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
Paris2007 - 2008Plant management with 90 persons producing for 4 majors automotive car's makers.
Localization : Mexico
Valeo Security System
- Division Purchasing director
Paris2005 - 2008VALEO 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 - 2005VALEO 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 - 2002VALEO 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 - 2000VALEO 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
Paris1996 - 1998VALEO 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.
