China Area Sourcing director
Alstom
مجموع سنوات الخبرة :35 years, 8 أشهر
Management of a team of 56 persons including quality, sourcing, supply-chain and technical. My team is in charge of managing all the needs of localization in China coming from various Alstom transport sites in the world and we have to guarantee the QCD performance.
Main achievements:
- Training on safety organized for all the department and modification of our audit questionnaire to include safety related questions with a high severity. 2 suppliers disqualified and out of the panel for safety reasons.
- Continuous improvement of the quality of the components delivered from China (4 suppliers have been awarded for best quality and became Alstom VIP suppliers)
- Sourcing from China reached a total amount of 200 millions of Euros
- Net savings validated by finance reached 15, 6%
- On time delivery reached 98% and CONQ still continues to decrease.
- New business introduced in China to cover the needs of our manufacturing sites
With a team of 36 persons located in China and India, I have to set a competent quality structure able to manage the quality of all components ordered in Asia / Pacific by our production sites located worldwide and increase my team ‘s competency in order to ease the transfer of responsibility from sites to the team in Asia. Close follow-up of suppliers to decrease the CONQ.
Main achievements:
- Definition of the strategy of the department which leaded the 3 years plan
- Training and coaching of my team members to switch from Quality control to Quality Assurance mindset. Suppression of systematic control performed at the suppliers plants.
- Propose and develop a panel of 110 suppliers, of which 46 are currently in use
- Reduction of cost of non Quality by 75% and customers complain by 60%
- Improvement of our supplier base by giving training to suppliers and coaching them
- Regular internal audit of all departments to control the respect of ISO rules. Last year all our sites in Asia have renewed their ISO 9001 certification
- Reduced the number of people by 80% in the Incoming inspection in our manufacturing sites, because our suppliers are able to manage their Quality.
- Sharing of capacity between sites, one audit at a supplier is valid for all sites.
- 5 persons of my team have been promoted to a position of Project Quality Manager or Site Quality Manager due to my recommendations.
- Meeting organize for all the production staff every month to show our internal defect, and avoid a recurrence.
In charge of general expenses and capital investments for Alstom Transport. This represents a global turnover managed of 1, 1 billions of Euros. The team located worldwide was of 89 persons.
Main achievements:
- Recognition of the function worldwide and empowerment of buyers
- Elaboration of the indirect sourcing strategy for the coming 3 years
- Savings during the 3 years targeted (4%, 7% and 10%), reached (6%, 8% and 11%)
- Modification of the organization by creating areas, which shows its efficiency and is now deployed in all the Alstom Group.
- Implementation of new tools: E.auctions, supplier database, reporting.
- Management of supply-chain team in China in charge of managing all the flow of goods between China and India to all our manufacturing sites.
- Management of the supply-chain team in charge of heavy transport (transport of locomotive, train, metro, tramway) from our manufacturing sites to the country where it will be in service.
- In charge of all the road transport between our sites in Europe.
- Reduction of the transport cost by 17%, by introducing news actors and E.auctions.
In charge of managing all the sourcing department of Engine Cooling Branch. Manage a budget of 1, 3 billions Euros and a team of more than 200 persons located worldwide.
Main achievements:
- Define the strategy to reach the target defined by the group
- Global cost reduction of 8% achieved
- Reduction of NCR by 40%
General expenses and investments coordinator, manage operationally all indirect sourcing buyers of the branch (25 persons) located worldwide. The budget managed was 150 millions of Euros.
Main achievements:
- Define the strategy with all sites, and shares the responsibilities between buyers
- Cost reduction by 5% by integration of low-cost suppliers
- 95% of our suppliers were respecting the delivery dates agreed (OTD=95%)
- Group supply-chain leader for sea transport. In charge selecting a forwarder and defining the flow for goods bought from China to be delivered in all our plants worldwide.
Management of a team of 17 persons in charge of suppliers and components qualification.
Main achievements:
- Divided the team in 2 sub-departments : Project Quality and Production Quality
- Improve the overall results of the department and communicate internally to show what has been achieved by the team. Gave confidence to the team.
- Implement a weekly and monthly follow-up of our bad suppliers, involving our management
- Reduction of PPM from 1200 to 110 and NCR from 25 per month to 8 per month.
- Reduction of the incoming inspection staff by supporting our suppliers to become PQA and SQA qualified.
- Passed the qualification of SQA and PQA lead auditor (Valeo 1000 qualified)
Manage the general expenses of the Valeo Division located in Etaples sur Mer (France) and the capital investments purchases for the entire electrical systems branch. The sites were located in Brazil, Mexico, China, South Korea, Poland and France. The budget managed was of 50 millions of Euros.
Main achievements:
- Definition of the global strategy, including the low-cost purchases.
- Implement a bi-annual meeting to improve the communication between buyers
- Implementation of a global reporting shared between all buyers
- Global cost reduction of 12% by bundling our purchases
- Reduction of our supplier base
In charge of managing all Capital Investment projects of all furniture division (4 sites in France). I was in charge of defining the specifications, qualifying suppliers and validating the equipment when delivered in our production site. The global budget was 10 millions Euros with a team of 4 persons.
Main achievements:
- Project manager for the development of new assembly line
- Validation of final acceptance of the equipment
- All equipments were delivered on time and were respecting the modified specifications
- In charge of lean manufacturing and ergonomy in the site
I was managing the automation department which were in charge of implementing new assembly line for all new video tape products. Management of a team of 4 persons.
Main achievements:
- Project manager for the development of new assembly line
- Validation of final acceptance of the equipment
- Equipments were delivered according to the planning and were respecting both our specifications and the budget defined.
Management of the department of 15 persons which were in charge of Incoming inspection and final product quality.
Main achievements:
- In charge of managing non conformities in Production
- Training of team to use the PDCA methodology to analyze the root cause of a defect
- Increase of incoming inspection efficiency (non conform product in production decrease by 20%)
