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Revlon
- Directeurs Operations
Paris
2014 - maintenant
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Ducros McCormick
- Procurement, Supply Chain and Operations Director
AVIGNON
2012 - 2014
Member of McCormick executive country management board, as well as the management board of McCormick / Nando’s join-venture; with full responsibility over the Operation and Supply Chain functions: from customer service, demand planning, procurement, purchasing, inbound logistic, production planning, manufacturing, warehousing and dispatch toward 5 continents. Turnover >€50mio, budget controlled: >€8mio, staff compliments >350 persons, +500 ski’s.
Manufacturing: 2 independent factory sites.
• 1 Dry blending and packing (bag & sachet) spice facility: direct reports >85 persons, 11000tons per year.
• 1 Wet cooking and filling (glass & plastic) condiments facility: direct reports >200 persons, 12000tons per year.
• Plant Governance processes in place to review: Daily: Output and Quality. Weekly: Customer Service, Efficiency, People, Health & Safety, Cost, SAP governance, Waste.
Customer Service / Demand Planning: Responsible of the Supply Review phase of the S&OP process.
• OTIF significantly increases from 60% up to 94%; Forecast accuracy improved by 20%.
• Working on implementing SAP outreach APO demand planning module in 2014.
Procurement / Purchasing: >30mio€ spent over a portfolio of >1500 packaging and raw materials.
• Develop Supply Agreement and stock Agreements with 30% of supplier portfolio in 1 year.
• Developing a Vendor Insurance scorecard to assess supplier performances annually.
Supply Chain: Buying raw and packaging materials as per MRP (SAP), inbound logistic monitored with supplier OTIF, materials availability for production planning improve from >10 shortages a month to less than 1.
• Lead S&OP Demand and Supply Reviews. Stakeholder of the Finance Reconciliation review.
Logistic / Warehousing: 1 independent distribution centre site: 5000m2, 1400bins positions.
• Receiving and dispatching >60 trucks / containers a week. SAP WMS systems. Cycle count accuracy improved from 85% to 96%.
Quality & Food Safety: All plants are BRC and AIB compliant. Weekly GMP audits and action plan improved GMP score from low 800 to above 900.
Finance: Set annual budgets per department. Define weekly and monthly scorecard to track business operations performances closely. Report finance controlling kpi’s monthly to Europe HQ.
Engineering / Maintenance: CAPEX >€1mio spend in capacity increase for cooking process and packing products, increasing output by 40%. Define pluri-annual industrial strategy, sites master plan and technologies orientation.
Safety / Heath / Environment: TIR (Total Injuries Rate) reduced by 50% in all sites.
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Royal Canin
- Operation Manager
AIMARGUES
2009 - 2012
Full responsibility over the management of the Supply Chain for Southern Africa from purchasing of Raw Material, factory, up to central logistic platform: direct report 70persons, 250sku’s, 1200tons of kibbles per month, 1 extrusion and grinding line, 3 packing lines.
* Quality & Food Safety: Passed successfully in less than two years HACCP (Mars Standards), ISO22000; ISO9001
- Zoning: Segregate the plant into red/blue zone.
- Microbiology: Plant is Platinum level for the last 1½ year; environmental swab and Finish Good micro. free.
* Associates Engagement: Improve climate survey by 25% in 3years. Gallup result by end of 2011: 3.62
- Develop Incentive program for shop floor staff and Recognition/Team building days with entire team.
* Safety Health and Environment: ISO18000 and OSH Act compliancy (certification planned for end of 2012)
- Develop and implement energy saving and waste reduction initiatives as part of the program: Sustainable in One Generation: more than 3% reduction per year over the period.
- Zero LTA (Lost time for Accident) in the last 3years.
- Eco Industrial Park: Maintain the natural park around the plant (~4500m2), install/improve water treatment from the factory: 100% compliant water is now rejected into the park.
* Supply Chain:
- WMS (Warehouse Management system) project: Reflex software, commissioning planned in June 2012.
- PHR (Positive Hold and Release) : implemented in January 2012.
- Integrate national platform into Supply Chain Operation.
- Implement ABC model for production planning and stock optimization: FG stock reduce by 50% in 3years
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Reckitt Benckiser
- Plant Manager
Massy
2008 - 2009
Full responsibility over the management of Elandsfontein factory: direct report 250persons, 400sku’s, 12mio consumer units per month, 16 production lines, 5 major technologies on site: powder, soap, liquid, wax and aerosol.
Best Performing RB Developing Market Factory Year-to-date June09.
* Team Work: Set up morning meeting for manufacturing (production & maintenance) and support (planning, store, quality) teams to tackle previous day issues and encourage teamwork resolution.
- Develop Incentive program for shop floor staff and Recognition/Team building days with entire team.
- Review Job Description and define SMART objectives for each team and empower individual in their responsibilities at each level of the organization to achieve their targets.
* Continuous Improvement: Implement/Develop TPM (Total Productive Maintenance) and Kaizen processes such as 5S, AM/PM (Autonomous and Preventive Maintenance), SMED (Single Minutes Exchange dye), Pareto Analysis, Chrono-Analysis, Performance Trackers and Focus project team to improve line efficiencies.
* Conversion Cost Improvements vs. Budget:
- Increase by 8% Year-to-date factory OEE (Overall Equipment Efficiency).
- Reduce by 28% ratio HC (Head Count) per million units produced
- Improve Capacity utilization and flexibility: absorb 26% volume growth with same production set up.
- Reduce Wastage by 35% vs. zero base.
* Planning and store: Implement cycle count process for store and planning cycle for each production line to maximize line capacity utilization and reduce changeover losses.
* Quality: Plant passed ISO re-certification successfully, as well as eMark South Africa audits. Improve store checks audit results by 1 base point vs. last year.
* Procurement: Support for the factory BCP (Business Continuity Plan) and mono-sourcing vulnerability programs.
* Engineering / maintenance: R64mio ongoing Capex: New VAP’s (Value Added Products) production area, raw and pack store extension, Pharmaceutical GMP (Good Manufacturing Practices) plant: involve in pre-budget (manning, cost per sku), capacity analysis, equipments’ selection, plant regulatory aspects for certification.
* Safety Heath Environment: ZERO LTA (Lost time for Accident) over the period. Review completely new comer induction program for better awareness of Safety principles.
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Reckitt Benckiser
- Global Supply Excellence
Massy
2005 - 2008
Key member of Global Supply Excellence team working on product cost reduction – Squeeze program – and conversion cost reduction – X-Trim program.
Full responsibility over the management of the Squeeze program over 15 countries in Europe and 8 categories worldwide, delivering more than 14M GBP in year in 2006, target overachieved by ~220%. The team achieved in 2008 the greatest saving for this program since start: over 50mio GBP as part of SMOGS50 target.
* Program Toolkit: use, develop and improve program tools box, such as Benchmarking, Value Analysis, and Shadow Costing for constant development of new opportunities.
- Speed to Pocket: Lead and Develop:
- The regional Squeeze Conference focusing on Decisions Making to speed to completion and cross share initiatives.
- The Super Sqz Initiatives to focus on Fewer / Bigger / Better projects with Senior Managers’ endorsement upfront.
* Meeting Facilitator: Lead idea Generation session with category and country, effective use of the facilitation techniques to level attendance motivation and focus.
* Business Overview: Gather an excellent comprehension of entire portfolio, products format (liquid, powder, tabs, caps, gels, etc…) and understanding of FMCG business structure and interactions of Trade, Marketing, R&D, Supply departments and their key respective roles to support a business strategy and P&L results.
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Reckitt Benckiser
- International Project Supply Manager
Massy
2003 - 2005
Leader of the industrialisation/development of 3 TOP20 NPD’s (New Project Development) projects in Air Care and Hair Removal categories: Scented Oil Warmer (launched in Jan06) / Freshmatic Mini (launched in Jan07) / Epilator Veet (launched in Sept05).
* Technical project leader: Define the Success Criteria of each project, set best supply chain to ensure a worldwide launch, define process and packaging equipment for mass production, set quality control plan for production, ensure project momentum and launch in due time, on cost and quality target.
* Financial drivers: Responsible for the cost estimation of the project and Capex to invest for the production of the products: injection moulds and assembly line.
* Procurement: Set tender brief and select, audit and recommend manufacturers in China/Mexico + complete sourcing study to define Supply Chain strategy and investments.
*New technologies: Assessment of the”new technologies” to use for the manufacturing of the product in terms of risk / safety / complexity / ad-equation for mass production / etc… Electrical Plugging, Solenoid valve, Piezo electricity membrane, Laser Drilling, PCB for small device, technical lockout.
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Reckitt Benckiser
- Process and Packaging Engineer
Massy
2001 - 2003
Responsible for the manufacturing of EPD/NPD (Evolution and New Projects Developments) and the OEE (Overall Equipment Efficiency) improvement of production lines projects.
* Technical engineer: lead multifunctional group to reach high OEE goal on hand towel sachet machine, dynamic mixing and post addition processes and blocks extrusion lines. Achievement: 50% up to 150% increasing of efficiency.
* Project engineer: work on several New Project Developments for Air Care, Depilatory and Surface Care categories.
* Team work: Develop mindset and approaches to align the different views of the other departments, R&D, Marketing, Procurement, Quality, external manufacturers and suppliers.
* Financial drivers: Accurate knowledge used on NPD projects: Capex, COGS, P&L...
* New technologies: patch and coating, hand towels, dual tubes, glass and resin, hyper-scent gel, double printed foil, negative angle forming.
* Quality: Internal ISO Process auditor.
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Lactalis
- Maintenance and Engineering Manager
Laval
2000 - 2001
In charge of the conditioning area: 8 lines of production, 100 000 tones of product / year, 24/7 production.
* Manager of a team of 7 technicians: planning for a 3 shifts production, store several measurable objectives for key achievement, personal development. Hands on job with the technicians for preventive and breakdown maintenance.
* Engineering store: rationalization of the engineering store to get right spare at the right time; meanwile controlling net working capital implication. Installation of scanning stock control system for replenishment.
* Production Manager: Replacement of formal production managers during summer and vacation period: define production orders, set labour planning and ensure consumer service.
* NPD project leader: in charge of the study, commissioning, installation and start up of a full line of production. Budget: 1Millions euros, lead-time respected and implementation of two new technologies: Water cut and Ultrasonic cut.
* Quality: Member of the quality panel test.
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OTH
- Project Engineer
1997 - 1999
C.S.N.E (Coopérant au Service National en Entreprises) 20 months project « Park Doliny Trzech Stawow», the first Mall constructed in Katowice, working as a team leader with the following responsibilities:
* Project coordinator: interface between Polish administrations and the end customer, responsible for
planning and cost control of the project.
* On-site management: staff recruitment, computer network installation and maintenance.
* Direct manager of the Polish design sub-contractors.
