Francis Betchem

Managed and transformed customer service and logistics local based functions of Hub to a central shared services organisation based in Warsaw (Poland) . Monitored and improved operational performance by devising and executing leading-edge operational plans. Planned and conducted training and development programmes for shared services centre’s teams. Executed and spearheaded logistics outsourcing project in many locations from conception to completion. Introduced and promoted changes within organisation procedures for continuous process improvement. Enabled transformation success, on time and transparently without any business disruption for 25 Supply Units, the eleven 3PL providers, and the 900 customers of the Hub.

Led, trained, and motivated from the Hub headquarter a CS&L multi-functional teams (30 people including Supply and Demand Planning, Procurement & Sourcing, Master Data, Customer Service & Logistics Managers) located in 5 different geographies to streamline Supply Chain operations in a complex logistics network of 25 Supply Units in 5 continents, 9 DC’s, 11 3PL, 900 clients (in North Africa & Middle East, French Overseas, Central and West Africa), Inbound flow: 3000 FCL and 2000 FTL per year, Outbound flow:4200 FCL and 2860 FTL per year. Established and maintained robust relationships with eleven 3PL providers. Developed and administered appropriate inventory levels (11 MM US$ in average in 2016 – 1050 SKU). Improved customer collaboration with distributors by sustaining strong relationships at multiple levels. Determined and defined demand driving process requirements to upgrade demand and supply planning processes (S&OP). Evaluated and ensured operations compliance with logistics management standards to increase go-to-market performance. Prepared and controlled customer service and logistics budget (17 MM US$ in 2016) with focus on cost reduction. Insured the procurement and led the sourcing strategy. Outcome: Led year after year logistics cost ratio to 9% of NS in 2016 (14% in 2009) by executing the effective actions such as, • Outsourced all local warehousing operations to 3PL's and streamlined logistics network by increasing direct finished goods shipments from the supplying plants to the customer's location by 45%. • Decreased the slow moving and obsolete inventory by 30% and reduce the sea freight and inland freight spending’s by 11% through global freight rate negotiations, rather than single route freight negotiations.

Managed a multicultural Power Users team in order to specify detailed Business requirements in the implementation of the company core SAP R3 design in 9 locations. Simplified and streamlined processes, pushed the best practices improvement and managed the change and supported the Power Users (team members) in all their activities.

Define the most appropriate Supply Units and negotiate Sourcing Agreements for production and product replenishment operations to ensure a fast, responsive and profitable cross-border supply process (both from the point view of the country of supply and the country of receipt). 650 finished products produced in 20 supplier subsidiaries around the world and distributed in more than 20 countries in various geographies: French Caribbean, French Pacific, West Africa, North Africa and the Middle East. Management of delivery shipments to customers directly or via the third-party hub warehouse located in Antwerp (Belgium) Supervision of negotiations with internal manufacturers and subcontractors regarding the production of new items in accordance with marketing requests and balanced customer service with cost management

Supervised home care products production ( bleach, liquid and powder detergents, bottles blow molding and caps Injection) of Senegal factory. Apply Corporate GMP to consistently manufacture liquid and powder detergent and ensure the quality of finished good ➔ Achievement of 10 000 tons in year 2002 with 30% of volume increase vs. 2001 • Develop team-based organization to drive the performance of the factory • Ensure that equipment and processes (TPM) are capable of meeting production schedules, customer demands, and Quality and Microbiology targets ➔ As of result, the Overall Plant Efficiency raised from 55% in 2000 to 80% in 2002 and the quality rating has been improved from 60 to 74% • Promote safety awareness and models safe behavior (85% decrease of work incident in 2001 vs.2000 and no lost workday case in 2002) • Apply budgeting processes to develop site capital and expense budgets, and execute cost control programs • Track and manage Manufacturing Variable Variances • YCMD (You Can Make a Difference) award winner to have modified a filing system of a bleach pouch machine for canceling the leakage and increase the output rate by 30%

- Supervised the updating of products standard costing on a quarterly basis, the tracking of manufacturing variable variances and the non variable factory costs on a monthly basis. - Supervised the implementation of the margin improvement program agreed actions and the Canceling of non-value-added activities in the Supply Chain core process - Drived standardization and simplification initiatives on materials and finished goods - Followed and achieved the Margin Improvement Program in 1999 with achievement of $ 1,600 M (95%) - Built a Pull System based Inventory Policy using MRP and DRP and managed the working capital