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Johann BERTRAND

Paris

En résumé

Global purchasing Director

Over 15 years in international Purchasing of which 3 years inRussia

Mes compétences :
Convincing & Influencing
Supply Chain
Change Management
Procurement
Tendering
TCO management
Six Sigma
Risk Management
Risk Assessment
Multi-cultural management
Logistics
Lean Manufacturing
Global Commodity Management
Cross cultural management

Entreprises

  • General Electric - Tendering Sourcing Director

    Paris 2014 - maintenant Scope of responsibility:

    • Purchasing and Supply chain activities at business level covering 3 clusters and 6 P&L regions

    Member of the Purchasing and Supply Chain Steering committee
    Ambassador of the change management

    • Competitiveness of the global supply chain
    • Products cost reduction program
    • Marketing intelligence
    • Tender and S&OP management

    Missions:

    Secure competitiveness of the global supply chain from tendering to execution
    Results:
    Contingencies for risk decreased by 31% (2 years program)
    Industrial scheme & Make or Buy policy stabilized from tendering to execution phase for 75% of projects executed
    Global Frame agreements validity period extended from 1 year to 2 years
    Successful qualification of new Key suppliers for off shore activities and countries at risk

    Drive Products cost reduction plans
    Results:
    Variant designs reduced by 20% on key equipment through platforming, deep dive standardization and redesign to cost approach
    Volumes bundling and global negotiations for 13% positive impact on IFO (3 years program)

    Lead Tender and S&OP
    Results:
    Forecast management tool deployed covering 75% of the total spend
    Sales and Operations planning process and reviews deployed among all regions
    Sustainable organization with regional leaders in place, global processes and tools deployed

    Provide market intelligence (products & competitors) for the business
    Results:
    Sourcing price benchmark deployed for each key commodities including Economic outlook and price curves
    Exclusivity agreement signature for the supply of a new product (technical innovation) with a key partner

    Segregation of Purchasing and Procurement activities
    Results:
    Reorganization of the supply chain operated successfully within 9 months
    300 persons with new roles and responsibilities defined, missions and objectives deployed

  • ALSTOM GROUP - Sourcing & Supply Chain Director Russia & CIS

    Saint Ouen 2011 - 2014 Scope of responsibility:
    Sourcing, Purchasing, Procurement, Transport, Customs, Logistics, Supplier Quality, Operation Planning

    Mission:

    Create and develop for a new region (P&L) a sustainable and efficient Supply Chain
    Results:
    Supply chain team fully operational through knowledge transfer, trainings, tools and processes from the Group
    100% integrity business through strong Ethics & Compliance management: Sustainable Dev., internal audit, alert process and advanced due diligence
    Successor hired, trained and operational before my return to France
    ISO certification passed successfully (Afnor certification) – SAP (Group ERP) deployed from Request to Invoicing
    Define and deploy the 3 Years Plan for the region
    Results:
    Corporate Sourcing Strategy deployed accordingly in the region, adapted to local regulation
    60% performance on Spend localization – 96% on OTD, no major Quality issue
    First Key suppliers qualified by local teams after 9 months of business (previously done by corporate teams)
    BpD (Business plan deployment) in place with regular follow-up and mitigation plan on each key KPIs
    (Safety, People, Quality, Responsiveness and Cost)

    Establish a Joint Venture with our partner (State Russian Company) including the construction of a manufacturing unit
    Results:
    Internal Purchasing Agreement signed between the 2 entities (legal statement, seal binding process, T&Cs…)
    Capex/Opex: 35M€ budget managed for the construction of the manufacturing building + 35M€ for machine tools
    Partial success (factory construction stopped) as business put on hold due to geopolitical environment

  • ALSTOM GROUP - Tendering Sourcing Manager EMEA, Russia&CIS

    Saint Ouen 2009 - 2011 Scope of responsibility:
    700 M€ spend/year - Organization in 4 zones and 14 units covering EMEA and Russia&CIS markets

    Missions:

    Create and develop the regional organization
    Results:
    Process: deployed in all 14 units – efficiency increased by 7% through simplification of approval workflow and new definition of roles & duties between units (organization by product line instead of commodity)
    Tools: Development of a risk log management system to follow-up tender performance, risks and opportunities, load
    People development: sustainable team organized in matrix – flexibility and reactivity improved

    Improve competitiveness at tendering stage / Secure margin for project execution
    Results:
    Key supplier panel developed in new Sales area (Turkey, Israel, Iran) with 100% secured off shore supply chain
    Cost of equipment reduced by 6% through global Frame agreements and Spot negotiation (China mainly)
    Sourcing strategy implemented in more than 75% of tenders submitted
    Industrial scheme and Make or Buy policy deployed based on global industrial footprint
    Risk & Opportunities with mitigation plan defined for each Key Commodity
    OTD secured at execution through large deployment of LOI

  • ALSTOM GROUP - Commodity Buyers Manager

    Saint Ouen 2007 - 2009 Scope of responsibility:
    Leader of the Commodity Buyers team (80M€ budget - 15 buyers)

    Missions:
    Reduce equipment cost & secure execution of projects
    Results:
    Sourcing Strategy defined for Mechanical Systems and Mechanical Components commodities
    Supplier panel rationalized (reduction by 30% within 2 years)
    Internationalization of purchases in low cost countries -> from 3% the 1st year to 40% after 2 years
    OTD improved from 65% to 85% through Supplier load management tool and new business allocation process

  • ECM Technologies - Purchasing Manager

    Grenoble 2005 - 2007 Scope of responsibility:
    Management of the Purchasing department (20M€ budget and 5 buyers)

    Missions:
    Support growth of the business – develop the team
    Results:
    Internationalization of purchases in Eastern Europe mainly: Cost decreased by 7%
    Outsourcing implemented: from in-house design to supply of complete sub-systems (electrical cabinets, heavy mechanical loader and trolley)
    Supplier panel reduction and optimization through bundled volumes and long term business allocation
    Optimize logistics process through lean procurement approach

    New ERP deployed to ensure integrity of the supply chain (from request to invoicing and inventory management)
    Implementation of the quality management system for the purchasing process
    Preparation for the ISO certification (passed) - Framework agreements negotiation

  • RADIALL - Key Commodity Manager

    ROSNY SOUS BOIS 2001 - 2005 Scope of responsibility:
    Lead a team of Commodity Managers for plastic molding and stamping commodities (22M€) for the 4 businesses

    Missions: Propose, Optimize, communicate and Implement a competitive sustainable Global Sourcing strategy

    Results:
    Management of an international purchasing team (Asia/US/France - 6 buyers)
    Increase of LCC spend (Asia area mainly) by 20% and 8% cost reduction the 1st year
    Development of key logistics agreements (consignment, dock to shop with VDI …)
    Qualification and development of new Key global suppliers (China & Taiwan mainly) for new products
    Product&process FMEA deployment, PPAP and 8D report to support supplier development strategy
    Monitoring and Improvement of suppliers performance: Total Cost of ownership, Delivery, Quality and Innovation

Formations

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