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David LANGLOIS

Colombes

Electionseuropéennes 2024

RETROUVEZ GRATUITEMENTLe résultat des européennes à Paris.

En résumé

Strategic Supply Chain :

Knowledge about high level and performing operating and warehouse management system in Automotive industries Experience in strategic planning (forecast & opportunities, growth) Implementation of several functional changes following strategical project (green field, mergers and acquisitions) Velocity in process change and implementation Process standardization and value stream analysis (layout) Design and optimization of the physical, financial, and information flows of a supply chain to enhance logistic performance.
Footprint diagnosis, localization & transfer vs plant product complexity, process technology.
Supply chain strategy and financial impact.

Operational Supply chain :

Lean manufacturing / pull system / speed up flow in plant & warehouse Using material replenishment concept, Kanban, supermarket, shop stock, cycle train, scanning system, flat storage, ..
Master Production Schedule in use is the same way in every plant, measuring attainment and challenging performance & capacity Capacity constraint management (internal & external) and operational performance enhancement.
Packaging, transport network, consolidation center, dispatch center.
Inventory control & inventory reduction process Engineering changes - new program, product run out, obsolescence avoidance Warehouse management, consignment stock, Vendor managed inventory (VMI) Management report, KPI, financial statement

Mes compétences :
Approvisionnement
Automobile
Logistique
Management

Entreprises

  • Johnson Controls - Executive Director, Global Supply Chain Management

    Colombes 2014 - maintenant Metals & Mechanisms Group - 25 plants
    Turnover = 3,7Bn€

    . Planning & Scheduling : definition & standard implementation in plants
    . Standard staffing model & headcount calibration : SCM & Plants
    . Inventory control & Inventory management : concept & methodology
    . Speed up flow : Line replenishment system, cycle train, supermarket..

  • Faurecia - Director, Production Control & Logistics

    2013 - 2014 FECT Business Group - 77 plants - 19 000 people.
    Turnover : € 5,8 Bn - World leader in emissions control

    . PC&L school and training materials to ensure policies & tools deployment within plants (receiving/shipping processes, booking point, stock accuracy, inventory reduction,..)
    . Creation of global intranet share place to improve communication and best practices (transversal memo)
    . Re-cast of inland transportation network + supplier footprint strategy – Full year saving = 10M€
    . Definition of best landed cost principle for overseas purchase – Bridge Asia / Europe, VMI principle
    . Deployment of Faurecia standard ERP system (SAP R3)
    . Definition of program PC&L deliverable through new Program Management System
    . Shop floor presence & personal involvement

  • Faurecia - Directeur, Production Control & Logistique

    2008 - 2012 Mechanism Product Line - 8 plants - 3700 people
    Turnover : 700 M€ - World leader in seat mechanisms

    . Lean Supply Chain and Logistics optimization - Support for whole division sites
    . Mid term / long term (7 years) planning development and capacity analysis for the worldwide division (23 fine blanking press, 48 tracks assembly line, 165 stamping press,… )
    . Deployment of a Sales and Operations Planning process ( S&OP) for 8 plants
    . Breakthrough delivery plan : supplier capacity survey & tracking system implementation
    . Transports plan improvements and costs reduction
    . Key Performance Indicators (KPI) implementation
    . React in case of a problem within a plant, take care of immediate containment

  • Valeo - Division Supply Chain Manager - Thailand

    Paris 2006 - 2008 VALEO COMPRESSORS – 900 people - 2 plants

    . Assessment of existing situation and definition of new logistics organization (merging 2 entities).
    . Development of logistics methods (Webedi, Kanbans, Visual reorder, packaging, roller.)
    . Measure and follow up of supplier delivery performance base on daily pick up
    . 3 PL Management – Warehousing, freight, milk run, cost control, negotiation, …
    . Physical flow organisation set up with flat storage, min/max management, QRQC, consignment stock,..
    . Revision of shipping/receiving procedure including LSF requirements.
    . Management of custom issues and cooperation with local custom agency, BOI, 19Bis, C/O

  • Valeo - Plant Supply Chain Manager - Poland

    Paris 2004 - 2005 . Manage the complete re-organization of the logistics team
    . Implementation of the best practices in material management, production scheduling, transportation and warehousing
    . Setting up the Master Production Scheduling and Sales and Operations planning processes

  • Valeo - Operation Manager - Poland

    Paris 2002 - 2004 . Responsible for complete relocation of 2 production unit from France to Poland
    . Recruitement, training, development, motivation and assessment of Polish team (manufacturing, quality, engineering and logistics department)
    . Developing systems for reporting and monitoring activities
    . Pilot of several lean manufacturing workshops (Valeo Production System): + 20 % global efficiency rate
    . Succession and development process of polish workforce to get complete autonomy after my leave

  • Valeo - Production Supervisor

    Paris 1999 - 2002

  • Draftex - Production Manager

    1996 - 1999 . Continuous improvement productivity plan : + 40% of global efficiency rate.
    . Coordinator of the whole actions which gave profitability of 300 M€ in one year
    . Reduction of 20 % of scrap weight and technical throwing

Formations

Réseau

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