De riches expériences m'ont permis d'établir des schémas directeurs logistiques, transports&supply chain multi-sites en environnement international tout en développant une vision pragmatique et humaine du travail en équipe dans des contextes de transformation forts avec de gros enjeux réduction des coûts et amélioration du service. Désormais, je souhaite apporter de la performance opérationnelle sur chaque maillon de la supply chain dans une optique de transformation et d'évolution de l'écosystème Opérations plus collaboratif avec le monde 4.0.
To build a Global Supply Chain E2E by decreasing leadtimes, improving service internally and with third paties, high level of quality and safety and definitely S&OP process oriented with RSE commitment
Report to the Group COO My role in this new Corporate position was to build the Group logistics/transportation/customs activities and processes onto the three Regions (EMEA/APAC/US) due to the Incoterm change process with customers and the SAP implementation. The main objective was to reduce the time-to-market as well as the other operational costs - Agile transformation of the International Distribution Centre under SAP: +25% in storage capacity, CAPEX of #1,5M€uro, management with the KPIs (On-Time > 98%) - Build the SLAs with the 3PLs and carriers (mark level < 2% achieved) - Build the organization to sustain @:com for Farfetch pure player
Member of the site Committee My role was to build the Head of Logistics Operations activities and processes onto the International Distribution Center within omnichannel processes changes with the utmost objective of operational excellence and service - Picking areas transformation process of the “mechanized” site (200 people – 30.000sqm) through a CAPEX of 5M€uro in order to ship to Germany and Scandinavia in direct distribution and new @:com dedicated area - Designed and put in place a more cross collaborative transformation management inside the operational teams and achieved a better performance of -14% in FTE with a better service and a lower absentee rate
Member of the French Management Committee Site Manager (120 employees – 15.000sqm) Overhaul and optimization of logistics and transportation EMEA warehouses scheme regarding the new acquisition strategy: 13 warehouses, 250 people in 40.000 sqm - Optimization and improvement of the EMEA distribution operational excellence through CAPEX in central of +250K€uro, closing of warehouses while maintaining the costs within a growth of +10% in activity and a better On-Time service > 97% - Build a Continuous Improvement governance to renew the ISO/FDA certifications
Member of the Operations Management Committee. From the Central Distribution Centre recently externalized to a 3PL (ID Logistics-120 employees), my role was to monitor the performance and profitability of the order process onto the three Regions - To negotiate transport procurement either by air, sea and road - Improved the packing and transportation processes saving up 1,5% in turnover