Alexis GENEL

En résumé

Entreprises

• Proxima Partners - Managing Partner

  2014 - maintenant Proxima Partners, Votre Supply Chain comme Avantage Compétitif:
  
  - Demand & Supply Planning Management: Mise en place d'un processus Prévisions de Ventes efficace, contruction de la Demande, implémentation de votre schéma d'approvisionnement et de votre process d'approvisionnement, supportés par les outils informatiques appropriés si nécessaire.
  
  - S&OP, IBP: en cohérence avec le degré de maturité de votre Supply Chain, assistance à la mise en place d'un processus S&OP à valeur ajoutée.
  
  - Votre réseau logistique pour le futur: diagnostic de votre schéma actuel, évaluation de plusieurs scenarios logistiques, basés sur vos projections d'activité long terme. Pour les réseaux internationaux (au delà de l'UE), les impacts douaniers (ALE et conditions associées, risques et opportunités) sont pris en compte dès le début.
  
  - Entreposage, en propre Vs. confié à un 3P: Evaluation des performances actuelles, décomposition des coûts: nous vous aidons à décider de la pertinence d'une externalisation sur des bases objectives. Dans le cas d'une externalisation, nous vous accompagnons dans cette démarche (RFI, montage du CdC et de l'appel d'offres, aide à la sélection, montage des flux, transfert, évaluation post-démarrage...).
  
  - Complexité du portefeuille produits: identification des générateurs de coûts de la complexité, des sources d'économies, et mise en place d'un processus de pilotage de la base articles.
  
  Une question, un sujet à partager? N'hésitez pas à me contacter, agenel@proximapartners.eu
  

• BIC - Supply Chain Manager, Middle East & Africa

  Clichy 2010 - 2014 MEA Supply Chain aims to support the Business Growth Goals of this area, part of the Developing Markets zone (with Latin America, Asia and Oceania).
  
  2012 main achievements:
  - Middle East & South Asia:
  First full year of operations from Dubai achieved with positive results: inventory below target (-30%), costs below budget (-20%), first stocktake results outstanding (total discrepancies value 0.0096% ), in a context of best sales growth rate in the last decade for the Area.
  - Lighter transportation: Teamwork with Lighter Manufacturing to promote BIC Lighters Safety resulted in positive response from Dubai Port to welcome these goods with no restrictions during the summer months. Co-operation also enhanced with major shipping lines at HQ and local levels for welcoming on board BIC Lighters.
  - South Africa: Airfreight expenses from Europe cut by 86%
  
  2011 main achievements:
  - Middle East & South Asia: Opening of the new Distribution Center in Dubai (JAFZA): project finalized in March, IT enhancements in May, new subsidiary creation in July, first goods received in September, first sales in October.
  - South & East Africa: implementation completed for new Supply Planning system & process completed in January, new customer order ordering process in February, shipment optimization in April.
  
  2010 main achievements:
  -logistic footprint study: warehousing & transportation costs, leadtimes, logistic performance in the targeted countries, customs duties management, the conclusions of which resulted in launching the following re-organizations:
  - Southern Africa Area extension (implemented in 3 steps: July, October-10, January-11);
  - project launched for creating a Middle East Regional Distribution Center, based in Dubai to deliver 16 countries of the Near & Middle East & Indian sub-continent areas.
  In the meantime operational efficiency improved: Transportation expenses Vs. Sales ratio decreased by 8% in 2010 Vs. 2009 on comparable basis.
  
  

• BIC - Global Planning System Manager

  Clichy 2006 - 2009 Global Supply Chain Task Force, Clichy (92-France) & Shelton (CT-USA).
  Reporting to the Group GPS Project Manager.
  “Participate to overcome the increased challenges of a Global Supply Chain by improving communications, teamwork and information exchange”
  
  Challenge: The plants provide goods for all countries. But organizations, processes and information remained local.
  Project: Define then implement, in co-ordination with Supply and IT teams, Europe and USA, Supply Chain Processes and Systems to be shared on a Global scale.
  Result: Creation and implementation of the «Global Planning System» project:
  
  Project Components:
  
  Item Database: WID, «World Item Database», with unified management rules.
  Management rules definition, implementation by IT of automated checks. 85,000 items.
  
  Reporting: SCORES, «Supply Chain Operations REporting System»
  Consolidation and restitution of Supply Chain data from item and location detail, in volum and value.
  Global Supply Chain reporting implementation for Group Leadership team and Supply Chain teams.
  WID & SCORES now cover Europe, North America, Brazil, Argentina, China.
  
  Supply Planning: «Manugistics GPS»
  Modelization designed by US team, upgraded for inter-company planning with Europe.
  Integrated with ERP's, WID IDB and SCORES Reporting.
  Processes harmonized at global level.
  Implementation in Europe: 7 plants, 40 suppliers, 10 DC's, 20 countries, 6,000 Finished Goods.
  
  Role and responsabilities:
  Item database and Reporting: Leadership of these 2 components.
  Supply Planning:
  Design in co-ordination with USA & Europe;
  Monitoring of Europe implementation.
  
  Sustainable Supply Chain: the Global Planning System also brings added value for the Sustainable Development program:
  Creation of Sustainable Global Reporting: volumes by packaging types;
  Logistics network design: decisions impacted by Sustainable Development goals.

• BIC - Supply Chain Processes & Systems Manager

  Clichy 2003 - 2009 Supply Chain Europe-MEA, Clichy (92). Position cumulated with Global Planning System Mgr since 2006.
  Reporting to Europe Supply Chain & Customer Service Director.
  
  Challenge: Support Supply Chain Operations Teams in Europe, by implementing processes running with the appropriate systems, to manage the Supply Chain efficiently.
  Guidelines: Solutions are designed in a flexible way, adaptable to changes. Simplicity, efficiency, data integrity, data alignment, user-friendly, time saving, cost saving, speed, are constant objectives.
  
  2004-2009: Logistic Network simplification, in co-ordination with physical logistics.
  
  2002-2007: Participation to ERP Europe roll-out and support(J.D.Edwards EntrepriseOne 8.10)
  Supply Chain business key user. 18 countries implemented
  
  2004-2006: Supply Chain Reporting creation implementation (Cognos based).
  Inventory, Sales, Customer Orders and Sales Forecast data consolidation for Europe activity.
  
  2003-2006: Member of the Global Supply Chain Team.
  Think tank with Europe, USA, Mexico and South America Supply Chain Managers.

• BIC - Supply Chain Support & Studies Manager

  Clichy 1999 - 2003 Supply Chain Europe-MEA, Clichy (92).
  Reporting to Europe Supply Chain Director.
  
  2001-2003: Europe Supply Planning implementation and support.
  Participation to solution choice (Manugistics 6.1);
  Processes design, implementation management
  
  2001-2003: Europe Item Master creation: Master for IS, Internal item catalog.
  Definition of Contents and Management Rules, information flows to the other IS.
  Definition and roll-out of the Centralized Item Creation Process at European scale.
  Key Performance Indicators implementation.
  
  2000 (6 months): France Supply Chain processes review.
  Inventory reduction action plan. Inventory level control process implementation.
  
  1999-2001: Sales Forecasting Process implementation for 16 European countries.
  Sales Forecasting Process creation for the countries, choice of system to implement.
  Users training and solution implementation for all countries.

• L'OREAL - Plant Supply Chain Manager

  PARIS 1997 - 1999 Consumer Products Division, St Quentin Plant (02-France)
  Reporting to the Plant Director.
  160 millions Finished Goods per year, 1,200 FG items, 3,000 components, for Europe and Japan.
  
  Manufacturing Production Scheduling and Material Requirement Planning management.
  Participation to the European Industrial Transfert Project (8 factories included).

• L'OREAL - International Supply Chain Manager, Ralph LAUREN Perfumes

  PARIS 1994 - 1997 Perfumes Division (PCI, Parfums&Collections International), Neuilly (92-France)
  Reporting to the International Supply Chain Manager, PCI.
  
  2 plants located in the USA, 1,000 different items, 30 countries in Europe, Asia, Oceania.
  
  Markets needs consolidation , plant MPS design with the plants, New Products launch co-ordination.
  Participation to International Supply Chain ISO 9000 certification.

• L'OREAL - Plant Production and Supply Planner

  PARIS 1992 - 1994 Consumer Products Division, Moscow Plant, Russia
  
  Plant Production and Supply Planning:
  Implementation of a new production unit of hair dying products.

Formations

• Institut Catholique Des Arts Et Métiers

  Lille 1987 - 1992

Réseau

• Alexandra MALAK (NÉE DUDOUET)

• Constance DUPIN

• Cynthia COMBE

• Eric DE SAINT LAURENT

• Laurent BATAILLE

• Louis-Serge REAL DEL SARTE

• Pierre MONTAUBIN

• Sandrine POUVREAU

• Sber SAR

• Thierry BOURASSEAU