In addition to my previous role as SIOP Leader, I performed the same duties but to an extended geographical perimeter of Europe and International Areas (World Wide except China and the U.S.), actively contributing to the transformation of the S&OP process in Schneider Electric (SIOP 4.0).

I lead the deployment of the SIOP process for CCB for a range of Schneider Products (PTCCB) starting with the first meetings and working with Supply chain planning to develop and enrich the SIOP process. I contributed at improvement in the planning informational tool Kinaxis of the network model for adapted products and for demand coming from factories (through vendor forecast raw files from the internal SSP tool). Within the SIOP process I was in contact and I improved the relationship with BU Offer marketing, understanding various project types (new product offer development projects, product offer extension projects, product withdrawal projects) and their links with planning function. I collaborated closely with the demand planners in countries and supply planners of distribution centers to get visibility on main assumption of their forecast and challenging their accuracy. I collaborated with the Supply Chain Functions in factories to follow-up the shortage lines reduction actions and to ensure their commitment that the factory has the material, human and production means capacity to deliver the demand along the whole planning horizon. Management of Global Shortages Crisis (Red Alert) with Allocation processes leading the actions of the various actors from Supply Chain (GSC) and Business (Sales Operation and BU Marketing). Stock (unhealthy, new obsolescence created) follow-up in distribution centers of European perimeter.

Due to the end of logistic operation in Romania I took the challenge of applying my experience in a global informational project aiming to design and implement a new planning process Distribution Requirements Planning (DRP) within the company’s supply chain and the SAP APO tool to support this new process. I contributed to the synthesis of the business rules of the Distribution Requirements Planning process and to the design of the overall process flow. I reviewed, explained and validated the specification for the development of the informational solution, I carried on the early tests of the solution and I was in charge with the user support during the test sessions. I contributed to the users’ training documentation creation (QTM). Starting January 2012, I was a member of the team in charge with the study for implementing Kinaxis software as S&OP process in Schneider (SIOP) support tool. I approached the basics of Kinaxis and I detailed the DRP part.

Starting with November 2006, some changes have occured regarding the structure of the Departments I was directly responsible of:- November 2006 - Customer Service (Sales Administration) left the Logistic dept. and became separate (Customer Care Centre), my duties concerning this activity were cancelled.- July 2008 - the IT was transferred from Logistic Dept. to the Finance Dept., not reporting to me any more.- August 2008 - the Quality branch of the Logistic Dept. became a department itself, the Customer Care Centre was merged in the re-named Logistic & CCC Dept.My new responsibilities in terms of quality assurance and continuous improvement:- increase its availability and effectiveness in front of customers insuring the achievement of targeted performance KPIs- enter all standard request of customers former entered by the sales force- start the proactive sales action at the CCC level

2005 - a dedicated person was employed as Quality Manager, reporting to me, as I became Representative of the Management for Quality (delegated by the GM) in the newly implemented QMS. (In 2007, the QMS was certified by TUV Thüringen)Since 2005 I continued to drive the Logistic, IT & Quality Dept. team (32 persons - 17 blue collars, 15 white collars), managing the Customer Service (Sales Administration), Productive Purchase, Transport and Customs, Local Adaptation (small production), Warehouse, IT & Databases and Quality, and a budget of over 800kEUR/year, having as main tasks:- KPIs for deliveries’ reliability and quality- Redesign of flows to decrease the lead time to customers,- Improve the overall satisfaction of customers as measured by the regular surveys- Budget management2007 - I lead the design & implementation of a new type of flows, directly from external Group’s warehousing entity to Romanian customers in order to decrease the overall delivery time.

I worked for 5 months in a SAP project in France at Company’s HQ, where I contributed with my business knowledge in testing the future system. It was also a training in SAP (SD and MM modules mainly) as an implementation was planned in the Romanian subsidiary.A local SAP implementation project started in the Romanian subsidiary and I was nominated as Project Manager, continuing to lead logistics, IT and quality. It was an atypical implementation, as it was done on an already existing SAP platform with other entities, from other countries, working live. The constraints of already existing processes and setting in the system (and consequently limitation in our choices or adaptation of our processes to the one already modelled in the system ones) and the multi-cultural project team were the main challenge of this project. I achieved the targeted go-live date in good conditions. I’m acquainted with business related operation and basic settings in SD, MM and PP modules of SAP

New tasks achieved in Quality:- implement in the Romanian Subsidiary the Group Quality Policy (actions for products possibly impacted by quality issues) & the appropriate procedures for coordinating the global guarantee cooperation- design a system of measuring the non-qulity costs- create a system of internal procedures and work instruction as a basis for a Quality Management System to be certified acc. ISO 9001.2002 - Logistic dept. - coordinated the start-up of a small production activity, launched and modelled in the existing informational system. (coordinating it also today)

I was reporting to the Country Mangager to ensure the delivery to customers at the committed date with a minimum of costs.Main task: set the informational ERP system Exact & the working procedures & to insure that all new developed processes are supported by the Logistics. I implemented:- new stock management policy (procedures, methods & calculation models)- changes in the ERP to support the business processes and Sales administration procedures- integration of the existing ERP with a new commercial software and the appropriate procedures to synchronize the databases- a new design of the inbound flows and custom clearance processes for quicker and more reliable lead-time (new cooperation procedures with transporters and customs' agents)- newly designed logistic flows from new group suppliers including transport plans in cooperation with the Zone level logistics- export activity for customers in Republic of Moldova

I was in charge with:- development of a national-wide distribution - warehousing network. During this period I achieved:- Negotiation of Lease Contracts with partners in the territory, getting the best terms in accordance with the targeted budget figures.- Design of procedures for administrational and operational activities in distribution centres in co-operation with other involved departments.- Implement of the computerised administrational system in targeted timing.- Space allocation design of warehouses in accordance with actual layouts of the buildings.

Main duties I assumed & have experience in:- Warehouse structure and operation schedule planning (short/long term) ex: according to programmed volume- Main finite-product stock evaluation & planning according with sales forecast.- Raw materials stock evaluation and planning- Inventory supervision and stock control (establishing clear procedures)- Operational finite product transport- Management of the export activity (logistic of trucks & railway wagons, loading planning - partners' demands & available stock, exterior relationship with railroad company & customs, pushing all involved factors to entirely achieve the aimed figures).- Management of good running the forklift fleet (reducing at minimum the immobility-time maintenance, pushing for fast service from collaborators & for machine-care accurate own employees' operation).- Design, supervision & reporting to the Plant Management of various presentations & reports- Cost and budget management of warehouse department

I worked in the Ploiesti Plant Project being in charge with:- the final warehouse building erection supervision- civil installation set-up supervisionAs start up team member I was in charge with:- inventory supervision- stock supply supervision.

Muntenia S.A. - mining equipment manufacturing company (Filipestii de Padure, Prahova county)I had the technical and organisational responsibility for 34 workers Assembly Branch as engineer in the Manufacturing Department (1986-1988).I managed the activity of a 7 designers team (1988 - March 1995) as Executive of the ''Hydraulic'' Labour Group. Targets achieved:I. In industrial design of various hydrostatic components for both mining and general purpose equipment: - pressure valves- flow distribution valves- hydraulic cylinders II. Co-operating with the Marketing Department in studies about technical demands of the customers, about their strategies in future development, to correlate our company's offer with the market demand.