The mission consists in improving the Experience of 3 main stakeholders when working or dealing with Procurement processes and tools: the Internal End Users, the Suppliers and the Buyers themselves.To deliver some great improvements, it is critical to closely work with many other Functions such as Procurement-To-Pay, Finance, Digital, Legal among others, as they are also contributors of the End-to-end sourcing journey (from the needs up to the payment of the supplier). It is important to leverage the digital tools and automation across the Source To Pay process to make it more agile, fast and User Friendly ; and also to monitor User Satisfaction and easily collect some feedbacks to continuously improve it. Identification and assessment of opportunities to standardize, optimize (potentially outsource) some defined Source To Pay support activities and capabilities is important as well to better support the future Procurement Operating ModelMain achievements:- Review and simplification of the Global Procurement Policy- Management of the new list of Spend Categories (and associated codes), which are the corner stone of many internal processes - Definition of the new global strategy in terms of contracts requirement, leading to a decrease of number of contract (- 25% within 2 years)- Creation of one Business Agreement template to manage the business relationship with some large suppliers- Introduction of CSR criteria in the sourcing templates used for RFx

The role consisted in leading the optimization of the Source to Contract approach, connecting with the different stakeholders (Procurement Excellence, P2P, etc..) to ensure end users satisfaction, effectiveness, and efficiencies of the Procurement process as well as an avoidance of leakage of value from Sourcing.Main achievements:- Deployment of a new tool to record the performance of the Buyers, at global level. Some months after the global roll-out, in an agile mindset and to take into account Buyers feedbacks, a new version has been released to dramatically simplify the use of the tool.- Set up, deployment and management of a Procurement Excellence Support Team, to help accelerating the deployment of new tools and processes, to improve the compliance and to answer Buyers questions- Set up, deployment and management of a Sourcing Support Team (SST), to help Buyers with the admin parts of their RFx. Almost 50% of RFP are managed by the SST, delivering high value to Buyers, as well as Suppliers. - Introduction of the CSO Tool (“advanced” sourcing tool), managed by the SST to help Buyers delivering more values for their RFPs- Deployment of an eAUCTION Program to improve the skills of the Buyers and reinforce the negotiation tools kit of Sanofi. Very successful program with good adherence from Buyers and great results for some auctions, helping to expedite the negotiation part of the sourcing process- Contribute to the deployment of a new global tool to manage the Procurement Risk Program as per the Procurement Policy- Move to a fully digitalize process for some forms to be completed by Buyers when required by our Policy

New role created to better support the Medical Evidence Generation team. Development of Global sourcing strategies for Medical Evidence Generation (MEG) projects, including Real World Evidence (RWE), and projects management for sourcing across Procurement categories as needed to deliver the projects on time and in budget. Work in close collaboration with the MEG Global Procurement Head, Chief Medical Office team, and across the other Procurement domains which may be concerned. Main topics / segments addressed:• Real World Evidence (RWE) and Clinical Outcome • Epidemiology & Benefit- Risk Evaluation• Patients solutionsMain achievements:- Creation of the governance between MEG Team and Procurement- Negotiation of several contracts to get access to some important databases of patients- Development of the 1st eCatalogue of services for scientific literature review

Management of a team of 7 buyers in charge of 150 M€ of spend in the following diverse and complex areas: scientific instruments and their maintenance, lab reagents and consumables, lab informatics, pre-clinical studies and animals, material and subcontracting to support the clinical trials.Management of the needs of 18 manufacturing plants of Sanofi in France via their Quality Control Labs and 6 R&D facilities.Role of Business Partnering with some key local and global stakeholders such as the French R&D Hub Leadership Team, QC Excellence team, Finance, Legal, etc as well as the Purchase-To-Pay managers. Monitoring of the performance and deployment of the Global Strategies, contribution to the design of Global Strategies (local input)Strong support to the individual development of the buyers via adhoc mission or task with high visibilty and stakes

Cross-division (Sanofi Pasteur, Genzyme, Merial etc..) and function wide (Research &Development, Manufacturing etc..) accountable for Purchasing strategic direction deliveries,implementation and related external resources deliveries (on time, cost quality) for thefollowing segments: Complex Lab Equipment, Lab Informatics and Maintenance of LabAssets.Functional network management of regional lead buyers & buyers across the World (> 20FTE) thatsuccessfully deliver a 6% savings performance for a coverage of 120 M€.Management of the Key suppliers of those segments: negotiation of master agreements withcontinuous improvement actions, regular global activity follow-up, innovative products andservices reviewsRegular interaction with customers at Executive and Top Management level to explain themain initiatives (Lean Lab Approach, GlobalLab Assets Management, Rationalization of thesuppliers' portfolio) that will drive the operational effectiveness and will reduce the fixed costsof the company.

Sanofi R&D Purchasing Head of LES (Lab Equipment, Lab Consumables and Reagents)Market in charge of the leadership of a globally oriented network of 13 buyers located in 7countries, in alignment with the global matrix organization principleAccountable for the design and follow-up of the implementation of the most effectivestrategies, that enabled the achievement of the quantitative goals of +80% for coverage and5% savings, for a global expenses of 140 M€.Creation and maintenance of the appropriate tools to centralize and share knowledge:databases to manage the agreements (local and global), the monitoring of the mainsuppliers (financial analysis, general information, negotiation summaries...), to track theperformance of the eCatalogues(65% of the 220 000 PO lines processed via theeCatalogues)Bring to the network strong support and expertise for the most strategic negotiations, drivethe development of new market opportunities and key supplier relationships.Succesfull management of the downsizing of the global team while maintaining the samelevel of performanceDrive the launch of an internal Capex re-allocation tool across all the Sanofi divisions ;anticipate the Category Management approach by conducting some meetings in France withthe Procurement groups of Sanofi Pasteur and Sanofi Production

Purchaser for Scientific Equipment, Maintenance and Outsourced Scientific Services, needed by the R&D division of Sanofi.Capex & Maintenance buyer:- Negotiation of local or international projects (up to + 7M€): consolidation of the needs,sourcing, lead of the negotiation, collaboration with the end users- Management of the core suppliers: negotiation of Master Agreements, suppliers’evaluation: financial health, sustainable development audit- Responsible of the Leadership for the team of 9 buyers across 6 countries covering 65M€ of Capex: reporting, co-design the strategies with the Market Manager, dispatch andfollow-up of the key projects and suppliers, common approach with colleagues of the otherentities (Production, Vaccin)- Negotiation of site or national maintenancecontracts: suppliers’ rationalization,harmonization of the needs and contracts, monitoring of the Key Performance indicators,supervision of the beginning of the Lab Assets Management- Overall savings performance of 8%In 2004 (year of acquisition of Aventis by Sanofi): mission to animate and coordinate the global network of buyers in charge of Lab Equipment segment in all the countries where the new company had one R&D facility. Outsourced Services contracts:- Lead buyer to develop the coverage of this new domain by the Purchasing Group:processes and strategies to set up with the stakeholders, suppliers’ portfolio definition,education of the suppliers- Responsible of the Leadership for the team of 4 buyers across 6 countries covering 20M€ of services: support to the team, creation of tools to pilot the activity, riskmanagement(animal studies)- Overall savings performance of 4%

Purchaser on a very important FDA-approved chemical production site (one of the producedAPI generated more than 2.5 billion USD sales) located in Le Puy en Velay. Manufacturing plant with a high autonomy in terms of decision.- Education of the suppliers as well as the internal contacts with the Procurementmethodologies: cost breakdown, suppliers' portfolio management, suppliers evaluation, backupplan, multi-years contracts with productivity targets, ...- Capex Projects Buyer (8 M€) : Construction / renovation buildings, major equipments forproduction, process equipments, civilworks, electricity and so on.- Management of several service contracts (1,5 M€): Security and Safety, Catering, Industrialand hazardous Wastes, Industrial Gas supply.- Laboratory equipments & supplies (0,5 M€) for the Quality Control Lab and ProcessDevelopment UnitOverall savings of +4% reached each year in a difficult context: pre-negotiated globalagreement implemented by the Central Procurement Team, plant located far from anyimportant industrial area.

Junior Buyer for the families Plastic Parts and Foundry Parts (total of 12 M€) for car wipers systems in a production plant located in Issoire (near Clermont-Ferrand) in France. The plant sent systems (Just-In-Time methodology) across Europe (Fra, Ger, Ita,...) to the main car makers (Renault, FIAT Group, VW, ...).Management of the suppliers' portfolios: integration of a new supplier (sourcing,qualification...) , management of the end of business with one supplier (business continuity), identification and follow up of actions to improve productivity (5S event) and to track the molds (bar code systems with associated database linked to accounting system), follow-up of logistics activities (Kanban methodology, supplychain management), operational support (negotiation, back-up) of the 2 senior "Family" Buyers in close collaboration with the Quality Assurance staffs. Active contribution to reach the "Valeo Index" (generation of 10% savings per year).

10 months Military Service in Carpiagne (South of France), the French Army largest site forlearning of driving: car, bus, armored vehicule.Assistant of the site manager for the ammunitions (legal responsability) and the gasoil:orders and stocks management. Dispatch of the task for the team of 6 soldiers.Establishment of the planning for the guard duty.