Franck Fokapu

During my time at this Big 4 consulting firm, I further developed both managerial and operational skills. Management Supported recruitment interviews. Designed and delivered internal training sessions. Managed teams of consultants during project delivery. Operations Led multiple projects across various industries: Alstom – Ramp-up stabilization at Derby site: Increased production from 6–8 to 15 trains/week by January 2023, improved parts availability (96% → 99.5%), boosted productivity by +20–35% in testing & sale, and reduced defects from 211 to 100 DPU. Beckers Group – Price Increase Mitigation: Minimized the impact of raw material price hikes (+30–60%) through procurement benchmarking and portfolio rationalization, generating up to €15M in potential savings while strengthening long-term resilience. Carbios – Definition and documentation of supply chain business processes: Supported the supply chain function during the deployment of Microsoft Dynamics Business Central, defining and formalizing Order-to-Cash, Production, and Supply Chain processes. ACC – Supply chain engineering support: Assisted procurement and project teams, designed and rolled out supplier logistics protocols, defined flexibility and packaging rules, and led strategic business cases, achieving €5M in savings.

During these three years, I had the opportunity to work on assignments for major clients such as Total, GRDF, and Sodexo. Operational Design & Optimization Projects Elsan/Sodexo – Optimization of the hospital logistics contract: Reorganized flows and governance, generating +€13.6k in monthly savings and +€169k in annual margin. Point P – Inventory management improvement: Implemented an action plan on forecasts, parameters, and governance, leading to €20–30M in inventory reduction and a 10% productivity increase. Richemont – Design of the future central logistics network: Anticipated the saturation of the RID1 site and doubled logistics capacity by 2040 through a new modular hub (€85–105M), reducing unit costs by 25%. Botanic – Supply chain master plan: Defined a logistics roadmap to centralize flows, with a potential of +€34M in additional revenue and €330k in annual transport savings. Petzl – Northern Europe distribution strategy: Strengthened the distribution strategy through an advanced platform in Sweden, reducing costs by 21% and improving delivery lead times across Northern Europe. Digital Projects Total – Deployment of SAP upgrades: Developed an interface between the ERP (SAP) and local WMS systems to reconcile physical/administrative stock and automate flows, reducing the error rate to 0.1%. GRDF – Migration and deployment of the EPOD information system: Oversaw the migration of 15M measurement points (data points), designed the cutover plan, and implemented quality controls and performance indicators.

Please see the previous experiences

Mission: Optimization of Supply Management Actions: - Secure stocks - Optimize the operation of the MRP (SAP MD04) - Ensure the supply of raw material   Main suppliers: Kyocera, RFPD Richardson, RS Components, ITW Meritex, Etc. ... Key project : Parameterization and optimization of SAP MRP (module MM, PP, MD01, MD02, MD04) - Identification of capacity problems to ensure the proper management of expectations and replenishment (audit through a methodology designed and adapted to the Company) - Update of the article sheets: analysis and production of inventory optimization data - Redefining Security Stocks and Order Point Levels - Readjustment of lead time in accordance with the lead time observed - Assigning an optimal MRP type to each article - Integration of specific aspects related to the part and / or the supplier in SAP (MOQ, MOV, Lot sizing procedure, etc.) - Managing work meetings and data upload schedule in SAP Key figures: - 1800 references - Transversal mission: 4 departments involved (Purchasing Department, Planning Service, ERP Service, Production Department)

Mission: Management of the logistics platform Actions: Steering logistics flow inbound and outbound Subcontractor management Logistics audit on power plant site Main suppliers: Engie-ineo, Engie-cofely, Bouygues-Novi, Bilfinger Ltm, Boet Stopson, etc. Key project 1: Managing the logistics platform - Contact point for suppliers and subcontractors - Receptions management with the logistics platform (packing list in advance of phase, making appointments, anticipation of storage constraints, receptions control) - Capturing customer needs - Shipping management (interpretation of the need, shipping planning, plan of loading, study of feasibility) - Update Database, Inventory Report, KPI Tracking Key figures: - Logistics platform: 10000 m2 - Logistic service over 18 months - Number of pilot logistics agents: 3 - Average: 6-7 truck inbound; 15-20 outbound - Customer Panel: 20 power plant site Key project 2: Definitions and drafting of the logistical specifications and inventory - Analysis, revisions and redaction of logistics processes - Instruction and flowchart - Drafting specifications for database revision - Audit on customer sites for deployment of inventory solution (Benschemark) Results: - B.O.M> 10000 part number (P \ N) - Database replacing the missing ERP (Access 2010) - Database extension, for on-site inventory solution

Logistics Purchasing: Analysis and negotiation of suppliers offer Sourcing and audit of logistics partners in the United States and America South (International Development Project) Sourcing and selection of logistics providers, and drafting of the specifications charges (In Situ Logistics Project) Operational logistics: Analysis of supplier performance criteria Analysis of invoices of carriers and forwarders Implementation and configuration of WMS solution Organize the reception and shipping schedule Warehouse management and team management

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Produce and analyse supplies forecasts based on expected sales Project management : Design and implementation of : a sales allocation tool to be used in case of insufficient stocks a forecasting lead times tool based on product, supplier and geographic criterion, the tool aims was to reduce risks and optimize the supply chain and the inventory level Each tool was developed with a process of continuous improvement Planning and coordinating the implementation of process of internal communication

Steering logistics flow Inventory management and receipt and dispatch Coordination with logistics suppliers Return handling in coordination with the Sales and Marketing departments Transportation management upstream/downstream

Inventory management Sales and procurement forecasts analysis Procurement management Sourcing and suppliers selection