Achievements

Business Development

Our client, an industrial group near Paris, is a major player in the construction sector with a global reputation. As part of its organic growth, the group has taken the initiative to diversify its activities by creating a division dedicated to renewable energies. In order to do this, it is relying on its network of 130 offices spread over 60 countries....

Duration : 12 Months

"Our client is a French group, operating in the metallurgy sector. In the context of a merger of a number of entities, the group uses the services of a transition manager to rethink the organization of its supply chain..."

Manufacturing its products on demand, this manufacturer places the supply chain at the heart of its organization. This just-in-time approach to operations, combined with site locations distributed over three continents and eight countries, drives the company to optimize its supply chain function.

 

In parallel with this project, a merger of several entities has convinced the group to call upon the services of a transition manager, to provide:

• Responsibility for the organisation, scheduling and optimisation of physical and administrative flows, in accordance with the rules specified in the flow designs
• The organization and co-ordination of the different logistics services in each country
• Co-ordination, with the support of the Quality, Manufacturing and Purchasing departments, establishment and management of sub-contracting flows, in order to provide optimum client service at optimum cost
• Organization, implementation and management of flows in products and semi-finished purchased products for conversion/resale.

 

All of which, while ensuring responsibility of the supply-chain and the link with its reorganisation.

 

Story-board:

 

The first intervention month took place at the various international sites, so that the manager could become immersed in the specific characteristics of each of them, and understand the specific requirements of each market and client expectations. This immersion phase enables the transition manager to understand the management of existing flows.

 

The second phase of the assignment will enable the transition manager to implement an inventory of the supply chain as well as their relations with the Quality, Manufacturing and Purchasing departments.

 

In order to achieve this, the model is taken from the audits previously carried out at the different sites by an external body, comparing them with their own individual observations.

 

The issues for the assignment are threefold: the manager must assume responsibility for the role, must optimize it, while preparing it for transformation, associated with the internal merger.

 

In 6 months, the use of a transition manager has enabled the enhanced reliability and optimisation of the role, while meshing its external perspective and the company's practices: the transformation has thereby been significantly facilitated, the evolution of processes having been anticipated.

Duration : 12 Months

"Our client is a French group, operating in the metallurgy sector. Within the framework of a merger of several entities, the group uses the services of an interim manager to rethink the organization of its Supply Chain... "

By manufacturing its products on demand, this manufacturer places the Supply Chain at the heart of its organization. This just-in-time operation, combined with the fact that its industrial sites are spread over three continents and eight countries, motivates the company to optimize its Supply Chain function.

 

In parallel to this project, a merger of several entities convinced the group's management to use the services of an interim manager to ensure :

• Responsibility for the organization, planning and optimization of physical and administrative flows, according to the rules defined in the flow designs
• The organization and coordination of the different logistic services in each country
• Coordination, with the support of the Quality, Industrial and Purchasing departments, of the implementation and management of subcontracting flows, in order to ensure the best customer service at the best cost
• The organization, implementation and management of the flow of products and semi-finished products purchased for processing or resale.

 

All this while ensuring the responsibility of the supply chain and the link with its reorganization.

 

Story-board:

 

The first month of intervention takes place on the various international sites so that the manager can immerse himself in the particularities of each of them, and understand the specific requirements of each market and customer expectations. This immersion phase allows the interim manager to understand the management of existing flows.

 

The second phase of the mission will allow the interim manager to carry out an inventory of the Supply Chain function as well as its relations with the Quality, Industrial and Purchasing departments.

 

To do this, it draws on audits previously carried out on the various sites by an external body and compares them with its own observations.

 

The challenge of the mission is threefold: the manager must ensure the responsibility of the function, optimize it, while preparing it for the transformation linked to the internal merger.

 

In 6 months, the use of the interim manager made it possible to make the function more reliable and optimize it by combining his external view with the company's practices: the transformation was greatly facilitated, as the evolution of processes was anticipated.

Duration : 12 months