De la Planification (50 produits finis/semaine) et la gestion du PIC/PDP, au Transport (budget de 3,8Mi€/an), en passant par la responsabilité du Magasin, des Approvisionnements (4Mi€/mois pour 13Mi€ de valeur de stock) et des préparations de commande (12000 lignes/semaine), je suis aujourd'hui responsable Supply Chain d'usine de production. A cela est venu s’ajouter l’Administration des Ventes en 2021.C'est une fonction dans laquelle je trouve tout mon équilibre: gestion de projets, missions opérationnelles, optimisation des processus, suivi des KPI's, suivi budgétaire et gestion des hommes. Les jours ne se ressemblent jamais, et les challenges s'enchainent!Voici quelques une de nos dernières réalisations:* + 30% de productivité au Magasin (Flux tirés, Réorganisation ABC, "Mise en ligne" de la Réception, reeingineering des prélèvements SAV)* Digitalisation du Plan de Production dans l'ERP* Management Visuel de la Production & pilotage des Manquants* 100% de complétude aux Expéditions de produits finis (Digitalisation par QR code du colisage)* Augmentation du taux de saturation des chargements (Camions ou containers) de 30%* Transformation du flux de l’ Administration des Ventes (de la prise de commande aux expéditions)etc...Tout cela grace à une équipe d’environ 60 personnes extrêmement engagée & professionnelle. Nous employons à la fois des techniques de Lean bien connues, mais aussi beaucoup de bon sens « logique ».

Large team managementAssist in the production of 100 tractor drivelines per day, in:* Managing shop floor activities (inbound & outbound)* Procuring 1.5Mi€ material per day* Managing S&OP* Delivering to assembly line the right part at the right momentContribute in year savings target of -7% of the plant with continous improvment programs like:* Receiving area relayout* Decanting area reengineering* Plant Kanban/eKanban process reengineering* Extention of RFID usagewith support of Lean & 6 Sigma methodolgy

Remanufacturing (or reconditioning) consists in bringing back to “as good as new” heavy mechanical products like engines and gearboxes , on the basis of worn products; And so, ensuring best in class reverse logistic from dealers is at stake, as well as product qualityEnvironment:To enable more flexibility & reactivity, a separated Business Unit is created within CNHi (tractor, combine, truck, bus, construction equipment) in 2013. I have taken over logisticMission:Strongly contributes to sales targets by having under control: Purchasing: 30Mi€ a year, from 35 suppliers worldwide Planning: 2000 part numbers managed, for over 7000 lines a year Inventory management: 15Mi€ inventory, spread in 15 depots in EMEA Reverse logistic: 2000 picking points; 45000 lines a year Process management & system enhancements…. For the god sake of Service Fill (97%) and facing fill (80%)Target:Position myself as best asset to ensure to quadriple sales target in 3 years

RIM management (for Retail Inventory Management) within Automotive consists in planning parts replenishment downstream by dealer depots. This strategy of empowering parts planning along the supply chain is now used for many years to enhance Service Level for final customer; and maximize company revenues by cutting loss of sales related to parts unavailability, and by better knowing when the real demand really occurs.I took over the responsibility to launch & drive that project EMEA wiseChallenges are many:* Ensure dealer adoption to the project* Manage decentralized team* Validate system Functional Designs with several IT partners; Proceed with End to End Tests; Pilot the application * Define & implement automatic replenishment parameters to influence on dealer inventories * Analyze demand & forecast and fine tune the parameters accordingly * Define & implement and Enterprise Data Warehouse dedicated for RIM* Define & implement automatic reportings & KPI’s. Expected results:Increase both dealer & CNH first fill rateIncrease both dealer & CNH turnover thanks to drop of loss sales due to miss serviceReduce both dealer & CNH logistic costsReduce both dealer & CNH costs of inventory

- Matrix organization. Reporting directly to the Sales Director in charge of Parts and Service and to the EMEA Supply chain responsible.- Responsible for cost center (€ 15M, or 5.5% of total GTO) - Responsible for 4 senior logistics executives & 5 employees of comparable statusMissions: - My mission as a Cost Center Manager is to improve the service provided to the customer BtoB and BtoC while mastering the logistics costs. - I oversee the warehouse (75000 items) of 30 000m2 subcontracted to CEVA Logistics, which sends daily 25 tons of cargo for 8000 lines to 400 delivery points. I monitor and act on inventory levels. I am empowered in the lean process and I control the actions implemented in the store. http://fr.video.yahoo.com/watch/8067367/21354129 - I am in charge of Front Office Support (4 people) & Back Office (4 people) for my BtoB customers. - I am responsible for the proper implementation & control of logistic processes in the spare parts warehouses of my distributors (reception, storage methods, supplies) For that, I take the lead on various projects by leading cross teams composed of members from different departments, different levels and in different societies. Project Manager: - ISO Certification 9001v2000 - Starting bid - Subcontracting - Reinsourcing And also ...: - Developing & marketing of a range of packaged radio frequency guns to improve the logistics’ quality (receiving, exits, control inventories and invoices) within the stores of my spare parts distributors. http://fr.video.yahoo.com/watch/8064867/21351637 All these activities enabled me to: - Use and expand my personal qualities as a manager, good communicator and leader.- Develop good working knowledge on various projects thanks to the cross-cutting issues they raise (Supply, management control, planning, storage, distribution, shipping, communication etc ...). - Deepen my knowledge and mastery of the entire process of distribution logistics.

First permanent job as a Help Desk Logistics Team Leader on behalf of Fiat France. I am sent to the warehouse (Marne 51) that distributes Spare Parts for Fiat, Alfa Romeo and Lancia in France, Germany, Holland, Denmark) to: - Manage the team in place, (1 temporary and 2 permanent workers)- Explain the discrepancies between the level of service perceived by customers, and the service rate (quality of preparation, delivery and claims) announced by the provider. Mission: - My first mission is to administer the hotline (Front Office & Back Office) and provide responses to 200 calls, 120 emails and 150 tickets a day that we receive from our distributors. To achieve the goals I set for myself (capture rate, quality rate of call records, delays for responses at Help Desk tickets), I had to redefine the Help Desk team, create internal work procedures and to update the Guide to Logistics Procedures for the network.Secondly, I need to understand, via physical controls of the provider’s activities in the warehouse, why the level of quality perceived by customers was below the levels of quality officially claimed. Stock control and stock adjustments * Control of preparations of orders* Control of Shipments (weight, compliance with the order etc ...) * Tracking of deliveries* Control of computerized movements This first mission allowed me to: - Bring together my professional desire to work in logistics and my personal appeal for the Car industry. - Discover and fully understand the logistics of warehousing and distribution. - Develop my interpersonal skills (service provider) and my managerial skills. My good results made me move to the position of Logistics Manager.

I spend a 9-month course at the headquarters of Lexmark SA in the Supply Chain. Challenger on the market, Lexmark has long accepted number of specific requirements of its customers, in terms of palletizing, packaging, labeling & distribution. I am responsible for understanding and quantifying the economic impact of these Customer Specifics (extra costs of preparing, packaging and transport ) and I am to propose measures for cost reductions if necessary. * Analysis of workflow acceptance * Timing & quantification of production costs in the 2 main warehouses (Turnhout, Belgium Geodis, Venlo Holland Kuhne & Nagel). * Estimated costs of sub-optimization of transportation. * Proposal of Customer Specifics "standardized", and a new approval workflow. Thanks to this second course in logistics I can: - Identify differences between business needs and logistical realities. - Discover project management - Conduct a logistics project of process review and cost analysis.