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Bertrand GUIMARD

ETAMPES

Electionseuropéennes 2024

RETROUVEZ GRATUITEMENTLe résultat des européennes à Étampes ainsi que le résultat des européennes en Essonne.

En résumé

Objectif
Redynamiser le TechCenter Faurecia de Brières



Objectives
- Manage a Worldwide and Group wide portfolio of 800 M€ for 800 suppliers.
- Establish a worldwide purchasing organization
- Improve the productivity of the commodity
- Built partnership with the main suppliers ready for co development.
- Develop a low cost country supplier panel


Actions
- Establish clear objectives and communication plan
- Develop a worldwide / Group wide network
- Focus on easy strategy / saving to reinforce the visibility of the commodity
- Write position paper for each segment and make them validated by the network
- Get reshape the team through out the Group
- Define the customers of the team and contact them
- Create a consensus on main suppliers. Communicate strategy and start partnership negotiation
- A strategy for standardization of components have been established


Results
- The panel is establish for the main commodities
- Most of the main suppliers have agreed on the strategy
- The saving are in line with budget
- A strategy for supplier number reduction is published (target 200 in 2010)
- The team is starting to be global
- The network is starting to work independently

Mes compétences :
Achats
Automobile
Direction générale
International
Japon
Lean
lean manufacturing
manufacturing
PROGRAMME

Entreprises

  • Faurecia - Directeur Achat

    maintenant Objectives
    - Manage a Worldwide and Group wide portfolio of 800 M€ for 800 suppliers.
    - Establish a worldwide purchasing organization
    - Improve the productivity of the commodity
    - Built partnership with the main suppliers ready for co development.
    - Develop a low cost country supplier panel


    Actions
    - Establish clear objectives and communication plan
    - Develop a worldwide / Group wide network
    - Focus on easy strategy / saving to reinforce the visibility of the commodity
    - Write position paper for each segment and make them validated by the network
    - Get reshape the team through out the Group
    - Define the customers of the team and contact them
    - Create a consensus on main suppliers. Communicate strategy and start partnership negotiation
    - A strategy for standardization of components have been established


    Results
    - The panel is establish for the main commodities
    - Most of the main suppliers have agreed on the strategy
    - The saving are in line with budget
    - A strategy for supplier number reduction is published (target 200 in 2010)
    - The team is starting to be global
    - The network is starting to work independently.

  • Faurecia - Senior Program Director

    2004 - 2006 Objectives
    - Manage the contract from the program award to start of production on a world wide basis. Managing a portfolio of 2 500 M€,
    - Establish a customer oriented and business minded organization,
    - Improve the financial output of the Division,
    - Establish good relations and technical transparency with the customers in order to anticipate all potential problems.

    Actions
    - Built a clear agreement (technical and business) between Faurecia and its customers for all new programs and for most existing programs,
    - Train all program managers on understanding of the customer and using fact as basis of communication,
    - Recruit and train local personnel in order to share the culture of the customers,
    - Take best in class practices and shares them with the team,
    - Prepare and attend, with the program managers, meetings with the Customer as an example and as coaching.

    Results
    - The relations with our customers are smoother and the program team can start to work on profitability and productivity.

  • Faurecia - Directeur Division Toyota

    2001 - 2004 Objectives
    - Manage and develop the P&L Toyota

    Actions

    - Productivity Action in order reach the breakeven :
    o from cell assembly to line assembly,
    o from line management to autonomous production group,
    o Kaisen activity
    o Product / process productivity (-20%)
    o Kanban with suppliers and within the factory
    o Milk run with the suppliers
    - Production preparation within a JV 50/50 in Turkey (partner and supplier management in Turkey)
    - Reorganization of the design office
    - Manage Toyota customer coordination between the various activities within the Faurecia Group
    - Tech days in US, Japan and Belgium
    - Management of a difficult social situation (5 unions in the factory) through training, communication and special actions
    - Negotiation of Internal and external prices through make or buy, productivity and standardization.
    - Continuation of the basic commercial actions toward Toyota Group Worldwide.

    Results
    - Capacity increase of the production from 1 to 3 shifts
    - 50 ppm and no short shipment in 2004
    - No strikes in France in 2004
    - New contract in 2003 for the new Yaris Production in 2005 (700 M€)
    - New contract and development for Toyota in Turkey
    - Smooth SOP in Turkey
    - Profitable consolidated Business

  • Faurecia - Directeur Commercial clients Japonais

    1996 - 2000

  • Valeo Embrayages - Directeur Industriel Adjoint

    1993 - 1995

  • Prodel automation - Gérant

    1992 - 1993

  • Thomson JVC J2T - Directeur Technique

    1987 - 1992

Formations

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