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Aristide : Directeur des Operations et de la Supply Chain
1150 € HT par jour
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Profil mis à jour le : 05/02/2019

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Aristide

Directeur des Operations et de la Supply Chain

 0 avis
Paris — 46ans

Note Globale    

Manager expérimenté de la supply chain et des opérations, je suis à la recherche de mission de transition en France ou à l’étranger.

Aristide

46 ans

Paris

Directeur des Operations et de la Supply Chain Aristide

Expériences professionnelles

 

MUMIAS Sugar Company
Manager Supply Chain and Manufacturing Operations

Fév 2018 - Sep 2018

Nairobi.

Accelerating business result :

MSC strategic plan 2022 has outlined Key Strategic Results Areas which includes Factory and Cane Optimisation, Logistics optimisation and procurement excellence. There was a critical need for an experience Supply Chain Director to Accelerate the project.

Role Description: I led factory optimisation stream, Logistics stream as well as the procurement redesign streams. I also led the implementation of Demand planning, and S&OP (monthly and weekly cycles) for Mumias.


LOOKCYCLE - Nevers (58000)
Supply Chain Director, M&A

Juin 2017 - Déc 2017

Activa Capital took a majority stake at LOOKCYCLE a French Manufacturer of Bikes and decided to Design and implement a new integrated Supply Chain Organisation with customer supply chain (Demand planning and order management), an efficient Manufacturing supply chain (Design and implementation of new industrial networks), Logistics and supporting processes (Implementation of S&IOP both Monthly and weekly processes as well as supporting Tools).

Role Description: I led the design and validation of the new supply chain organisation (objectives, strategies, tools and resources). I have Work on the implementation of Demand planning, and S&OP (monthly and weekly cycles), MPS and DPS.I have also design and implement the new global industrial network (bike assembly plant) for LOOK manufacturing, including a new logistics product flow


SC JOHNSON - Paris (75000)
Supply Chain Sub Sahara Africa operations turnaround

Jan 2015 - Nov 2015

Following a Global Reorganisation of SC Johnson, new processes, structures and Tools had to be implemented. For the supply chain I had to transition the Africa Region into the global the new processes and share service centres, as well as lead the SAP implementation for Supply chain processes

Role Description: I provided Leadership and operational effectiveness to operations teams for the cluster. (3 manufacturing sites and 20 exports countries). I led the transition into the Global share service for Order management and planning, successfully reorganized and implemented a centralized organization, reduced working capital by 20% ($3M), reduced logistics Fix cost ($1M) by closing 2 Distribution Centres.


Diageo
Supply Chain and Operations Director

Août 2012 - Août 2014

Douala, Cameroon

(2 plants,1.4 Mio HLS, 3DC, 25stocking points)

Managed end to end supply chain and manufacturing operations producing beer, soft drinks and Ready to Drink alcohol. Overseeing Procurement, Manufacturing (Brewing/Packaging/Maintenance/ Quality), as well as Planning, Logistics and Distribution with a staff of 7 direct reports and 450 indirect reports.

  • Successfully turnaround total business performance by reduced COGS by 10% (£12M) and improving quality: designed and implemented a new flexible workforce organizational structure (reduction of 130 FTE out of 450 FTE), reduced waste by 50% and improving OEE by 9pp through improved maintenance and asset care in brewing and packaging, short interval control and team focus, Improved quality ranking from 9th out of 11 sites to 2nd of out 11 sites.
  • Reduce Logistics cost by £5M, Inventory by 15% (£4M), port demurrage and detention by £0.5M /Yr.
  • Significantly reduced accident by 70%, by implementing the severe and fatal accident prevention program

Diageo
Procurement and Logistics Director

Avr 2008 - Juil 2012

East Africa, Nairobi, Kenya

(4 operating companies, 5 Breweries, 1 Malting plant and 1 glass plant), Agri procurement

Regional Procurement role, reporting into the Global Procurement Director. Responsible for all material and services sourcing, (category management, supplier management, contract negotiation), warehousing, logistics, material planning as well as malting plant. Direct management of the Malting Plant, Management of 5 Regional Commodity Managers and 68 indirect reports. Annual materials spend £ 400 Mio.

  • Successfully reduced annualized Total Cost of Ownership (TCO) by 30% with more than £45M savings over 3 years by implementing rigorous category management and sourcing strategies, and improving supplier performance management
  • Improved controls and compliance standards as demonstrated by 3 satisfactory audits.
  • Reduce logistics costs and improved the working capital position by £40M (25% reduction inventory) by designing and implementing consignment stocking and supplier financing.

Nestle
Supply Chain Director Ghana

Jan 2007 - Avr 2008

(1 plants, 2 DC, 80 Stocking points, 10 International customers).

Responsible for all aspects of operations and supply chain, managing 70 people in customer service, planning (DP/DRP/Production Planning), Logistics and Distribution, Operational Procurement, and Logistics. Ensured continuity of supply for a 24x7 manufacturing and distribution operation.

  • Successfully implemented a lean supply chain, reduced working capital by 20% ($10M), reduced logistics Fix cost ($2M) by closing 2DC and 10 stocking points through a distribution network optimisation project
  • Improved demand planning accuracy from 67 to 80%and service by 15% by implementing a strong business Planning (S&OP) process: SMR/MFR/MOR
  • Developed a solid pipeline of supply chain leaders within the organization

Nestle
Central and West Africa Regional Head of Procurement

Mars 2004 - Jan 2007

(23 countries, 8 operational companies,7 factories)

Regional procurement role into FMCG reporting to the Zone Africa Oceania Asia Procurement Director. Responsibility for all material and services sourcing, category management, supplier management, contract negotiation, and material planning. Management of 6Regional Commodity Managers and 18 indirect reports. Annual materials spend $400M.

  • Consolidated 8 purchasing groups into a single, centralized purchasing group which reduced operating expenses $6M over four years
  • Successfully reduced annualized Total Cost of Ownership (TCO) by delivering $45M USD accumulated savings over 3 years through implementation of strategic sourcing initiatives, category management and cross functional sourcing team in raw, packing materials and services.

ACCENTURE - Paris (75000)
Supply Chain Service Line, Consultant

Juin 2000 - Fév 2004

.


COLGATE PALMOLIVE
Supply Chain and Logistics Director

Juin 1996 - Juin 2000

Dakar, Senegal

(1DC, 60 Stocking points, 4 international customers)

  • Delivered OTIF improvement by 20% by leading the implementation of improved S&OP, MRP processes and materials management.

Formation

 

     Michigan State University, Michigan, USA: Graduate School of Management

2003     May - Master of Business Administration (MBA); Finance, General Management and Supply Chain Management

Langues

 

francais : Bilingue ou langue maternelle

anglais : Bilingue ou langue maternelle