Travail en étroite collaboration avec le département des achats, du marketing et des ventes afin d'améliorer les processus. Mise en place d'indicateurs de performance (KPI) avec la plate-forme Power BI. Supervision d'une équipe de 4 employés.• Mis en place d’un programme de super bonification (SPIF) pour favoriser la vente des inventaires âgés;• Développé et mis en place un programme de balancement des inventaires inter succursales;• Développé et mis en place un programme de reconditionnement des véhicules pour le crédit spécialisé (2e / 3e chance au crédit);• Validation de la compétitivité de tous les achats de l’entreprise sur la plateforme Vauto.

Supervised a team of 20 employees in charge of purchasing (production & maintenance), inventory and stores. Long- term contract negotiation and administration. Improved components flow to the shop floor.• Implemented a world class supply chain structure to support operations with a high-volume purchase requisition (12,000 PO / year / 35,000 PO lines / year).• Implemented purchasing procedures and purchasing dashboard (KPI).• Participated to corporate purchasing initiatives.

Supervised a team of 3 employees in charge of purchasing (production & new programs), inventory, customs, and inbound / outbound logistics. Long-term contract negotiation. Low cost country sourcing. Managed inventory reduction program. Implemented purchasing dashboard (KPI). Member of the company’s management team. • Negotiated long-term contracts with China based suppliers, achieving 65% cost reduction, for machined parts and sheet metal commodities.• Reduced supplier base by 25%.• Reduced inventory by 20% and increased raw material / components OTD by 60%.

Supervised a team of 12 employees (10 in Canada, 2 in Mexico) in charge of purchasing, planning, stores and logistics; negotiated and administered long-term contracts; special focus on cost reduction via international sourcing. Member of the company’s management team.• Implemented cost reduction initiatives for 3 manufacturing sites in Canada & Mexico. Negotiated long-term contracts with suppliers located in China, India, Taiwan, Brazil, and Romania for recurring savings amounting to $8.0M / year.• Increased steel purchases from producers (steel mills) from 60% to 95% over the period of employment. Negotiated volume rebate contract with steel mills.• Contributed and participated actively to transition the company from a hydraulic cylinder manufacturer to a value-added company focusing its production efforts on core activities and offloading non-core operations (make or buy analysis).

Supervised a team of 2 employees in charge of special processes procurement for manufacturing facilities located in Canada, United Kingdom, France, China and Mexico. Served as liaison between the laboratory, the engineering department and suppliers for new program such as the Airbus A350 and the Boeing B787. Grey eminence for new special processes (thermal spray, painting) introduced by customers in response to environmental concerns. • Implemented a supply chain on 3 continents (America, Europe, Asia) for thermal spray coatings which enabled the company to significantly reduce the production lead-time for such technology.• Negotiated five supply contracts with thermal sprayers and machined parts suppliers which enabled the company to reduce acquisition costs by 40% ($2 M CAD / year) and manufacturing lead-time by 25%.• Implemented a dashboard highlighting key performance indicators (KPI) for the commodity.

Negotiated, co-ordinated and managed long-term supply agreements for raw materials (sheet and plate metal, forged and cast parts) from the company plants located in Quebec and Ontario; liaised with the engineering community and the supplier network for development programs; day to day activities with planning and production.• Negotiated a supply contract for the purchase of aluminum plate which enable the company to reduce its costs by 15% ($650,000 CDN) and to transfer the ownership of all inventories via a consignment agreement.• Worked in close collaboration with engineering and supplier’s community to reduce product cost by implementing concurrent engineering principles. This activity enables the company to reduce nonrecurring expenses by $900,000 CDN.

Supervised a team of eight employees in charge of procurement, material management, transportation, storage, customs, distribution, shipping and receiving. Negotiated and managed supply contracts for an annual total of $100 million, with suppliers located in North America, Europe, and Asia. Supervised and co-ordinated purchases related to the construction and start-up of a manufacturing plant (project worth $85 million).• Implemented a negotiation strategy for purchasing strategic raw materials, mechanical and electronic components, which allowed the company to reduce its procurement costs by $5.5 million.• Managed daily purchases and transportation of raw material (hazardous materials) such as solvents, base metals (lithium, aluminum), polymers, organic (fine chemistry) and inorganic chemical products.• Represented the Purchasing and Logistics Department during the implementation of an ERP computer system, which included system implementation / validation, and reengineering of business processes.• Developed and set up a purchasing department capable of applying supply chain management concepts (Kanban JIT supply method in a QS-9000 quality assurance environment), which reduced the number of parts rejected at inspection by the Quality Control Department by 25% and reduced production stoppage due to material shortages by 90%

Supervised a team of six employees (buyers and manufacturing engineers) in charge of purchasing raw materials, complex machined parts, fasteners, and tubes. Managed a quinquennial cost reduction program. Served as liaison between the Engineering Department and suppliers. Evaluated and selected manufacturing methods. Negotiated and managed long-term contracts with North American and European suppliers. Participated in setting up an ERP system (SAP). Interfaced daily with the Logistics and Planning Department.• Implemented a supply chain management strategy: reduction of the supplier base, negotiated strategic partnership agreements, set up a supplier evaluation system to improve supplier performance in terms of cost, delivery and quality, used e-commerce, which resulted in a 50% cost reduction for purchased parts.• Improved material flow management by: (1) implementing an agreement with an integrator supplier for low-cost components (“C-Class parts”). This agreement helped the company increase component availability by 25% while saving $500,000 a year; (2) Setting up a kitting system. This concept helped the company increase the productivity of employees working on the production line by 20%.

Negotiated, co-ordinated and managed long-term supply agreements for raw materials (sheet metal, forged and cast parts) from the company for plants in Canada, China, and Poland (annual budget of $50 million for 40 suppliers). Negotiated with North American, European and Israelis suppliers.• Implemented a supply chain management strategy, with the head office in Hartford (United Technologies), which reduced the costs of raw materials by 2%.• Negotiated supply terms and conditions during the granting of contracts for new aircraft engine programs, which allowed the company to obtain $300,000 worth of free components contributed by suppliers for the new programs.• Promoted the participation of suppliers in quality programs, especially continuous improvement programs (Kaizen) in order to improve the quality of products delivered, reduce cycle time and improve availability of parts.• Managed the offset program with Israel.

In charge of corporate purchases (budget of $100 million) in energy (natural gas, heavy fuel oil, gas, diesel, propane, lubricants) for the company’s plants in Canada and the United States. Managed inventory. Established annual budgets. Negotiated contracts. • Implemented a supply strategy that enabled the company to save $6 million during the employment period.• Developed and implemented an inventory management strategy for energy products by renting storage tanks to take advantage of seasonal price variation.• Analyzed, evaluated and negotiated energy efficiency investment projects (e.g., converting a heavy fuel oil furnace to natural gas, cogeneration).• Served as an expert witness for the Industrial Gas Users Association at the Quebec Gas Board.

Ministry of Finance

Energy, Mines and Resources