France
🔸As an Operational Director (COO) specialized in Procurement, Supply Chain, and Manufacturing Management, I've honed my expertise within large international industrial groups. My journey is marked by a passion for establishing and managing cross-functional operational organizations, even amidst the most complex scenarios. I assist business leaders in mastering and consolidating their operational activities, supply chains, and procurement to achieve their strategic goals without being bogged down by operational details. I enable multinational corporations to enhance their competitiveness even in the face of fluctuating markets. 🔸Believing that every operational challenge harbors an opportunity for improvement, I dedicate myself to turning constraints into performance drivers through strategic and collaborative management. I firmly believe that for every problem, there exists a solution. 🔸My track record speaks for itself. Having successively led procurement, supply chain, and operations within international business units, I've gained a comprehensive and cross-functional view of industrial and technological challenges. At Alstom Power, I orchestrated a complete restructuring of operations in China and India, leading to a more efficient and qualitative operational structure. I also achieved substantial savings, reducing production costs by approximately 15%, while increasing the European factory's production capacity by 30% at constant scope. 🔸Today, I spearhead technological partnerships at Suez, successfully managing the sharing of intellectual property and its market deployment while safeguarding the group's competitive interests. I actively contribute to financing research and innovation through responses to project calls. 🔸Looking ahead, I aim to further strengthen my impact by enhancing operational efficiency and strategic innovation in the industrial sector, leveraging my expertise in Procurement, Supply Chain, and Operations. Operational Director (COO), Procurement Management, Supply Chain Management, Manufacturing Management, International, Problem-solving, International Business, P&L Management, Team Leadership, Cross-functional Collaboration, Global Sourcing, Negotiation, Contracts, Strategic Partnerships, Quality. Let's connect on LinkedIn! +33 6 31 00 46 94 [email protected]
Mechanical assemblies – Hydrogen industry – Power to X Procurement – Supply Chain – Business growth – International strategy – Cost reduction – New technology 📌 Role Chief Procurement and Supply Chain Officer - Manage procurement and supply chain operations across five production sites (France, Belgium, China, India, and the USA) - Lead the Sales and Operations Planning (S&OP) process world-wide. 📌 Issues Manage and align a global supply chain complexity across multiple geographies, with different local market dynamics and changing environment. Reduce cost while maintaining quality, timely deliveries, and ensuring capacity to support the company’s rapid growth and address bottlenecks. Achieve seamless coordination between the Sales and Operations Planning (S&OP) process and procurement strategies to support demand fulfillment, inventory control, and operational efficiency. 📌 Activities Lead and develop procurement and supply chain teams across the five international sites, fostering collaboration and knowledge-sharing to optimize global sourcing and procurement performance. Define and implement strategy to support the company's aggressive growth, ensuring cost-effectiveness and scalability. Develop cross-functional collaboration driving redesign-to-cost. Pilot S&OP process to align sales forecasts, inventory levels, and production capacity, ensuring a responsive and flexible supply chain that can adjust to market demands, aligned with supplier capacity. Supply Chain Management – Procurement - Sales and Operation Planning (S&OP) - Global Sourcing - Cost Reduction – Strategy - Cross-functional Team Leadership - Multi-cultural Team Management - Supplier Management - International Business
Environmental service - Wastewater and Solid Waste treatment industries Technology development – Intellectual property – Patent - Partnership– Innovation project – Financing SUEZ Group - Engineering and Construction Business Line – turnover of € 9 Billion Euro - 55,000 employees 📌 Role Technological Partnership Director – Develop a comprehensive orchestration of the management of the partnership to master relationship with partners, development and sales of innovation perform with partners and develop financing scheme for innovation to support growth. 📌 Issues Identify and manage potential partnership. Define a cohesive ecosystem to Define partnership format, strategy and scheme. Identify and protect Intellectual Property own and shard Develop financing opportunity for innovation project. 📌 Activities Development of key relationships with existing partners and stakeholders. Generate contractual relationships. Development of partnerships scheme and philosophy, including strategies to enhance market positioning. Facilitate dialogue and involvement of all stakeholders and leverage of expertise through collaboration with research institution. Implement a systematic analysis of innovation roadmap to find financing. 📌 Results Constructed complete ecosystem for 5 strategic partners Created financial methodology process. Gained multi millions finance projects. Innovation – Partnership Development – Intellectual Property – IP - Technology – Financing – Business Development – Negotiation skills – relationship management – Team work – Cross-functional collaboration – Contract management – Market analysis – Problem solving - Communication
Construction - Water treatment and solid waste treatment plant. Procurement – Supply Chain – Transport – Cost optimisation – international SUEZ Group – Treatment infrastructure BU – turnover of € 16 Billion Euro - 90,000 employees 📌 Role Lead the Procurement & Supply Chain organization of the construction division worldwide (China, India, Europe, Middle East, Latin America). 180 employees ,12 direct reports. Budget: € 550 Millions. 📌 Issues Increase the procurement performance at the offer stage of construction projects while ensuring alignment with "as sold" objective. Develop Strategic Sourcing strategies tailored to Water & Waste market requirements. Ensure a global consistency of the procurement and supply chain project construction process. 📌 Activities Engaged procurement , supply chain, in proposal phase to enhance costing accuracy on execution spend vs "as sold". Aligned the procurement strategy with business requirements, established a global vendor list. Standardized procurement processes globally and aligned with uniform objectives. Implemented continuous improvement methodologies within the procurement organization to enhance team efficiency. Monitored sensitives procurement activities for difficult projects. 📌 Results Achieved 4% saving on execution spend vs "as sold" by procurement action in proposal and execution phase. Established a global vendor list and aligned procurement strategies for business. Standardized procurement processes globally and improved team efficiency across regions. Enhanced Strategic Sourcing capabilities for Water & Waste market requirements to address specific demands. Procurement and Supply Chain Leadership - Strategic Sourcing - Vendor Management – Cost Analysis and Optimization - Business Alignment - Continuous Improvement - Cross-Functional Collaboration - Budget Management - Leadership and Management - Procurement Strategy Development - Process Standardization - Change Management - Performance Improvement
Industry – Manufacturing and integration of electronics systems Power sector – Electronics - Purchasing – Supply chain – Manufacturing – Lean operation – International – Team work. Alstom Power – Power Automation and controls – 350 M€ - 1,500 employees 📌 Role Vice President of Purchasing Supply Chain & Manufacturing. Leading the Purchasing, Supply Chain and Manufacturing organization in France, China, India, Poland... Budget 140 M€, 160 employees. 📌 Issues Organize the Strategic Sourcing, Supply Chain, and Manufacturing operations across multiple international locations. Face expensive cost of product, non-adapted operation, and non-structured organization. Face production capacities issues in manufacturing plants. 📌 Activities Implemented Strategic and Project sourcing upstream into R&D and project tenders for cost reductions. Developed redesign to cost initiatives. Implemented a worldwide Sales & Operations Planning process. Established new supply chain and manufacturing sites in China and India. Rationalized Asian operations and improved local content. Deployed Lean manufacturing programs in production plants. 📌 Results Achieved cost reductions up to 45% in redesign to cost project. Realized a 12% cost reduction over projects execution with implemented project sourcing strategies, enhancing overall project profitability. Reduced manufacturing lead time up to 50% across manufacturing plant and project execution. Increased customer satisfaction. Global Supply Chain Management - Strategic Sourcing - Supply Chain Management - Supply Chain Optimization - Manufacturing Operations Management - Cost Reduction - Lead Time Reduction - Sales & Operations Planning (S&OP) - Lean Manufacturing - Cross-functional Collaboration - Strategic Leadership - Problem solving - Data Analysis and Decision Making – Change management - Cross-functional Collaboration - Effective Communication.
Manufacturing Industry – Power Transmission Distribution Quality – Health – Safety – Environment – International – Problem solving – Quality standards – ISO – Quality tools Alstom Transmission Distribution – GIS Product Line – 2200 employees – 700 M€ revenue 📌 Role Directed Quality, Health, Safety, and Environment (QHSE) department and served as Asia localization manager – Lead 100 people – 7 M€ Budget 📌 Issues Establish the Quality, Safety, and Environment function and define quality policy. Develop a quality network, provide support for customer problem-solving and prevention initiatives. Ensure the adoption of best practices in safety and environmental management. Manage localization projects for critical components in Asia, involving coordination with four manufacturing plants. 📌 Activities Analysed customer satisfaction surveys and complaints. Initiated improvement action plans. Defined and implement quality policies and process across units in France, Switzerland, India, and China. Supported customer problem-solving and prevention initiatives. Deployed problem-solving tools (8D, QRQC, DMAIC). Took charge of EHS responsibilities, ensuring the dissemination of best safety and environmental practices. Managed localization projects in Asia, coordinate efforts across four manufacturing plants. 📌 Results Improved customer satisfaction: minus 33% complaints Improved quality of product with less of 1 incident per year. Used of harmonized quality tools (8D, QRQC, DMAIC..) and processes in all units. 0 lost time accident in 1 year. Achieved 95 % of product value localized in Asia, better resilience of the supply chain. Quality Management - Process Harmonization - Customer Satisfaction Enhancement - Problem-Solving - Environmental Health & Safety (EHS) - Project Management – Leadership – Communication - Continuous Improvement - Localization Projects - Supply Chain Resilience - Budget Management - Team Leadership - Incident Reduction - Compliance
Manufacturing Industry – Power Transmission Distribution Purchasing – Supply Chain – Planification – Production localisation – Lean manufacturing - Make or Buy – International – Extra-large team management. Alstom Transmission Distribution – GIS Product Line – 2200 employees – 700 M€ revenue 📌 Role Global Component Supply Director in charge of Sourcing, Procurement, Supplier Quality, Fabrication and Logistics. Managed 400 personnel in France, Switzerland, China, India – budget 300 M€. 📌 Issues Solve the global production under-capacity issue. Define and implement the purchasing strategy and make or buy strategy. Optimize planning and supplier missed deliveries Localize production in China and India 📌 Activities Led cost-saving projects, reducing worldwide sourcing revenue by 7%. Managed teams for supplier development, improving Just in Time performance for supplier. Spearheaded optimization of planning and procurement processes, reducing inventories by 40%. Built a casting foundry in China and managed localization projects in China and India. 📌 Results Achieved 7% cost reduction in procurement. Improved on time delivery performance to 95%. Reduced inventories and WIP by 40%. Operated a casting foundry in China and achieved localization objectives Purchasing Management - Supply Chain Optimization, Production Planning - Production Localization -Lean Manufacturing - Make or Buy Strategy - International Business - Team Leadership - Cost-saving Initiatives - Supplier Development - Just in Time (JIT) Performance Improvement - Inventory Management - Project Management - Localization Strategy Execution - Extra-large Team Management
Industry - Fast moving consumer goods Consumer good – pricing strategy – cost reduction – supply chain – purchasing – quality control – high volume – Sales administration – Sourcing – ERP/MRP Michelin Group – Via Michelin – Revenue 100 M€ - 200 employees 📌 Role Vice-President of Operations, Supply Chain, and Purchasing , member of the executive committee, leading a team of 14 people. 📌 Issues Observe a low production capacity and poor customer on time delivery. Have an expensive cost of operation of supply chain, sales administration, and online sales. Reduce product cost and manage strategic supplier relationships. Implement sales and operation plan procedures (S&OP) , a collaborative forecast planning and replenishment tools (CPFR), and a company MRP/ERP systems. 📌 Activities Chose sub-contractor and implemented operational strategies base on later differentiation to double production capacity. Led a cost reduction program across supply chain optimisation, sales administration, and online sales. Managed strategic supplier relationships, product sourcing through multi-sourcing strategies and redesign to cost program to reduce product cost. Selected and implemented MRP/ERP systems. Defined and managed S&OP procedures and collaborative forecast. 📌 Results Doubled production capacity. Achieved a 45% operational expense reduction through supply chain optimization. Reduced product costs by 35% through strategic supplier management and multi-sourcing strategies. Operationnal MRP up and running. Operations Management - Supply Chain Optimization - Purchasing Strategy - Cost Reduction Initiatives - Strategic Supplier Management - Product Sourcing - Multi-sourcing Strategies - Quality Control - High-volume Production - Sales Administration - Pricing Strategy - ERP/MRP Systems Implementation - Collaborative Forecast Planning - Replenishment Tools - Redesign to Cost Program.
Industry Fabrication of electronics systems and integration Supply Chain – production planning – collaborative forecasting – customer catalogue management – data management – Large team management. Alcatel Group – revenue – €25 Billion - 90,000 employees. Alcatel Mobile Radio BU – revenue 2,400 M€ - 2,000 employees 📌 Role Deputy Director Supply Chain, lead the supply chain team (50 people) in charge of forecast collection, planning and data management. 📌 Issues Face major inventories due to low customer forecast accuracy. Use of non-robust tools for forecast capture, production planning and replenishment. Face difficulties in material allocation to customer orders. 📌 Activities Focused on operational strategy and adapted the supply chain processes for proper customer data collection. Led a project for the implementation of integrated planning tools, involving specifications definition, test plans, trainings, and roll-out. Oversaw customer forecast management and defined production plans and replenishment orders for 4 manufacturing sites in France, Brasil, China and Japan. Defined and managed customer catalogues and maintained the Supply Chain data referential for proper allocation. 📌 Results Achieved stock turns of 11 through effective customer forecast management and production planning. Implemented integrated planning tools, improved planning accuracy and efficiency. Renewed effective customer catalogues ensuring accurate data management and reference. Supply Chain Management - Production Planning - Collaborative Forecasting - Customer Catalogue Management - Data Management - Large Team Management - Operational Strategy Development - Project Management -Implementation of Integrated Planning Tools - Specification Definition - Test Plan Development - Training Coordination - Inventory Management - Material Allocation - Process Adaptation
Industry Fabrication of electronics systems and integration Supply Chain – production planning – collaborative forecasting – International – New product introduction - Manufacturing Alcatel Group – Evolium JV – France Japon – revenue 250 M€ - 650 employees 📌 Role Supply Chain Director – create and manage the JV operation. In charge of Supply Chain , Procurement Logistic and Planning – team of 9 people in France and Japan 📌 Issues Create the operational model of the JV and select the personnels. Create all process for planification, ordering, sales administration, and logistics for 3 sites in France, Japan and China Introduce 3G Infrastructure equipment to the market while achieving reasonable inventory objectives. 📌 Activities Created the global supply chain and managed world-wide forecast and planning activities for 3 manufacturing units. Shared and routed orders between different manufacturing units and monitored delivery lead times. Handled short-term planning for customer orders and processed orders from Alcatel and Fujitsu Selling Channels. Managed relations with Alcatel and Fujitsu and coordinate price definitions. Defined and manage product referential and implemented strategies to optimize the supply chain. Defined and implemented standardized customer catalogues. 📌 Results Achieved a stock turn of 4 to 12 upon equipment through effective supply chain management. Successfully implemented an Advance Planning System (APS) tool for improved supply chain management. Streamlined customer order processing and improved delivery lead times. Enhanced relations with Alcatel and Fujitsu personnel for smoother operations. Supply Chain Management – Procurement – Logistics – Planning - Forecasting - Team Leadership - Operational Modeling - Process Development - Inventory Management - Market Introduction Strategies - Relationship Management - Price Coordination - Product Referential Management – Standardization - Operational Efficiency Optimization
Industry - Electronic equipment manufacturing –Telecom Technology - Procurement strategy – Sourcing – Project management – Cost reduction – collaborative works – cross functional leadership Alcatel Mobile Radio BU – revenue 2,400 M€ - 2,000 employees 📌 Role Project Purchasing Manager for Mobile Infrastructure Communication Division and Group Purchasing Manager for Active Electronic 📌 Issues Reduce purchasing cost of components for the Mobile radio product line production Manage and ensure efficient cost reduction for the purchasing of active electronics Lead the Purchasing Working Group for Programmable Devices at ALCATEL CORPORATE 📌 Activities Coordinated activities among R&D, Manufacturing, Purchasing Department, and Advanced Procurement for developing cost reduction strategy for the Mobile Radion product line. Organized, structured, and managed the worldwide working group for Programmable device. Defined market strategy and negotiate prices. 📌 Results Achieve 11 % cost reduction per year on 360 M€ budget for the product line Achieve 13% cost reduction over 250 M€ spend for programmable devices. Technology Procurement - Strategic Sourcing - Project Management - Cost Reduction Strategies - Collaborative Work - Cross-Functional Leadership - Negotiation Skills - Market Analysis -Supplier Management - Budget Management - Global Coordination - Strategic Planning -Design to Cost Methodologies -Commodity Management – Team Leadership