Laurent Glaudon

ESTYA - Project Director (FR) -> ERP (RFI, RFQ, RFP, deployment) * Moët - Hennessy - EY Project Manager (FR, SG, MA) -> Worldwide TMS implementation & deployment * Automotive - Project Director - (FR, MQ, GP, GF, RE) Supply Chain assessment & Logistic audit -> QuickWins; Operational reconfigurations & optimisations ; ST,MT,LT recommandations * Arkema / Bostik - Project Manager (FR) -> Worldwide TMS deployment- Roll-out kit production * Smiths Detection - Transition Manager - Supply Chain & Operation (FR, UK, DE) -> Supply Chain maturity assessment; -> Team lead 12 persons; -> Crisis management & Alignement between engineering and manufacturing (including subcontractors); -> Lead negotiations with suppliers (electronic components) -> IBP; Meet BU Group objectives * Hermès - Project manager (FR) -> Program management (~20 projects); -> Worldwide TMS implementation & deployment + Change management * RIMOWA (LVMH) - (FR,DE, UK, SG) - Project manager -> WMS & OMS implementation & deployment ; Process re-engineering ; -> Operation excellence effectiveness -> Changement management and cycle time reduction * Hopps Group-3PL e-commerce - (FR) - Transition manager - Operations & Supply Chain -> Task Force : stabilisation of a production site (75 customers, 30k m2), implementation of quicks wins and warehouses transfers. -> AGV activities (goods to man / Scallog solution) : Process engineering and reengineering; - > Mechanization feasibility studies for picking and packing solutions -> Operations : Management of 30 people, (pick, pack, co-packing), BtoC, BtoB, 6 customers, 4k orders/days, 6km2, 40 AGV) -> Reduce operations cycle times, improve P&L, improve operation excellence * Alcatel Submarine Network (UK, FR) - Project Manager -> Audit (SCOR) : process & cost analysis; -> S&OP implementation, deployment & follow-up; -> Performance indicators and reporting implementation; -> Reduce cycle times, cut costs & identified opportunities to improve EBITDA

Managing all purpose of the business Training center (web development) oriented on a pedagogical approach focused on practice, reinforced with an LMS (Learning Management System).

Driving your projects to be successful - AMOA Supply Chain & Finance - CG (OTC-PTP) - ERP (RFI, RFP, RFQ, Deployment) - SAP - Microsoft Navision, - Developed and implemented management tools - Carried out transformation projects : change management and support - Supply chain optimization, operational excellence and process re-engineering projects - S&OP process optimization - Supply Chain, Finance and IS master plans realization - Project Management - Corporate Finance Industry : Services, Cosmtics, Agribusiness (Snaking), Leather goods, Manufacturing ... Company : L'Oréal, Mondelez, ISS, Longchamp, Keolis...)

Plant Supply Chain transformation x 300% - Supply chain design and optimization, reconfiguration of existing flows into optimized flows - Team management (5 persons) - Implementation of the best practices from the leading plants around the world - Stock optimization in plant and various warehouses (30M$ in stock) - Warehouses transferts

Bring to our customers Supply Chain excellence : - S&OP implementation, deployment & follow-up - several projets - Supply Chain cost analysis (ABC methodology) - several projets - Supply Chain Audit (SCOR methodology) - several projets - Strategic market analysis and recommendations with detailed strategic roadmap - several projets - Benchmark - several projets - Performed database collection Industry : Services, Paper (Biophore), Aeronautic, Pharmaceutical, Avionic, Manufacturing ... Company : UPM, Nadhi Medical Company, Arvato Bertelsmann, Thales, Shanghai Electric ...

Manage a team of 12 people and the whole company Industry : Agribusiness Key contribution : Improve and increase production by 15%, increase sales by 25%, reduce costs by 30%, Keep existing customers and get new customers.

- Suppliers financial analysis & Financial Budgets draw up - Information system implementation (Ulysse & Travel expenses) - Implementation of pre-closing tools and closing procedures - Industrial cost-effectiveness for a plant transfer between two regions