Thibault Le Dilasser

200M€ spend; regional head of procurement and sourcing for Louis Vuitton EMEA retail zone of 140 stores. Managing senior managers, and contractors for: Services – Opex ; B2B and B2C Transportation & Logistics, Security, Facility Management, Energy Management, Window Installation, Financial Services, Marketing & Communication events, etc. Investments – Capex : 30 new store projects and 60 renewal/extension projects delivered in collaboration with LV store project managers & internal or external architects. In average, achieved 8.5M€ yearly cost savings and productivity improvement.

300M€ spend; manage 3 buyers for all materials and components for LV leather goods. Leading multidisciplinary projects with Purchasing, Quality, and R&D to the improve the TCO for all materials. Develop Supplier Relationship Management (SRM), creating closer, more collaborative relationships with key suppliers to create value and reduce risk. 5M€ average savings per year. Improved suppliers’ Lead Time and delivery performance.

development and industrialization of new bags showcased by Louis Vuitton at the Paris Fashion week Fall/Winter 2013-14, then Spring/Summer 2014. Project Management with Marc Jacobs’ fashion designers, marketing, material developers (leathers, textiles, metallic pieces), purchasing, factories and supply-chain teams. 4 new high-end leather goods lines launched in line with designer’s needs, meeting time to market and margin objectives.

Develop Supplier Relationship Management (SRM), creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce risk. Project manager responsible for deploying innovative supply chain management tools jointly with all suppliers (leathers, metallic pieces and textiles) and LV factories. Manage a team of 6 external consultants as operational support. Restructure and optimize purchasing processes. Develop specific IT tools to monitor KPIs (purchasing spends and supplier performance).

70M€ spend ; most critical purchasing segment impacting 75% of leather goods sales. Lead junior buyers. Create long-term strategy to secure supplies and limit dependences thanks to Supplier Risk Management and global sourcing, Design to Cost, TCO reduction, and support development of alternative/innovative, materials processes and technologies. Lead sourcing for 25 new product development projects (750M€ sales at stake). Crisis management that avoided delivery shortages. Restructured and cleaned up the supplier base. Built long-term purchasing strategy to secure and develop this segment.

150M€ spend; expatriation to Sweden at the Volvo Group global HQ to build and coordinate the purchasing strategy for braking systems and door modules of the group’s 5 vehicle brands over 4 continents; Europe, North/South America, China, India and Japan. Lead 9 simultaneous strategic sourcing for the development of new systems in coordination with the full vehicle range renewal project for 2012. Streamlined purchasing activities by revealing possible synergies between brands. Supply chain cost optimization with -5% savings on material flow from Brazil to Europe.

60M€ spend ; operational purchasing of brakes for both Volvo and Renault vehicles in EU and Africa. Coordinate gradual switch to a new disc brake technology. Successfully introduced the new supplier with a 17% cost reduction.