QUINTIQ
- Program Manager: deployment of Supply Chain Planning & Optimization (SCP&O) Solutions
2013 - maintenant<> Piloting 15-18 months projects and managing Consultants & IT experts:
- Program manager for Cement customer worldwide account (annual budget of 2+ M€),
- Project Manager of Quintiq deployment projects in EMEA for Industrial customers (steel, aluminum, phytosanitary products markets),
<> Managing consultant of a 18-consultant team (Project delivery).
<> Enhanced Quintiq’s deployment methodology from project to program perspective. Trained 25 people to the new improved methodology, which became a corporate e-learning available to 900+ Quintiq’s employees)
<> Knowledge management: in charge of new consultant on-boarding process, with the successful leading of bi-weekly best practice sessions
Orange Business Services - Etrali
- Senior Project Manager within Professional Services
2010 - 2013<> In charge of for Etrali’s key account customers (annual budget above 3M€) to deploy new Telecommunication infrastructure, pilot associated service and maintain existing solutions;
<> Project Management Officer: central coordination of 50 concurrent deployment projects of Telecommunication solutions for trading floors;
<> New Product Introduction (N.P.I.): carried out Product release management strategy from alpha testing to general availability: central coordination of Marketing, R&D, Technical Support, Production and Field Operations.
Orange Business Services - Etrali
- Head of Engineering & Quality department (6-member team)
2006 - 2010<> New Product Introduction (N.P.I.):
- Managed the launch of new products: implemented a supply chain for new products from design to mass production;
- Defined the manufacturing processes and the test policy;
- Managed Etrali 3 main electronic manufacturing partners in charge of its portfolio mass production and refurbishing campaigns;
- Product Life Cycle Management: in charge of Products end of life policy and obsolescence;
<> Head of Etrali worldwide Repair & Return center: processes reengineering allowing to repair 90% of the materials within 10 days (ca. 4,000 products a year – WIP reduced by 50% - 780k€ yearly savings).
Sagem Défense Sécurité
- Project Manager for the implementation of a supply chain on the « Aeronautics » program
2005 - 2006<> Conducted an audit of the global factory processes: created flow charts of the overall supply chain and measured the manufacturing lead times;
<> Implemented a lean manufacturing approach (5S, Kanban, Kaizen) on the whole shop floors from the plant, i.e. from reception of the raw material up to delivery of final products;
<> Results:
- Decrease of the global production lead time by 30%
- Reduction of the global repair lead time by 70%
- Decrease of the work-in-process (WIP) by 40%
<> Developed and structured Key Performance Indicators (KPI’s) and scorecards.
