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Procurement & Supply Chain

The key elements of an optimised Supply Chain

The supply chain plays a central role in the smooth flow of goods and services. It encompasses the entire process, from the procurement of raw materials to the delivery to the final customer. Efficient supply chains enhance competitiveness, reduce costs, and stimulate innovation, thereby significantly contributing to economic growth and stability.


Planning 

Scheduling, Capacity Planning, S&OP, and IBP are essential tools today for ensuring synchronisation between demand and capacity, optimising resource utilisation, securing operational execution, and enhancing the resilience of the Supply Chain.


Procurement & Purchasing

Strategic selection of suppliers, optimisation of purchasing, drafting of specifications, management of tenders and risk management, in order to ensure a resilient and reliable supply chain, contributing to overall operational excellence and enhanced EBITDA.

 

Manufacturing

Optimisation of production lines, implementation of continuous improvement initiatives, and management of industrial performance to increase availability, efficiency, and quality (OEE), enabling agile, effective production aligned with customer requirements.

 

Logistics & Distribution

Order fulfilment management, warehousing, internal and external logistics, distribution, last mile delivery, transport optimisation, and customer service quality — all essential levers to ensure a best-in-class OTIF (On Time In Full) performance level.

 

Data & Technology

Supply chain digitalisation (ERP, APS, TMS, WMS, etc.), systems integration, data quality and reliability, analytics, process automation, cybersecurity, and digital traceability.

 

Strategy & governance

Alignment of the supply chain with corporate strategy, management of key objectives (cost, lead time, service, sustainability), network optimisation, process governance, and performance indicators.

Optimise your operations, align your teams, enhance your profitability

La phase d’analyse constitue un jalon essentiel de votre démarche de transformation. Elle a pour vocation de mettre en lumière, avec rigueur et objectivité, les défaillances structurelles, les opportunités de création de valeur, ainsi que l’écart entre votre situation actuelle et les meilleures pratiques du marché. Elle permet de disposer d’un diagnostic partagé, fondé sur des faits, et orienté vers l’action.

Nous élaborons ensuite un concept cible, pensé comme un "strawman", une représentation volontairement ambitieuse et structurante de la situation future idéale. Ce modèle prospectif ouvre le champ des possibles et sert de base aux échanges pour définir ensemble une trajectoire réaliste, adaptée à votre contexte.

Enfin, nous construisons un business case stratégique, qui vise à objectiver les choix à opérer en conciliant exigences de performance, qualité de service et contraintes économiques. Ce cadrage permet d’arbitrer, de prioriser et d’aligner l’organisation autour d’une vision partagée et soutenable du changement.

Our methodology

Notre approche repose sur une immersion méthodique et structurée dans votre environnement opérationnel.

Nous combinons plusieurs leviers d’analyse :

  • Des visites de terrain, pour observer les pratiques réelles, capter les signaux faibles et comprendre les dynamiques à l’œuvre ;
  • Des entretiens ciblés avec les collaborateurs et les membres du management, afin de recueillir les perceptions, les irritants et les idées de transformation ;
  • Des ateliers collaboratifs, pour favoriser l’adhésion, enrichir les constats et co-construire les orientations futures ;
  • Des analyses quantitatives approfondies, mobilisant vos données internes pour objectiver les constats, identifier les déséquilibres, et mesurer les écarts de performance.

Cette approche croisée garantit un diagnostic ancré dans la réalité, fiable et exploitable, ainsi qu’une forte appropriation des résultats et des recommandations par vos équipes.

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This second phase marks the transition from design to action. It is based on the recommendations arising from the analysis, the target concept, and the validated business case. The objective is clear: to translate strategic directions into concrete, sustainable, and measurable results.

We work alongside your teams to deploy the chosen solutions, adapting the execution methods to your operational and cultural specificities. This close collaboration not only ensures an effective implementation but also a smooth adoption by stakeholders, thanks to a structured approach to change management.

In parallel, we are designing and implementing a performance management system that allows us to track the progress of the project, measure the benefits achieved, and objectify the results obtained. This monitoring system serves as a decision-making tool for the governing bodies, facilitating trade-offs, adjustments, and the sustainability of gains.

Our methodology

We work closely with your team to:

  • Define detailed action plans and structure the implementation projects;
  • Co-develop operational solutions, ensuring their feasibility and impact;
  • Support change by leveraging the drivers of engagement, training, and communication;
  • Set up the management tools, key indicators, and governance routines necessary for monitoring the transformation.

Our commitment is to ensure controlled execution, rigorous management, and a gradual scaling up of your organisation towards the target model.


This final phase aims to ensure that the expected effects of the transformation are realised sustainably. It constitutes a key step in ensuring that the business case materialises, that the solutions implemented maintain their effectiveness over time, and that the necessary adjustments are identified and deployed in an agile manner.

Our objective is to secure value creation, to measure the results achieved against the defined objectives, and to foster a culture of continuous improvement within your organisation.

Our methodology

We are establishing a regular monitoring system based on structured and results-oriented exchanges:

  • Monthly touchpoints with you and your key collaborators to analyse performance indicators, share field findings, and question discrepancies;
  • Critical reviews to challenge the trajectory, identify weak signals, and propose necessary adaptations;
  • Targeted corrective actions, where appropriate, to readjust practices, strengthen systems or optimise processes.

This post-implementation phase ensures you a controlled return on investment, continuous adaptability, and the consolidation of gains.



Credential

This personal reference refers to a publicly listed company, specialising in the manufacture of high-tech seats for the aerospace industry, and a key supplier for all major airlines.

The "Spare Parts" unit has faced a significant increase in demand, coupled with high volatility and growing complexity in managing thousands of references (SKUs). This combination of factors has resulted in recurring delays and a notable deterioration in the on-time delivery rate (OTD).

The situation rapidly deteriorated to the point that some of the unit's most important clients blacklisted the company, jeopardising not only the reputation of the business but also its profitability and commercial prospects.

| Operating Model | Change Management | Project Management | Optimisation | Procurement | Warehousing |

This is a personal credential

  • A performance breakdown in a critical segment of the activity
  • An explosion in demand, poorly anticipated and poorly absorbed
  • Excessive complexity in the management of references (SKU)
  • Recurring delays and a drop in the on-time delivery rate (OTD)
  • A failing management and a lack of medium-term visibility
  • A siloed organisation and a lack of alignment between key functions
  • A fragmented and inefficient logistics system
  • A lack of operational autonomy in the "Spare Parts" unit

  • Deployment of a master planning process (MPS) within the production workshops, accompanied by the development of a customised tool and the formalisation of user documentation, ensuring its sustainability and accountability by the teams.
  • In-depth analysis of logistics performance, including lead times, on-time delivery rate (OTD), demand patterns, safety stock parameters, and reference segmentation through ABC analysis, in order to enhance the responsiveness and accuracy of operational decisions.
  • Implementation of decision support tools for purchasing, incorporating simulation functions, in order to guide actions according to suppliers and critical product families — objective: reduction of lead times and targeted improvement of OTD.
  • Reorganisation of physical flows in the workshop, including a rearrangement of the layout and material circuits to increase productivity and limit non-productive time losses.
  • Complete transformation of logistics processes, from receiving to shipping (including quality control and packaging), with the creation of a unified, streamlined, and optimised flow to maximise warehouse efficiency.
  • Strengthening the coordination between customer service and the supply chain, to improve perceived service quality, reduce friction, and align operational priorities with the expectations of key customers.
  • Strategic separation of the flows of spare parts and main production, in order to reduce interference, streamline operations, and improve the specific performance of the "Spare Parts" unit.

A structured capacity planning system has been established, allowing for the projection of workload and capacity in the medium term. Decisions are better anticipated, and trade-offs are facilitated.

The on-time delivery rate (OTD) has been significantly improved: the defined objectives are consistently met, restoring reliability with respect to strategic customers.

Visual management tools have been deployed, enhancing the teams' ability to manage in real time, detect discrepancies, and proactively adjust action plans.

The autonomy of the "Spare Parts" unit has been significantly strengthened, thanks to the clarification of flows, responsibilities, and processes, allowing for more effective management of orders and better control of deadlines.

And you, is your supply chain optimised and has it become a competitive advantage?

You are one click away from taking it to the next level.

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