Guy Elien
Directeur Conseil, Clarans
Partner in charge of the "Purchasing Practice" with Clarans in Paris. With over 30 years of operational expertise in Purchasing, Supply Chain and Industrial processes optimization, developed within international groups in the areas of: services, engineering, automotive equipment and chemicals.
He has collaborated as Executive VP Purchasing with global groups such as Suez (Utilities and environment); Standard Products Co (Automotive), Dow Chemical (Chemical & Household products) and Dumez (construction)
Since 2008, he advises French and foreign companies in deploying strategic purchasing and in managing change and adapting their organizations to new challenges (centralisation and decentralisation of organisations, relocation of production or sourcing, risk management in supply)
Author of a number of publications on his areas of expertise, such as: The performance measure within purchasing; The company societal evaluation; Sustainable Development and Purchasing; Building up a CSR approach in companies; The another potential of SMEs; How to guide its purchases in ethical and societal practices, etc ...
Speaker at the “Ecole Polytechnique Feminine” and the “Master of International Purchasing” in Paris XI on Strategy and Procurement and extra-financial evaluation of companies.
Large expertise in the negotiation of international contracts of goods, of services and strategic raw materials.
1052 contactsFounded in 2004 by Frederic and Guy Elien, Clarans, an Operational Consultants, based in Neuilly sur Seine (France), account since its creation among its customers of the signs as prestigious as: Vivendi, Calyon, BMG, Pasteur Institute, Degremont-Suez and Banque de France.
And its expertise around its 3 trades develops:
Change Management and Transformation: Alignment of the organisations in their necessary evolution vis-a-vis new challenges (Energies, Sustainable Development, financial safety, etc) and with to the need for adaptation of their collaborators.
Supply Chain: Strategies and Governorships Purchase-Logistics by the standardisation of the operational processes and the management of the new stakes and risks associated.
Data processing: Project control IT and installation of piloting and management tools of the activities of Supply-Chain.
A team of consultants committed with the service to their customers, experienced personnel, force of proposal placing the human one in the center of the company and engage with conviction in the implementation of the operational solutions.
Solids sectoral expertise empowered by two to know-how: the transformation of the organisations and the Change Management.
To contact us: www.clarans.com
2004 - 2007- Functional purchasing responsibility of 18 Business Units – Europe and international
- 3 lines of business: Water Management, Water and Waste distribution, Water and Waste Treatment Engineering.
- Turnover of 11.4 billion Euros
- Purchasing portfolio of 7.1 billion Euros
- Member of the Central Purchasing Management Board of the “Suez Group”
Mission: Definition and deployment of a purchasing policy and strategy capable of maintaining the group’s strategy and its operational growth objective. For what I've developed and implemented :
. A structured and first class purchasing approach (organisation and process).
. An optimum partnership program with strategic suppliers on R&D and business development
. Used and took advantage of the know-how, best practices and capacities of the mature entities, having reached their optimal size, for the profit of the less mature organisations.
.Developed the inter-BU and inter-business line productivity initiatives.
. Reinforced the exchanges of the branch and its subsidiaries with the rest of the Suez Group in the framework of productivity projects.
Key achievements:
. 57 and 55 million Euros of purchasing improvements in 2005 & 2006
. 43 branch framework agreements developed.
. 12 branch initiatives developed each year
. Implementation of financial risk coverage – hedging – on the major commodities
. Increase of 15 to 60% of purchases addressed since the implementation of this organisation
2002 - 2004Drying engineering (patent)
Turnover of 10 million CHF
Mission: Acquisition of a structure, having developed an innovative patent, capable of giving the Degrémont Group a competitive technical advantage.
Key achievements:
Negotiation and signing of the purchasing agreement for 2/3 of stocks and the shareholder pact providing for a pool based on the company’s performance over 3 years.
Reorganisation of the structure by accomplishing organisation synergies centred on a local subsidiary.
Stabilisation of the engineering and validation of performances
1999 - 2004Purchasing and Logistics Director (Executive Vice-President).
Water treatment engineering.
Suez-Environnement Division
Turnover of 850 million Euros
Purchasing portfolio of 550 million Euros
Mission: Equipped Degrémont Group – world Leader of water treatment engineering – with a global purchasing organisation capable of maintaining the operational profitability objectives on complex projects. Through the professionalism of the function, giving greater competitiveness to client offers, bringing new technologies and advanced supplier partnerships
Key achievements:
Purchasing performance > 12% per year over 3 years
25 framework agreements developed and use globally
Deployment of an ERP Management system - Oracle.
Return of the group into profit.
A global purchasing organisation that is recognised and respected
1994 - 1999Standard Products Corporation Group (USA)
Automobile equipment manufacturer of watertight joints
7 factories in Europe.
Turnover of 120 million Euros
Functions :
• Managed French purchasing budget : 480 MF
• Responsible for the implementation and organisation of purchasing activities in the French subsidiary, and the co-ordination of purchasing activities at the European level.
• Definition and development of a purchasing strategy, based on partnership with suppliers and continuous productivity improvements.
• Negotiation of all "strategic" productive goods contracts and operational management of all associated European agreements.
• Implementation of the out-sourcing of "non-strategic" group activities.
• Preparation and installation of a procurement data base for the control and management of activities in standard costs and for integration of the group's French financial reporting into the global system.