Supply Chain Organization and Management sprl

TVA BE 818 290 218 - RPM Huy

 

 

 

References:

Blue Limestone Extraction

Exclusive VIP Armored Limousines

Data Co-location Center

Grinding industry

Health care industry

Training centre

 

 

EMEA Customer Service Centre
Coaching of the customer project team: develop a mission of the customer service centre, streamline the order fulfillment process, set-up key performance indicators, business continuity management

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Customer Service Centre Europe
As director of the European Customer Service Centre the following was realised:

· Concept design and develop the business case, sell the concept to the corporate management team, negotiate
with local General Managers in all concerned markets.

· Define the strategic vision
The vision included the European customer order management, the information management, complaint handling, handling and shipment of free sample orders. The concept was based on the one=-stop-shopping concept and included tele-sales activities.

· Implementation and Recruitment
Define the competences needed, start the international recruitments, define the salary packages including bonus systems for employees, special tax packages for expatriate employees and negotiate the tax implications with competent authorities. Creation of 62 new jobs in Belgium.
Implementation of Customer Service operations and implementation of service agreements with domestic General Managers. Running the centre including a yearly operational budget of 4M€.

· Construction of new building
Total budget of 1,2 M€, select construction companies, follow-up of construction progress.

· Implement quality follow -up and balanced scorecards

· Personnel
Develop and run training programs and develop carrier plans for the personnel of the centre.

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Customer Service Centre North America
In Canada the whole order to bill process was outsourced to a 3rd part company.
For the USA the Order to Cash process has been outsourced with an annual cost saving of 2,5 MUSD.

The implementation included the definition of the business case, the management of the request for service activities with 3rd party logistics providers in the USA, commercial negotiations, conclusion of contracts, and transfer of skills.
The operational responsibilities included the coaching and training of the 3rd party resources and local team, define and implement logistics and service related Key Performance Indicators. Yearly operational budget of about 8MUSD.

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Logistics aspects of business acquisitions
Study of logistics services provided within the industry and benchmarking of competitor services.

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SAP SD and FICO implementation
Project responsible for SD implementation at the Customer Service Centre (see above)
Project responsible for SD and FICO implementation at the Service Centre in Singapore and Australia.

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Lead-time project management
Analysis of the lead-time related implications from raw material supplier towards finished ready-to-sell product. Mapping of supply routes, frequencies of transport and related lead-times.
Achievement: Stabilisation of lead-time and ongoing reduction

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Order and order line fill rate improvements
Achievements: order and order line fill rate improvements from below 75% towards 95%

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Business continuity management (BCM)
Develop a business continuity plan model and implement the BCM in Singapore and Australia.
Training and coaching of teams.

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Implementation of Distribution Centre in North America
Defining the request for service related to a warehouse concept for North America based on the Customer's service requirements.
Selection of service companies, implementation of processes in order to run the manual warehouse in the most efficient way and quality follow-up.
Achievements: service improvement from around 60% towards 95%, cost saving of 2,5 MUSD for the global Order to Cash process.

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Implementation of Distribution Centre in Asia
Design and implementation of the logistic structure and supply flows from factories towards Asia/Pacific region, reducing the lead times by 10 weeks for the customers.
Definition of the business case, the management of the request for service activities with 3rd party logistics providers all over Asia, commercial negotiations, conclusion of contract, implementation of manual distribution centre and transfer of skills.
Training and coaching of domestic teams: logistics flows, customer service attitudes.

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06-08/2006 Management and administration audit of a Training Centre, OCA, Antwerpen
The organisation audit of the internationally known training centre covered all administrative aspects related to the day-to-day activities of the centre and the organisational aspects of the trainings in Belgium and The Netherlands (information flows from training registration to course and training preparation).
The audit also included management advice for the future evolution of the centre.

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07/2007 - 11/2008 Transition Management: Supply Chain Director EMEA, Brussels
reporting to the World Wide Supply Chain Director located in the US, responsible for the Inventory Planning and Warehouse & Distribution for the EMEA region, for the Line management of the Supply chain team (3FTE), European DC’s, Tied-up Capital and operational Budget.

Implementation of the new European DC located in Antwerp, based on optimized processes (all data transactions between SAP and supplier’s system via SAP IDOC).

Project management, setting-up the contract model, phasing out of activities with previous supplier, stock transfer and seamless transition from previous supplier towards new organization. Successful ‘Go-live’ end October 2008.

Line management and coaching of the Supply Team:
o Goal and performance level management for the team.
o Coaching and promotion of one of the Inventory Planning team members towards the position of Supply and Distribution Manager to CaridianBCT in Sydney, Australia.
o Recruitment of the Supply Chain Manager EMEA, job training and transition to job ownership.

Transition Management within the Customer Operation team (Supply Chain), providing management guidance and coaching to the Inventory Planning team and Freight and Warehouse Manager. Assisting the Inventory Planning team in the daily operations, as well as streamlining the existing material flows, optimising the supply lead-time, initiating and implementing stock alignment and process optimisation with 3rd party warehousing service provider.

Initiation of the Request for Service regarding the European Warehousing structure, analysis of the responses and selection of the new partner, drafting the model for Freight Purchasing and providing management support to the Freight and Warehouse manager.

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09/2009 - 11/2009 Transition Management: Project Management, Magotteaux Liège
Optimization of the Logistics and Distribution strategy. Map the different product flows and costs (RM, Finished goods), identify improvement potential, and launch a Request for Quotation regarding international Sea and European road freight. Establish evaluation criteria and Service Level Agreement.
Define and suggest corporate Logistics cost follow-up model.


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11/2009 - 12/2010 Transition Management: Order To Cash optimization, Bracco Imaging Waver
Optimization of the outsourced Order to Cash process, describe and implement process control regarding invoicing, customer conditions, master data, forecasting. Implement and improve the complaint process, KPI's and corrective actions. Coaching of the local Planning team. Simplification and streamlining of the price and discount strategy for the Benelux market. Design and propose a plan for re-launching the market presence and strategy in the Netherlands. Service analysis regarding potential partners for Order to Cash services.
Define and suggest corporate Logistics cost follow-up model.


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09/2010 - 01/2012 Transition Management: Facility Management, Interxion Brussels
Facility Project Management for the Co-location data center based in Brussels, design & implement a process flow for Order to Cash activities, various site improvement projects related to facility management, ISO and BCM procedure optimization and audit, Vendor Management - review and negotiation of major supplier contracts terms, Management support and coaching.



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01/2012 - 08/2012: Transition Management: Otimization of Production Process Diasource
Optimization of the production related processes, efficiency improvement within the production flow from Procurement to Delivery. Process streamlining within Procurement, Production and Shipping departments. Change management, back to basics within production by aligning the floor shop towards proven Business Processes and in line with ERP possibilities and requirements (raw material requirements, planning and scheduling, stock management, inventory control, dispatching of customer orders).





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12/2012 - 02/2013: Transition Management: Carat Duchatelet
Installing a standardized working methodology within the R&D department, creating the necessary tools generating optimized management of the milestones, the budget, the technical alternatives, and risk management of each project in order to better anticipate and become more aware of the cost, the potential impact on profitability. Set-up a light-pragmatic PMO system (based on Prince 2) and project follow-up tool (MS Project). Management &Team coaching, installing a dynamic working atmosphere by stimulating and implementing a better communication and team work.



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03/2013 - 01/2014: Transition Management: Carrières du Hainaut
Optimization of the procurement process, implementation of new process flows for the various procurement types, implementation of agreed supplier partnering with substantial cost reduction through global approach, change requests for ERP improvement in order to cope with agreed supplier concept, implementation of Procurement KPI's, team coaching.

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04/2014 - 12/2014: Transition Management: Halyard Health formerly known as Kimberly-Clark Health Care
Responsible for the operational management of a team of 4 Demand planners, Logistics Manager and Procurement and Trade Compliance Manager, reporting to the VPO Supply Chain in the US. Responsible for delivering 97.5% service level, 0.3% logistics complaints, $2MM annual savings and a DIO of less than 70days. A key objective of the role is to align the supply chain function with the commercial strategies and to ensure that the function is a partner to the sales and marketing teams and the distributor networks as well as the Global Product Supply team. The position is responsible for balancing service and TCO (total cost of ownership). Plan and execute the Purchase to Pay process for the spin-off of the Health Care business from Kimberly-Clark in order to become a stand-alone company known as Halyard Health, listed at NY stock exchange. Implement the Procurement & Trade Compliance function for the new company assuring contract management for direct and indirect spends, optimal customs duties (potential savings of 700K€), as well as the definition and transition towards a new warehouse and distribution network in South Africa. Recruitment of the new Procurement & Trade Compliance Manager, as well as the Head of Supply Chain EMEA, job coaching and transition to job ownership.



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