Profil Grande Ecole de Commerce, trilingue, acheteur stratégique
Mes compétences :
Achats
Automotive
Procurement
Entreprises
Nestlé
- Acheteur
Marne La Vallée Cedex 22017 - maintenantDépartement achats directs pour le compte de Nestlé Suisse
Pentair
- Acheteur stratégique
Minneapolis2016 - 2017Acheteur stratégique département achats directs au sein de la branche filtration des eaux
Rehau
- Strategic Buyer
Morhange2012 - 2016- Structure the building of the panel
- Panel management and RFQ process
- Manage the global suppliers productivity
- Negotiate and implement general agreements with the main suppliers
- Ensure the reporting
Faurecia Interior System
- Program Buyer
2010 - 2011-Contribute to the conception of the offer to the customer: participate to the offer conception phase/Pre-Requisition for Quotation Approval (RFQA).
-Initiate technical reviews with the suppliers, together with Supplier Quality, involve the suppliers in the design of the product.
-Manage performance follow-up during the acquisition phase: manage suppliers, compare costs with objectives, negociate, ensure quality and manage risks, meet delivery deadlines.
-Make sure the commodity strategy is well followed, work in accordance with the Program Purchasing targets.
-Analyze make of buy scenarios.
-Freeze the purchasing cost for the IBP, make sure that the offer to the customer is built with all purchasing inputs.
-Coordinate Global Acquisition: make sure quotes from all areas are consistent, lead the acquisition for purchasing side, follow the Global Acquisition process.
-Ensure the transfer of the program to the Program Buyer after award and initiate the Steering Committee.
Faurecia Interior System
- Acquisition & Program Management VIE
2008 - 2010During two years I was given the opportunity to benefit from a relevant graduate program experience with an international exposure in the Program Management team of the Daimler Division (Hagenbach-Germany).
-Project Management: My main mission was to support two Program Managers throughout the development and launch phases of our customer’s Program Mercedes SL Class.
-Margin Improvement: The automotive industry relies on a high optimization of its production. The plants are all connected to our customers via a Just in Time system. This implies a complex tie between production sites and development centres around the world.
-Management Tools: I have been trained to use the Faurecia Program Management System (PMS), Microsoft Project, SAP and Galileo
Lafarge Roofing
- Trainee Product Manager
2008 - 2008My task during 7 months in this global leading construction company was to replace a senior Product Manager during her maternity leave. I was given two product portfolios; “concrete” and “flat clay” tiles, which included 14 references.
-Marketing Studies: Analysis of the development trends via field and market surveys, conception of commercial documents and industrial product standards.
-New product launch: After market analysis, commercial and industrial launch of new products on the French and Belgium markets and follow up of commercial success.
-Quality and Production control: Control and validation of large Concrete and Clay tile production campaigns of Lafarge Plants across France and Germany (8 production sites).
Formations
University Of Ballarat (Ballarat)
Ballarat2006 - 2007Post-graduate Master of Business Administration
Capilano College (Vancouver)
Vancouver2005 - 2006People Management and Communication in International Business (Summer Session)
