Jean-Luc Laboucheix

–Lecturer and Adjunct Professor in Supply Chain Management -Masters, MBA1 & 2- for International Business Schools and Senior Executives. Trainings delivered: Sales Forecasting, Sales and Operations Planning (S&OP), Warehousing Operations, Contractualisation, Supply Chain Design and Supply Chain Strategy, Management Control, Prospective Logistics, Inventory Management, Supply Chain Budget and Dashboard, –Consultant / Transition Manager in the field of Supply Chain -Automotive, Home Appliances, Aeronautics, Consulting, Transport and Logistics-

End-to-end Global Supply Chain Management: worldwide plants (7) balancing, strategic planning, capex management, global logistics -inbound and outbound-, contract manufacturing -6 factories-, Supply Chain Centre of Excellence, Global S&OP, SC digitalization. Member of Group Executive Committee, Chairman of Apollo Group quarterly Management Meeting, Achievements: –# Savings of 20% on Capex; –# Savings and cost avoidance of 14% on global ocean freight; –# Europe In land logistics initiatives generating 8% savings; –# Worldwide Plants rebalancing generating an additional revenue of $100M; –# Implementation of S&OP, worldwide; –# Simplification of the Supply Chain through global projects as sku rationalization, tires certifications, Master database, SAP sku global coding, etc... –# Import / Export performance at its highest level; –# SC Digitalization; –# Effective support to the Regions in multiple Logistics and Supply Chain analysis; –# Strategic Planning management: leading the full process from demand generation to capacity planning and sourcing scenario on a 5 year horizon; –# Part of the 100 Top Talents of Apollo Group -across 19,000 employees-

Direction of the European Supply Chain: 7 factories, 5 retread facilities, planning (tactical and operational), inventory management, mold management. Achievements: –# Europe S&OP for Truck and Buses considered as the benchmark for the Michelin Group –# Service: Exports dramatically improved -a historic pain point- –# Key KPIs as OTIF and Sales Forecasts accuracy at record high while keeping same inventory –# Supply Chain support to record sales in 2015 through efficient S&OP and enhanced operations

Worldwide program Director for the implementation of differentiated customer service principles

–# Direction of the Worldwide Supply Chain and Logistics: 5 factories, 30 warehouses, 50 countries; –# Implementation of Global S&OP: for the first time in many years supply matched demand –# Implemented new Supply Chain Organization: significant increase in internal customer service –# Global management of inland and ocean freight logistics: biggest saving contribution across all functions in 2012 and 2013; –# All New Products launched On Time In Full – 1 per week- –# Implementation of a global Control Tower and enhancement of SAP APO worldwide

–# Direction of the Asia Pacific Supply Chain and Logistics: 11 factories, 50 warehouses, 24 countries, plus exports and imports to and from North America, Europe and Latin America; –# Member of Goodyear Asia Pacific Executive Committee; –# Integrated Asia Pacific inventory of 42 days -2011 closing- –# EBIT increase by 8% due to prioritization of volume and better demand management; –# Cost to serve and Customer Service better than competition according to external benchmark. –# Closure of 4 plants and reallocation of volumes within Asia Pacific with no Supply Chain disruptions; –# Crisis management: recovery in 3 months of 70% of volumes lost after major incident in one plant –# Exceeded expectations 4 years in a row; –# Developed the SC function. 27% of high potentials in APAC are in the Supply Chain.

–# Direction of the European Supply Chain and Logistics -inbound & outbound- 10 factories, 70 warehouses, 30 countries including Russia and CIS territories; –# Definition of the Supply Chain and Logistics strategy; enhancement of current planning and logistics, implementation of best practices; control of all tenders in supply chain and logistics; –# Redesign of physical, tracking and demand flows to follow the strategic manufacturing footprint;

–# Supply Chain & Logistics Director of Electrolux China. Scope: 4 factories, 6 OEM suppliers, 42 warehouses; –# Member of Electrolux China Executive Committee; –# Responsibilities: complete planning process from finished goods sales forecasts to the purchase of components, distribution logistics, replenishment system; KPIs, IT Systems. –# Stock reduction by 60%, Order Fill Rate increase by 15%, Logistics costs reduced by 5%.

–# International Agrochemical company. Worldwide RM Purchasing cost reduction. Cost reduction of €40M –# International Company in gas distribution. Implementation of APS. Cost reduction of €15M –# International telecom company. France & Europe. Business Case Design. €3M savings. –# International Agrochemical Company. Implemented Europe S&OP, SLAs & KPIs. Inventory reduced by 40%, demand lead-time reduced by 50%, service level increased by 10%, cash savings of €5M; –# European transportation company. Re-organization of European logistics networks, Savings of €10M –# Leading Petroleum company. Global Ocean Freight operations improvement: savings of €2M –# International car manufacturer. France. Definition of new logistics networks. Savings of €5M.

–# Developed Russia supply & distribution chains for Reebok, Moulinex & L'Oréal from European and U S plants; –# Industrial logistics: - Technip - transport of a refinery from France and the US to Siberia. World first; –# Development of logistics projects with Elf Atochem, CGG, Amoco, Shell, BP, Bull, etc. –# General management of DAHER CIS: 60 persons

Consultant in logistics for the European Union Food Aid Program - 200 million Euros - to the Moscow Government. Distribution co-ordination: 50000 tons, 1800 trucks, 12 wholesalers and 1400 retailers.