Jerome Pellan

- Performance improvement programs for Worldwide Supply Chain - Projects of automation of purchase orders and indirect purchasing support platform - Design of Firmenich Performance System based on Lean and Six Sigma - On sites diagnostics to identify opportunities and start implementing changes - Identification & sharing of best practices (e.g. material supply flows to production) - Scooting of Manufacturing 4.0 / digitalization tools to identify potential for internal use

Lean deployment, Overall Equipment Efficiency, labour productivity, inventory and lead time reduction, cost reduction, organizational redesign, maintenance efficiency and effectiveness, benchmarks, process and value stream optimization. Clients are International groups and large Peruvian companies

Top Tier Peruvian consulting firm in Strategy & Operations

Australian consulting firm focusing on implementing sustainable performance improvements in particular at clients in capital intensive industries. Diagnostics and projects included: - Plan to improve EBITDA by $11M for a subterranean copper mine - NPV improvement by 2.2B$ to 3,4B$ (according to scenarios) for a large copper mining project in Peru - Diagnostic of a subterranean mine identifying $14M EBITDA improvement opportunities - Identification of plant bottlenecks and additional site opportunities adding to a potential EBITDA increase by $12M at a copper, zinc and lead subterranean mine

Led multiple assignments in Europe, involving strategy definition and performance improvement across industries, including: - Restructuring of two plants in Europe specializing in construction equipment. The project implied in particular to cut indirect support functions by 35% - Supply chain capacity increase, from mine to harbor for a mining company in Africa - Design and roll-out of a Lean manufacturing program for an aircraft manufacturer, involving the assessment of 20+ plants. The program led to savings of ~€280M in the following years - Operational Excellence program for an agricultural equipment OEM, implying a reduction in both direct and indirect staff - Definition of the local integration strategy for an automotive OEM initiating industrial operations in South Africa - Optimization program of manufacturing support functions for a smart chip producer - Screening of potential partners for an Asian automotive OEM - Maintenance strategy and identification of performance improvement levers for a utility focused on renewables - Reduction of inventory and work in progress by 50% for a steel producer - Supply chain improvement program for a glass producer - Organizational redesign, creating shared services and reducing hierarchical layers for an oil company - PMI of engineering and aftersales activities of two major players in the industrial and commercial refrigeration

Definition and planning of the Renault heavy duty truck portfolio, implying tradeoffs between maximizing group synergies and preserving each brand distinctive features

- Supervised ~100 technicians and managed a €3M/year budget - Reorganized the Engineering department in order to improve its efficiency and prepare for a Renault/Volvo common platform project: . total investment of 27 M€ over 3 years to increase production capacity by 30% . integration of 30 persons to the team over 3 years . large improvement in the industrialization process (especially in the early detection and mitigation of manufacturing risks) - Key player in the complete plant restructuring on a Toyota based model