the organization by process streams to reach world-class standards. Increased efficiency by moving away from an autonomous sites based model and implementation of a national trading house.Aligned allocation of resources in proportion of spend and industrial risk. Created a clear split between transactional and commercial activities with the set-up of a commercial skill pool, regional procurement desks and dedicated inventory management.Created the first shared performance indicators to drive the delivery of cross-functional targets.

Rotterdam

Designed and implemented new global requisition to pay processes for all procurement categories including process chemicals and feed-stocks.Achieved 30% or US$2 million cost reduction by designing and implementing business processes to embed the Shell Group guidelines at the operations level. This enabled future organization changes in a standard way worldwide, particularly in the USA.Enabled the creation of a new pan-European marketing and supply company Shell Chemicals Europe BV. This new company became the single contractual interface to Western European customers and suppliers of feedstock and process chemicals.Ensured business continuity by deploying shared detailed change management plans with the various businesses globally. Transitioned with zero disruption of service or customer complaint.

Berre L'Étang

Managed a team of sourcing specialists for various industrial products among which industrial gases covering a 40 million euro yearly spend.Negotiation and implementation of mutliples contracts with innovative automatisms. Shell innovation prize in 1998.Spot intervention as a buyer for certain key construction or rebuilding projects.Category Manager piping & valves for Europe.

Education record

Majeure « Entrepreneur »

Mastère Technologie & Management, Technologie & Management