Jean-Michel FALLET

  • Geismar Alpes
  • Président

La Tour-du-Pin

En résumé

Diagnostiquer & Designer votre Supply Chain pour la rendre plus performante en :
> Diminuant les coûts
> Augmentant la productivité
> Générant du cash
> Accroissant la satisfaction et la fidélisation de vos clients et de vos fournisseurs

Spécialités: innovation, stratégie, productivité, simplification, cessions-acquisitions, Supply Chain, Logistique
Pour plus d'information contactez-moi sur:

Assess & Design your Supply Chain to make it more efficient in :
> Killing costs
> Increasing productivity
> Generating cash
> Increasing your customers' and suppliers satisfaction & loyalty

Specialties: innovation, productivity, simplification, merge & acquisition, Supply Chain & Logistics
More information contact me:

Mes compétences :
Conduite du changement
Gestion des stocks


  • Geismar Alpes - Président

    Direction générale | La Tour-du-Pin (38110) 2018 - maintenant Geismar Alpes is a subsidiary of GEISMAR who designs and produces solutions for the laying, maintenance and monitoring of railway tracks and overhead lines.
    Geismar Alpes is in charge of the portable and small machines offer from innovation and design to delivery, producing solutions for more than 50 countries over 5 continents.
  • JMF-SC CONSULTING - President

    2017 - maintenant Missions
    —> Diagnostic et plan de développement stratégique d'un opérateur logistique au Magreb
    —> Diagnostic et plan de transformation d'un transitaire dans le cadre d'une croissance externe
    —> Diagnostic et recommandation de make or buy sur les flux de la supply chain d'un opérateur de services
  • EPC Paris - Professional Associate

    2013 - maintenant
  • Galerie Sandrine Fallet - Founder & Owner

    2011 - 2012 Creation of a Modern Art Gallery in Paris: Photography and Painting

  • Schneider Electric - SVP Supply chain & Logistics

    Rueil Malmaison 2005 - 2011 1 - Manage the Strategy of SC&L to reduce complexity [60 acquisitions in 4 years, 215 plants, 140 logistics centers, 125 Brands, 16000 suppliers, 750 000 SKU’s, 35M lines of orders, 700 IS applications]
    2 - Become a Customer’s oriented company. On Time Delivery from 93% to 96,5%. Global shortage management and resources allocation, pro-active information to customers
    3 - Supply Chain network design from suppliers to customers to reduce lead time and manage the company assets (inventory and facilities) with a 25% productivity (costs on sales from 6,9% to 5,2% and closure of more than 100 Distribution Centers)
    4 - Worldwide international fret management on all air/ocean/express lines with a air/sea mix from 40% down to 20%
    5 - Supply Chain Planning processes implementation: Days of Inventory down by 15%
    6 - KPI’s: On Time Delivery, Inventories, Supply Chain Costs, Complexity Index
  • Sotralentz - General Manager

    Drulingen 2001 - 2003 1 - Development of a growth strategy based on new activities in the residential market and based on the industrial performance: Sales +15%; EBIT +2%
    2- Industrialization processes entirely reviewed with a new global production layout and tooling
    3 - Financial funds to recapitalize the Company and renew the Industrial tooling
    4 - Business development with new Subsidiaries created in Romania and Germany with plant acquisition with a 12 months ROI
    5 - Development of strategic alliances in France and Germany in products design and tooling
    6 - Development and optimisation of the customers’ service offer with a global solution approach
  • Alcatel - VP Supply Chain & Technical Support

    Paris 1999 - 2001 1 - Global Supply Chain Operational Management on the Enterprise BU
    2 - New business model implementation from direct to indirect sales through a e-Business solution: 97% of order on the Web platform
    3 - Set up a Fourth Part Logistics Solution for the end to end WW Supply Chain activities dedicated to customer satisfaction. Award of the best European Supply Chain by Ernst & Young
    4 - Technical support processes management and transfer of knowledge with externalization in India of support Level 1 & 2
    5 - Post production operations to shorten Supply Chain and minimize inventories: -30% on Working Capital
    6 - One single WW Call & Web Center to manage both to customers complaints and technical support
    7 - End to end management of information flows and SAP R3 migration
  • Olivetti - Industrial Planning & Logistics Director

    1997 - 1999 1 - Global planning management from purchasing and production orders to customers deliveries and invoicing through a full control of information and physical flows of the Company
    2 - Integration of all Raw Material flows in a single lean organisation: 80% of inventory reduction
    3 - Set up the first full integrated SAP solution in Italy : order cycle divided by 2
  • Zenith Data Systems - European Production & Distribution Center Director

    1994 - 1996 1 - Design and implement a central single European Distribution Center closing all local European Centers and transferring activities from Lille to Angers
    2 - New production line design with associated processes to reduce the overall lead time: One week from order to delivery
    3 - Centralization of all inventories and direct shipment to customers : 50% inventory reduction and -4% on COGS


  • HEC

    Jouy En Josas 2004 - 2005 EMBA