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MATIS AEROSPACE
- SUPPLY CHAIN MANAGER
maintenant
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MATIS AEROSPACE
- BOEING DEPARTMENT HEAD
2014 - maintenant
Responsible for increasing productivity, quality performance and yield through the application of lean manufacturing processes and continuous improvement. Also in charge of controlling the production processes and leading a dedicated assembly production team.
Making sure that products are produced on time and are of good quality.
Overseeing the production process.
Administrating production costs, billing reports and budgets.
Managing and developing a production team.
Agreeing weekly production plans and targets.
Managing production budgets and costings.
Implementing best practice production and manufacturing methods.
Ensuring the health and safety of all employees and visitors to the facility.
Liaising with the key stakeholders to build trust and credibility.
Managing large scale operational contracts.
Identifying staff training needs.
Introducing innovative manufacturing processes.
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MATIS AEROSPACE
- SUPPLY CHAIN MANAGER
2010 - 2014
As an Operational committee member, I'm in charge of procurement team, transportation, custom clearance, purchasing, warehousing & Supplier quality/logistics
Management of ~100 employees
Ensure coordination of the different actors of the Supply Chain (planning, procurement, warehouse, transportation etc.) in order to meet objectives in term of stock, missing parts and customer OTD
* Manage and develop the Supply Chain teams responsible for procurement, warehouse, kitting, S&OP-MPS, customs and transportation
* Lead and sponsor Supply Chain improvement actions with Lean Manufaturing team: stock reduction, accuracy of inventory, new logistics solution (kanban, min-max, vmi), shortage reductions, planning accuracy, pre-procurement accuracy
* Implement, together with IT specialists, changes and evolution in the IT systems related to Supply Chain (ERP)
* Follow up on Supply Chain performance (Supply Chain scorecard) and consolidate reportings on a regular basis to report to European wiring division Supply chain Direction
* Follow up on suppliers performance in coordination with the SQL and SPM team
* Follow up on customer OTD in coordination with production and program teams
* Follow up on Transportation optimization in coordination with Finance Team
Cadbury Morocco KRAFT FOODS - Casablanca, MA ,
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MATIS AEROSPACE
- SUPPLY CHAIN MANAGER
2010 - maintenant
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Cadbury
- Planning & S&OP Manager
Paris Cedex
2008 - 2010
Leadership position in a global business reporting to the regional S&OP leader with responsibility for Raw & pack materials planning. This assignment is including production planning and scheduling, demand forecasting alignment with commercial department, RM & PM inventory management, suppliers order management and SOP (sales/operations planning) process.
Led the business SOP (sales/operations planning) process that drove manufacturing plans (production, capacity and inventory plans), sales plans (forecasting, bookings and shipments), sourcing plans (raw, packing materials & imported products), financial plans (budgeting & financial outlooks) and impact/contingency analysis.
Responsible for processes that translated raw sales forecasts into meaningful demand forecast for use in capacity planning, production planning and inventory planning.
Developed strong analytical and presentation skills as a key member of the group responsible to develop, assemble and present the business Monthly status/progress updates to divisional and corporate management.
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CADBURY
- PLANNING &S&OP MANAGER
Paris Cedex
2008 - 2010
Planning & S&OP leader:
Leadership position in a global business reporting to the regional S&OP leader with responsibility for Raw & pack materials planning. This assignment is including production planning and scheduling, demand forecasting alignment with commercial department, RM & PM inventory management, suppliers order management and SOP (sales/operations planning) process.
- Led the business SOP (sales/operations planning) process that drove manufacturing plans (production, capacity and inventory plans), sales plans (forecasting, bookings and shipments), sourcing plans (raw, packing materials & imported products), financial plans (budgeting & financial outlooks) and impact/contingency analysis.
- Responsible for processes that translated raw sales forecasts into meaningful demand forecast for use in capacity planning, production planning and inventory planning.
- Developed strong analytical and presentation skills as a key member of the group responsible to develop, assemble and present the business Monthly status/progress updates to divisional and corporate management.
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PROCTER & GAMBLE
- CATEGORY SUPPLY PLANNER
Asnières-sur-Seine
2004 - 2008
Category Supply planner North West Africa:
Overall responsibility to develop and implement logistics and processes in support of a global business unit including production planning, customer service, distribution, inventory and order management functions with the objective to manage, execute and develop the logistics processes in a cost-effective, customer-focused manner.
- Key actor in the organizational transition from a “functional-silo” approach to a “multi-functional” approach to achieve more effective business groups that favorises the exchanges of expertise and generates additional savings through better decision-making.
Key member of effort to introduce a MRP system and concepts into the organization while successfully leading the adaptability of Paper Category planning/scheduling, sales forecasting processes.
- Successfully led annual inventory reduction in Paper Category through a more focused and analytical approach to slow moving and obsolete product.
Key interface with different sourcing Plant:
- Weekly conf calls, alignment of procurement plan.
- Quarterly Review of inventory parameters.
- Yearly updates of the Service level Agreements.
Artwork Process Leader North West Africa:
Responsible for the artwork development planning and scheduling of all P&G brands. Hired, in a position creation, as part of efforts to improve overall results and more successfully assimilate the business reactivity to Market.
- Established core processes and business practices around Artwork planning, scheduling and forecasting that had failed to exist prior, resulting in a significant improvement in costs and credibility.
- Created metrics and reporting tools around the artwork planning/scheduling processes to improve information visibility and enhance the ability to set, measure and track goals.
- NWA Artwork processes are the benchmark is the CEEMEA Region with 9, 2 in P&G annual audit. (2 successive years). NWA Processes for Artwork planning were rolled out for standardized use on a regional level.
- Led effort to improve Right the first time/on-time delivery to a sustained 97% average.
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P&G
- Supply planner
Asnières-sur-Seine
2004 - 2008
