Mounir Bennaceur

Delivering high-impact consulting and interim management services to industrial companies, with a core focus on SAP-enabled transformation, project management, and supply chain optimization. Key areas of contribution include: • SAP Advisory & Project Management: Leading or supporting Full cycle ERP transformation initiatives —driving process alignment, system configuration, and end-user adoption • Organizational Transformation: Designing and implementing procurement policies, supply chain strategies, and operational models to align with best practices and digital capabilities • Interim Leadership & Operational Support: Stepping into critical roles to stabilize operations, guide teams through transitions, and ensure continuity during change or system roll-outs • Logistics Optimization: Improving warehouse and inventory performance through process re-engineering and system-driven control mechanisms • Training & Capability Development: Delivering targeted training programs and coaching to strengthen internal team competencies in procurement, logistics, and ERP systems

💼 e-Invoicing France Project – SAP DRC & BTP Participating in France’s e-Invoicing compliance program ahead of the 2026 regulation, implementing SAP DRC and integrating with government/PDP platforms. Key contributions: Analyzed French tax requirements (Factur-X, PDP, Chorus Pro) and SAP DRC coverage Defined the target e-Invoicing architecture (S/4 & ECC) with SAP BTP and PDP integration Led design workshops with Finance, Global IT, and external partners Configured SAP DRC & eDocument framework (S/4HANA & ECC) Designed interfaces between SAP DRC, OpenText, ReadSoft, and PDP Managed testing, fiscal feedback handling, and UAT support Achievements: ✔️ Validated target architecture (SAP DRC + BTP + PDP) ✔️ End-to-end documentation of e-Invoicing (B2B/B2G) flows and Factur-X mapping ✔️ Trained Finance & IT teams on French e-Invoicing regulation 🚚 3PL Integration via EDI (EMEA) Led the design, development, and deployment of an SAP-integrated IT solution to interface MANE’s SAP system with third-party logistics (3PL) partners’ WMS (Reflex, StockIT, Yonder, Manhattan) platforms using EDI protocols, ensuring end-to-end traceability of aroma products for the food industry and fragrance products. Key responsibilities include: • Full project lifecycle management, from requirements gathering to go-live across 13 warehouses and 6 x 3PL partners in Europe including tracking of batch numbers and shelf life for all products. • Coordinating internal MANE IT teams and external stakeholders, including 3PL providers, WMS software vendors, and EDI integration partners • Supporting business users in formalizing and validating functional specifications, ensuring alignment between SAP and WMS operations • Managing technical and functional deliverables, ensuring on-time delivery and seamless integration across multiple platforms • Overseeing testing, troubleshooting, and transition to operational support in a live SAP logistics environment 🌎 SAP S/4HANA Migration (LATAM Region) Supported MANE in the regional deployment of its SAP S/4HANA transformation program across LATAM, acting as the Supply Chain Planning and Process Expert with a focus on dangerous goods, and traceability of food-grade aroma & fragrance products. Key responsibilities include: • Contributing to the design and validation of global S/4HANA templates covering MM, PP, SD, and EWM modules, and integration with SAP IBP for demand and supply planning. • Ensuring process harmonization with global standards, led UAT and data validation activities. • Supporting change management, testing, and user training during regional rollout.

Led the strategic transformation of the Supply Chain function while serving as Business Process Owner (BPO) and Project Manager for the successful implementation of Infor LN ERP, focusing on optimizing procurement, contracting, and operational workflows within a complex industrial environment. Key Achievements: • Organizational Change & Process Improvement * Conducted a full audit of the supply chain organization and procedures; recommended and implemented restructuring plans to enhance performance * Developed and enforced new policies and procedures to align with ERP-enabled best practices and compliance standards • Infor LN ERP Implementation (Full Cycle) * Defined and led the blueprinting phase, including detailed mapping of current and target business processes across procurement, contracts, logistics, production, asset management, finance and human resources. * Conducted a comprehensive Gap Analysis versus standard Infor LN functionalities, identifying critical deviations and recommending process or system adaptations * Oversaw Master Data configuration, including Material and Vendor Master, Purchasing Groups, and Plant/Storage Location setup * Acted as a strategic liaison between IT and business units, ensuring system design aligned with operational needs and future scalability * Delivered training and capability-building programs for local teams to ensure sustainable adoption and skill transfer • Strategic Procurement & Contract Management * Directed the Strategic Contracts Department, managing a team of 10 professionals and a purchasing budget of over $350 million across goods and services * Led procurement and contract management for high-value categories such as pumps, valves, mining machinery, mobile equipment, and services * Personally negotiated and drafted complex and sensitive contracts, including EPC agreements and maintenance/service contracts

Logistics Manager interim management: Audit of company logistics process, process mapping and optimization. Direct and manage the logistics department responsible for importing all goods for company operations. Supervise team of 30 people (Logistics officers, Import control / Licencing officers, invoice controllers, Central Receiving officers). Import volume equivalent to approx. 2000 trucks per month.

Management of 10 projects (15M€/Year) for 4 production plants (France, Tunisia, Poland, China). Commodities: Electronics, Plastic Injection, Machined Parts. Cost reduction achieved against budget: 15% - 20%.

Led critical ERP and digital transformation initiatives within a major greenfield mining project, driving the full-cycle implementation of SAP S/4HANA with a focus on Supply Chain Planning, procurement, and logistics. Acted as both SAP Project Manager and Business Process Owner (BPO) for Supply Chain, overseeing strategic procurement, logistics, inventory management, and a cross-functional team of 15 professionals. Key Responsibilities & Projects: • BPO “supply chain” scope:  Served as BPO for Supply Chain, leading the design, configuration, and deployment of end-to-end processes across procurement, logistics, inventory management, and operational planning.  Implemented S/4HANA planning functionalities, including MRP, inventory optimization, materials requirement planning, and warehouse management, tailored to GAC mining operations.  Collaborated with system integrator teams to configure transactional processes and planning rules ensuring alignment with SAP best practices and local operational requirements.  Partnered with Emirates Global Aluminium (EGA) headquarters to harmonize processes between GAC mining operations and EGA refinery sites, creating a unified supply chain planning framework.  Participated in Fit-to-Standard workshops to adapt SAP S/4HANA processes for local mining requirements.  Led functional design, configuration validation, and documentation for procurement, goods receipt/issue, logistics execution, and operational planning processes.  Oversaw master data preparation, including materials, vendors, storage locations, and inventory, ensuring high-quality data for migration and go-live readiness.  Coordinated user acceptance testing (UAT) and delivered training for procurement, warehouse, and logistics teams, ensuring adoption of S/4HANA planning and operational processes.  Supported cutover planning and execution, enabling smooth transition from legacy systems to S/4HANA with minimal disruption.  Acted as liaison between local operational teams, system integrator consultants, and EGA governance, balancing global ERP compliance with local operational needs. • SAP S/4HANA & ARIBA Implementation (Full Cycle):  Directed the full ERP project lifecycle: blueprinting, gap analysis, configuration, testing, and go-live.  Mapped end-to-end supply chain and logistics processes, aligning operational workflows with S/4HANA best practices.  Managed master data setup for materials, vendors, plants, storage locations, and procurement groups.  Coordinated between SAP integrators, internal stakeholders, and operational users, ensuring smooth deployment and adoption. • PHEB Purchase-to-Pay Solution Implementation:  Designed automated procurement workflows and integrated compliance controls  Enhanced transparency and traceability across the purchasing cycle • IT Infrastructure Project Oversight:  Managed contracts and deployment for enterprise-wide IT infrastructure (mine, port, offices)  Negotiated service agreements with IT vendors for hardware, networking, and support • Strategic Supply Chain Transformation:  Structured and scaled the department from 4 to 15 staff, covering procurement, contracts, and logistics  Negotiated high-value contracts across IT, EPCM, mining equipment, and logistics categories ($350M+)  Achieved $2.1M in cost avoidance by resolving legacy customs claims and streamlining logistics processes Key Technologies & Tools: SAP S/4HANA (Full Cycle) | PHEB Purchase-to-Pay (Full Cycle) | ERP Project Management | Master Data | IT Infrastructure Procurement

In charge of the procurement function and support the business growth in the western African region. Key responsibilities: • Renegotiating the current contracts of spare parts and transportation services. • Step by step portfolio analysis: strategy & panel reduction, requirements definition, sourcing, RFI, RFQ, supplier qualification & evaluation, negotiation, contracts management & supplier relationship follow-up. • Promote and improve our internal customers’ vision of Purchasing department • Setting up indicators to follow up the buyer’s performance (KPIs) • Optimization of the Supply Chain for the Company’s Operations. • Management of the Procurement team (4 people) • Development of new business opportunities in Africa and the Middle East: - Products: Vehicles, Spare Parts, Tires, Lubricants, and Batteries. - Area: West and Central Africa (DRC, Guinea, Burkina Faso, Ivory Coast, Ghana and North African Countries).

14 countries - 5,000 employees - USD 900 Million revenue Y2012 Direct and manage the Global Project Procurement Department, and manage a team of 21 buyers and 5 supplier quality officers. Key Responsibilities: • Portfolio : Raw materials (thermoplastics, additives) and components • Pre-project quotation of raw materials – All plants (14 countries) • Responsible for raw material & components purchasing within projects: Budget $130 million • Responsible for Supplier Quality Assurance and performance monitoring • Make or Buy analysis • Team Management: 21 project Buyers (Europe, Mexico, China, India, and Turkey) Projects & Achievements: • OEM projects: W2 & B81 (Peugeot), P2683 (Volvo), D2UX (GM), BMW i8, VW New Beatle • 5 to 10% Savings achieved on raw materials ($130 million budget) • 5 to 15% Savings achieved on components (budget depending on the projects: 500K to $10 million)

Responsible for all goods and services procurement for building sites of Dauphiné, Savoie, Drôme Regions in France (building materials, furniture, subcontracts) Key Responsibilities: • Specifications preparation, negotiation, offers analysis, suppliers follow-up. • Procurement lead for the implementation of PABLO e-procurement Portal (Oxalys). • Contracts Management • Project Management • Claims management and Contracts close-off. Projects & Achievements: • Turnkey Hospital project delivered on time and under budget. (USD 120 million)