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Ozone Consulting Ltd " Act Different"
- Founder - Managing Director
2012 - maintenant
Specializes in the implementation of operational managerial solutions – Helps investors find the right target and Business Development
1. Interim Management, Operational Performance Improvement and Restructuring:
Business Planning & Commercial head (APAC) at Delphi Powertrain (Diesel) (12 months).
Consolidate, challenge and propose realistic data driven revenue forecasts (current year & 5Y budget plan).
Develop and maintain booking plan for new business opportunities.
Drive Asia Pacific quote process interfacing with European base global quotation team
Results: Proposed and optimized 5 year budget plan ensuring the above market growth.
Developed & proposed pricing strategy and quotation in close relation with the country sales manager (gain +50%)
Identified risk elements based on past experiences and information available from multiple sources.
Procurement Director APAC at Ariston (8 months).
Reduced purchasing cost up to 20% (while improving quality – supplier performance) – Identified critical level of value, ranked opportunities – Supplier negotiation – made process or/and organizational changes.
Performance Improvement, diagnosis and implementation (Macro electronics, Etec …, 6 months).
Improved productivity up to 40% (line complexity reduction, material flow optimization & In/outsourcing) and quality
2. Identify, target and engage potential European & Chinese investors
Started acquisition process on Yachting & Textile targets – Set up French Auto Accessories Company in HK – China
Advised private equity, consulting firms during pre-acquisition and share purchase phase in Auto-lighting business.
3. Business Development - Sourcing
Promoted Hydrowarriors technology (plasma - Nano-coating) to perform waterproof function (H&M, Myamax…)
Sourced & traded to SME (E-bike kit, plastic & painting parts, auto aftermarket, Watersport, E-water heater …).
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Automotive Lighting (Magneti Marelli company / Fiat Group)
- Plant Manager / Directeur d Usine
2010 - 2012
Objective: Restructure a factory of automotive lighting products (headlamp & Rear-lamp with Molding, Painting, Metalizing, Assembly technologies (LED & latest advanced electronic module)).
-Own operation P&L and reach the breakeven in 2years.
-Build the pillar and speed the change for a *2 growth targeted business (local 60% / export 40%).
-8 direct report (manufacturing, tooling, industrialization, quality, logistic, improvement; EHS...). 3 dot line (purchasing, HR, Finance).
Result:
2012 forecast: 70M€ revenue, 680 employees (+70% Vs. 2011; +30% Vs. 2010)
Profitability improved by 5 (-5Mio€ 2010 / -1Mio€ 2011); Profitable in 2012.
Reduction of people turn over (white color: -20%; Blue color: -35%) in a highly competitive city
Multi-cultural and competence team set up.
30% improvement on global operation KPI (scrap, ppm, labor losses, efficiency, stock…)
New projects industrialization for local or export market (Korea, Japan):
4 Launches in 2011 (DPCA, MAZDA)
12 ready for production Q1-Q3 2012 (Audi, Fiat, Mitsubishi, RSM, Nissan; DPCA)
10 under development ready for production in 2013 (Audi, GM, VW, CAPSA, Mercedes, Honda).
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Automotive Lighting : Magneti Marelli company (Fiat Group)
- Purchasing Director Asia / Directeur Achats Asie
2009 - 2010
Objective: Define Asian purchasing strategy: 70M€ direct material, 30M€ investment & indirect material, 10M€ export business, lead VA-VE activity. Lead corporate regional negotiation (resin, bulbs, electronic...). Manage a 40-members team in China - Malaysia - Japan - India. Member of the Division's Board of Directors (China)
Result:
Chinese local successor ready, Malaysian Purchasing Manager & team autonomous
New partners development to support Indian & Japan activities on new acquisitions
Yearly cost saving (2% better than budget by common synergy; VA- VE (value analysis) activity: +1.5%)
Improve by 2 supplier quality result
+ 50% of export business
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Automotive Lighting : Magneti Marelli company (Fiat Group)
- Purchasing Manager China / Responsable Achats Chine
2007 - 2009
Objective: Set up &manage a 20-members team (production, investment & general expenses buyers, supplier quality teams, project buyers and tooling expert). Lead the complete re-organization and implementation of new methods & process. Define & implement the Division's purchasing strategy; In charge of all investments for the new factory.
Result:
No people turnover in more than 2 years. Way of working radically changed
Yearly cost saving(-8%), 5% better than budget
Supplier quality improvement: Ppm - 40%, incidents - 50%
250 Tools manufactured in Asia +100% (for the group)
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Valeo
- Asian Commodity Manager / Categorie Manager Asie
Paris
2006 - 2007
Objective: Source 35% of the global branch purchasing amount in Asia in 2010. Lead & define from initial conception to ‘Go Live’ the Asian LCC purchasing strategy for the light, electronic and electro mechanic commodities. Support lighting worldwide divisions on supplier development programs, quality follow up and logistic subjects.
Result:
Halogen bulb: up to 35% saving depending on the technical requirement
LED & module: Saving identified of 2Mio€ of analyzed purchasing amount
Electronic: Starting the strategy deployment
Motors: Saving identified of 200k€ on the DC motor portfolio
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Valeo
- Project Purchasing Manager / Responsable Achats Projets
Paris
2003 - 2006
Objective: Manage & develop a purchasing portfolio of electronic lighting system (35M€; +25%/year). Manage the Quality-Cost-Delivery on the running product. Lead project on the new generation (Xenon 6G) from spend analysis, supplier market scanning, defining sourcing strategy to supplier negotiation, contract implementation and auditing suppliers:
- For industrialization (Electronic Manufacturing System) (W & E Europe)
- For all components (Asia, Japan, Us, Europe…)
- For equipments (automatic assembly line, testers…) (Europe)
Result:
18% saving - quality reference (5ppm) on the European market by implementation of new purchasing policy & price negotiation
40% cost reduction between the previous - new generation: most competitive and innovative product on the market (6 competitors) with concrete productivity plan on the 3 coming years
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Valeo
- Corporate Buyer Electronic Components / Acheteur Groupe Composants Electronique
Paris
2002 - 2003
Objective: Define and implement outsourcing processes, from the project to production stage, between VALEO – Electronic tier 2 suppliers after the electronic factories have been sold. Lead worldwide negotiation (150M€) on Semiconductor & Passive Components for VALEO & EMS (Europe, US, China). Challenge Mercer Consulting standard procedure recommendation with VALEO business insight
Result:
Role, tasks and procedure definition, approved by the Group purchasing committee and deployed to all branches.
Negotiation (price reduction of 8%).
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Siemens VDO (Ex Philips Car system)
- Advance Purchaser / Strategic Buyer
1998 - 2002
Lead a multi-national team (4 people, W & E Europe, Far East) in defining/implementing purchasing policy and preferred supplier base company worldwide (automotive displays, Gyroscopes and passive components) and ensured supplier development (audit, improvement process…).
Manage 30M€ purchasing portfolio on electronics, harnesses and connectors components in allocation period.
