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Christophe GALLET

BRUNOY

En résumé

Après avoir travaillé en qualité et en production, j'ai évolué vers la fonction d'acheteur puis responsable achat pour devenir directeur achat.

Mes compétences :
Achat
Logistique
Production

Entreprises

  • Valeo CIE product group - Product group project and operation purchasing director

    2008 - maintenant VALEO INTERIOR ELECTRONICS - Créteil, France. (100 M€ annual purchase amount)

    Define a purchasing strategy midterm in order to increase our product group competitiveness and extend our activities worldwide (France, Germany, North America, China)
    Reduce our purchasing cost by 4% per year in average
    Improve project margin by 7 % in average during development phase
    Management of purchasing activities on 7 sites with 25 buyers worldwide
  • Valeo Security system - Acting operation director

    Paris 2007 - 2008 Plant management with 90 persons producing for 4 majors automotive car's makers.
    Localization : Mexico
  • Valeo Security System - Division Purchasing director

    Paris 2005 - 2008 VALEO Security System North América (Toluca Mexico 30 M€ turn over).

    Objectives
    Manage a team of 7 persons..
    Stabilize the supplier base to avoid major crisis ( logistics and quality issues )
    Define purchasing strategy in order to develop a supplier base. Main objective: create competitiveness leverage for the division to enter in the NAFTA market.
    Structure the division tools and methodology.

    Achievement
    Cost reduction of 6,5% per year, on line with budget, in a raw material increase context between 10 to 80 % in 2006/07
    Logistics : no major incident. Cost reduction of 20 % on logistics flow in 2007
    Quality : Supplier ppm reduced by 40 %.
    Adaptation to the Mexican culture and management mode
  • Valeo Climate Control - Division Purchasing manager

    2002 - 2005 VALEO CLIMATISATION France (Nogent le Rotrou, France)

    Objectives
    Manage a team of 4 buyers.
    Define purchasing strategy in order to reach quality, costs and delay objective on a 60 M€ purchase amount.

    Achievement
    Cost reduction of 9,5 % per year, with an over performance of 1,8 % vs budget
    Quality incidents divided per 2 during the period
  • Valeo Climate Control - Plastic parts purchaser

    2000 - 2002 VALEO CLIMATISATION (Nogent le Rotrou, France Purchase amount 9 M€).

    Objectives
    Management of the plastic parts commodity to reach quality, cost and delay targets.

    Achievement
    Cost reduction: 9% per year, with an overperformance of 1,3 % vs budget
    Supplier panel reduction from 30 to 9 in 18 months.
    Quality incidents divided per 2 between 2001 and 2002
  • Valeo Climate Control - Logistic and production organization manager for plastic parts APU

    1998 - 2000 VALEO CLIMATISATION France (Nogent le Rotrou, France).

    Objectives
    Assure just in time deliveries to our costumers in a pull flow organization on a 40 injections machine facility.
    Management of a 5 people team,
    Participation to the industrial plan in order to manage labor force and investments needs.


    Achievement
    Customer logistics disturbances decreased of 90% with Kanban implementation
    Non added values operation decrease of 20 % on internal logistic flow
    Stock reduction of 20 % for finish good and 50% for raw material.
    Animation and participation to workshop SMED, flow analysis, Hoshin, TPM, Takt time
  • Valeo Security System - Quality production manager for assembly APU

    Paris 1996 - 1998 VALEO CLIMATISATION France (Nogent le Rotrou, France).

    Objectives
    Assure product quality conformity during each production step.
    Management of a 13 people team (quality technicians and auditors).

    Achievement
    Ppm Customer decreased from 70 to 45.
    Internal ppm decreased from 14000 to 7000.
    Labor force training: Auto control, quality tools management
    Quality tools deployment (AMDEC, auto quality matrix, Hoshin workshop)
    Modification of the team organization from 13 controllers to 8 technicians going from control mindset to a preventive one.

Formations

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