How to accelerate the implementation of rail transport?


In 2000, France had a 17% share of the rail freight market, compared to 10.7% in 2023. In 23 years, rail transport has undergone a sharp decline due to competition but also to the choice of shippers to move to the road.

Since 2020, the government, businesses and society in general have become aware of their carbon footprint and are striving to move towards decarbonized transportation.

With this in mind, a dynamic around rail transport has accelerated but many questions are holding back companies. In order to answer them, our Lab SC4Good andAUTF organized a morning session on February 8th. During this morning, several quality conferences allowed to know better :

Reminder of the train basics

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The conditions for success in setting up rail flows

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Pooling as a solution to increase the share of rail freight

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How to move from a "manual" pooling approach to a more industrialized approach with the Appel d'Air program

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The keys to success in combined transport

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Innovations to accelerate rail transport: Digital Automatic Coupling, wagon tracking, rail performance measurement, ETA calculation

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Study of the remuneration of supply chain professions

Participate in the most comprehensive compensation survey on the market

More than ever, the Supply Chain is an essential lever for the sustainable growth of companies and its experts are particularly sought after by companies wishing to remain competitive and in phase with the new expectations of consumers.

In order to better support you in your career, we are launching a new survey on the salaries of supply professionals.

Our objective? To provide you with an unprecedented overview of compensation (fixed, variable, % increase) by function, sector and company size.

The anonymity of your answers is guaranteed and the detailed results will be sent to you on request at the end of the questionnaire. (Indicative response time: less than 5 minutes)

Thank you very much for your participation.

Back to the 50 years of France Supply Chain

On December 8, 2022, France Supply Chain celebrated 50 years of collaboration and collective intelligence with its members. 50 years that we share our Supply Chain to transform companies through ideas and avant-garde projects.

This evening was resolutely turned towards the future with exceptional interventions.

Back in image

  • Did you know that logistics was born to win wars?

    Back to the genesis of the concepts of logistics and supply chain and the rich history of the association with Aurélien Rouquet, Professor of Logistics at Neoma Business School and Secretary General of the AIRL-SCM.

  • "In the machine age, staying human will require companies to become partners in helping humans stay relevant in the digital age. Supply chain plays a critical role in transforming companies to meet this new challenge."

    A thought-provoking keynote on the evolution of the world and society by Olivier Babeau, Economist and founding President of the Sapiens Institute.

  • "We believe that we can collectively contribute to improving the world and our practices through the generous and passionate commitment of our members."

    Which strategic orientations for France Supply Chain in the years to come, presented by our president Yann De Feraudy.

  • "Talking about innovation outside of technological innovation [...] talking about solidarity" Hervé Dechene Cofounder & VP Strategy

    Startups session led by our partner SprintProject with Shopopop, Agrikolis and Viabeez.

  • Promotion of Supply Chain professions by LAB Jeunes students

For this occasion, Radio Supply Chain was present and recorded several podcasts with our members. You will discover the initiatives and works of the different LABS of France Supply Chain as well as the good mood and the communicative passion of the interviewees. We will soon share with you the different podcasts recorded.

Thanks to all our partners (Wavestone, SAP, Generix, BlueYonder, EOL, PTV Group, SprintProject and SopraSteria Next) for accompanying us during this year 2022 and during this event.

We are convinced that together we can design today's Supply Chain to offer a sustainable future to all.

And last but not least, we would like to warmly thank our members for this privileged moment of sharing and reflection.


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How blockchain opens the door to new use cases in the supply chain?

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Blockchain has been gaining interest for several years in several sectors of activity such as finance with crypto-currencies or the art world with NFTs. But how does blockchain open the doors to new use cases in the supply chain?

After the publication of the White Paper Supply Chain x Blockchain and a first webinar in June 2021 explaining the principles of blockchain and its use in the supply chain, a second webinar was held on 8 July 2022. Two companies were present to present their concrete use cases of blockchain in their Supply Chain.

  • Improve traceability of mica supply chains to ensure sustainable sourcing and eradicate child labour
  • Another example on the traceability of 3TG (ore)
  • Use case on milk and supply chain traceability to make flows and stocks visible
  • Example of increasing transparency to the consumer

Answers to the questions asked at this conference:

  • How does blockchain enable full auditability better than without?

    Matthieu Hug (Tilkal): A blockchain network acts like a decentralised database. It allows different actors to write data completely independently of each other, and without anyone being able to modify the written data. Each piece of data is electronically signed by the sender. The network records a fingerprint of each piece of data and copies it to each participant. Thus each participant in the network has an independent copy of these fingerprints (the database or register of the blockchain), which constitutes an independent and unalterable proof of the sending of each piece of data, by whom and when. All data uploads are therefore independently auditable, without a centralizing third party having the technical capacity to modify the data.

    This is simply not possible today without blockchain or similar technology.

  • Is the issue of traceability discussed with the States? If we take the example of traceability, in particular to ensure that the origin of the product does not involve child labour, blockchain will not solve the basic problem.

    Olivier Dubourdieu (RMI): Indeed, traceability is only a tool, serving the objective of eradicating child labour. In itself, blockchain will not solve anything on its own. On the other hand, traceability (based on blockchain technology) is an excellent tool for measuring, monitoring and evaluating progress towards the complete eradication of child labour (and other human rights violations).

    To answer the first part of the question, the RMI's approach is holistic. Thus, the issue of child labour is discussed with the States, but the initiative also implements programmes to support the communities of artisanal mica miners, to diversify and improve their sources of income, to guarantee access to quality education, to ensure an acceptable level of health and nutrition, etc. The causes of child labour are numerous and the initiative's objective is to address them all effectively. Once these programmes have been set up, the objective is to include the States in the reflection when it comes to traceability and performance monitoring, and also to include the communities (via cooperatives, mining groups, etc.).

  • With the Tilkal approach can you trace the carbon footprint from upstream to downstream?

    Matthieu Hug (Tilkal): Yes, Tilkal can trace carbon emission data, as well as any other type of data relating to the value chain, from upstream to downstream. For example, we track environmental data of this type as part of a vertical offer that we have developed with a partner for the textile sector (Footbridge).

  • Is it possible to see Tilkal's PF traceability live?

    Olivier Dubourdieu (RMI): unfortunately, the RMI platform already contains confidential data, but I'm sure Matthieu (CEO of Tilkal) will be able to offer you a demo!

    Matthieu Hug (Tilkal): with pleasure! Just contact us

  • Some actors must want to protect their information, is the blockchain 100% private or hybrid?

    Matthieu Hug (Tilkal) : Especially not private: a "private blockchain" (i.e. controlled by a single actor) has in essence no auditability properties because the single actor who controls it can technically modify all the data.

    The network deployed by Tilkal is said to be "permissioned": its access is reserved for identified and authorised B2B actors. Moreover, the confidentiality of the data is total because the blockchain network only contains "fingerprints" of the data: these are sufficient for the objective of auditability, but it is impossible to guess the original document from these fingerprints.

  • Do you have any use cases in agriculture, on how certain agricultural materials are grown, or how certain animals are raised?

    Matthieu Hug (Tilkal): Yes, several: milk collections, origin of vegetable milks (soya, almonds), fish and shrimps, and transport of livestock (sheep, cattle, pigs, goats) to an African country.

  • By whom and how is the source information (product origin) integrated into the blockchain? Did the traceability system require the equipment of certain stakeholders?

    Matthieu Hug (Tilkal): Each stakeholder writes the data that concerns them. This is done in different ways depending on the context: via API with existing systems or via simple mobile applications (provided and adapted to the use case) or via web forms or via IoT sensors. From the point of view of the operators capturing the data, the blockchain is invisible.

  • How do you ensure that the information entered by the suppliers is reliable? I can very well say that I hardly make the children work when I do? It's still a tool that hardly works on its own.

    Olivier Dubourdieu (RMI): Indeed, on the RMI side, it remains a declarative tool, where the veracity of the data entered is not guaranteed. That said, several safeguards have been put in place to ensure reliable data:

    • The data is reported by all members of the RMI, i.e. by both suppliers and their customers. We are able to compare the reported data and identify potential differences.
    • The blockchain, because it guarantees the link between the date, the identity of the person who shared the data, and the shared data itself, makes the data auditable. Thus, anyone who has a doubt about a piece of data shared on the platform can request an audit of the data and identify any inconsistencies.

    Matthieu Hug (Tilkal): see on Tilkal here.

  • Is it possible to see the RMI traceability platform live?

    Olivier Dubourdieu (RMI): unfortunately, the RMI platform already contains confidential data, but I'm sure Matthieu (CEO of Tilkal) will be able to offer you a demo!

  • What has blockchain technology enabled that not using blockchain could not?

    Matthieu Hug (Tilkal): data auditability, which makes it possible to create the traceability proof mechanism, which is increasingly required by new regulations in Europe and the US in particular (duty of care and reversal of the burden of proof). The Tilkal platform adds real time tracking and sharing while maintaining confidentiality.

  • What is the blockchain used by this platform? Is it private or public?

    Matthieu Hug (Tilkal): Blockchain network deployed by Tilkal. 74 independent nodes currently deployed, managed by our clients and some of their suppliers. This is a strictly B2B network, known as "permissioned" (authorised and authenticated access, subject to terms of use).

  • What is the name of this digital tool please? Platform used by Olivier.

    Olivier Dubourdieu (RMI): We use the traceability platform developed by Tilkal, which is based on blockchain technology. I'm sure Matthieu can tell you more!

  • Can we say that digital (via blockchain in particular) is a lever for a transition towards a greener supply chain?

    Olivier Dubourdieu (RMI): traceability based on blockchain technology allows (among other things) two things:

    • To emphasise that the solution to child labour upstream of a supply chain is everyone's business, that each actor in the chain shares a part of the responsibility for the problem, but also and above all for the solution.
    • Monitor and evaluate the impacts of actions implemented by supply chain actors engaged in transformation.

    Matthieu Hug (Tilkal): To talk about the transition to a greener supply chain, you have to be able to measure the supply chain permanently and end to end. It is therefore necessary to be able to trace the supply chain end to end, including in "scope 3" to use the terminology related to carbon emissions. However, such traceability is massively lacking today, or is very difficult to access and use (paper). In this sense, digital technology (and in particular blockchain) makes it possible to resolve the issue of end-to-end traceability, and therefore to measure the supply chain and assess its impact.

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Digital solutions for my transport operations

Customer experience, resilience, performance, environment... Transport is at the heart of your supply chain challenges. Faced with these challenges, many of you are accelerating the digitalisation of your transport operations.

For several months, the Digital Transport Lab has been collecting data on the digital tools that companies use to help them in this digitalisation process.

In order to go further, France Supply Chain organised a webinar on 30 June to enlighten companies on possible solutions, gains to be achieved and good practices. A radar of available offers, the results of the survey and concrete feedback from Nexans and Lesieur were shared during this meeting.

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Answers to the questions asked at this conference:

  • How many carriers are managed in the TMS?

    Between 30 and 80 carriers for the cases presented.
  • How many people manage the planning of WO? Is it centralised?

    5 to 10 people manage the OT planning. Planning is centralised for Nexans.
  • How are SPOTs managed in your TMS? Do you have a market price?

    The TMS used by Lesieur and Nexans allow them to request spot quotes from the referenced carriers.
  • How do you manage the back-up in case of refusal by the carrier?

    The automation of the chartering process makes it possible to achieve a very high rate of acceptance of the WO by the carriers. In the event of refusal, a TMS can be used to plan a scheme or an alternative service provider.
  • What are the limits of this tool in operational decisions (anticipation, decision scenarios...)?

    These tools automate and accelerate the processing of tasks performed daily by operational staff, but also give them the means to work by exception: operational staff can focus on actions that require human intervention.
  • What uses are made of the data collected and in what timeframe (weeks, months, etc.)? In your presentation, I did not see any reference to dashboards and monitoring of performance indicators (cost, quality, deadline,CO2, etc.). Are there dashboards in these different tools? Do you have any examples to share?

    The digital solutions include dashboards and the calculation of KPIs. The areas covered are generally operational (flows, quality, punctuality, filling, etc.), financial (budget monitoring, cost allocation) and CO2 emissions.
  • In the multitude of shippers' TMSs (for example), how to choose the one that would be suitable, how to perceive the differentiating element between a DDS, Generix, CJM... Why choose Oracle and DDS rather than another?

    Some answers provided during the webinar: the elements of differentiation are not only functional. Also assess the ability to integrate with the existing IS while meeting the security standards recommended by the organisation (which themselves must be compatible with the performance requirements imposed by the operational constraints of transport). Also take into account the project aspect and in particular the deployment lead-times announced by the various suppliers.

    The choice of Nexans (DDS) was made in 2004, I think we had other criteria at the time. Today, the choice of the right tool is very important because it is very engaging, it is imperative to define the need in detail and to have relatively precise quantitative data, the involvement of your IT is also the key to the success of the implementation! Don't hesitate to talk to users.

  • What resources did you rely on to identify the best options for this exponential number of modular solutions?

    The radar lists the main solutions available to shippers on the French market (it does not claim to be exhaustive), to give an initial insight into the field of possibilities. It is based on the expertise and knowledge of the market provided by the members of France Supply Chain who contributed to this project.

  • In terms of traceability, do you have feedback from your carriers (Batch or Courier) on delivery events, in particular before departure: Scheduled delivery time slot. After departure: Possible delay with a new time slot on the same day or delivery postponed to the next day

    These digital solutions offer different possibilities to transporters to make these returns: web portal, mobile application, EDI, visibility platform.

  • 10- Do Lesieur and Nexans use a "Visibility & Analytics" system in addition to their TMS (like Project 44 / Shippeo)? If yes, why this choice and what is the real gain vs. track & trace via the TMS? What are the decision criteria for the selection of traceability/ tracking/ in-transit visibility tools (Project44, Shippeo, Wadeo...) and are these systems integrated with the TMS? What percentage of your journeys can you trace?

    The connection of the TMS to a tracking tool is planned for Lesieur and done for Nexans. The criteria for choosing these tools are generally the coverage of transport modes and the number of carriers already connected. These visibility tools are often connected to the TMS.



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How to meet the need for supply chain talent?

With the increase of the market activity and the pandemic, the Supply Chain job market has been disrupted by candidates with much higher requirements. With this in mind, companies must reinvent their recruitment and management methods.

  • Why and how do I get "Best Employers" awards?
  • How can we meet the expectations of the youngest in terms of impactful jobs?
  • Why is Supply Chain The Place To Be?
  • Why are nurseries so important to young candidates?
  • Is flexibility a strong argument to attract Supply Chain talents, especially executives?

In order to answer these questions and many others, our HR Lab organized a round table on June 21. During this webinar, it shared its analyses and reference information concerning recruitment. Supply Chain actors, HR Directors, students, teachers, recruitment firms, etc. were all invited!

During this conference, accessible in replay for our members, the speakers highlighted the dynamics of the job market, the new opportunities and the methods to attract and retain talents in Supply Chain.

This round table provided an opportunity to learn about :

  • Types of jobs in tension
  • The means put in place by companies to meet the expectations of candidates
  • The dynamics of teaching and students' vision of the supply chain professions
  • Company practices, guidelines and cultures to promote the attractiveness of professions

Questions asked at the conference :

  • Is there an awareness among companies that employees are losing interest in them and that this is leading to a rapid increase in staff turnover and the associated salaries, both among experienced staff and among the younger generation? What solutions are being put in place to bring this under control?

    The question is rich! I don't share the idea of a general dislike of companies, but it is true that the Covid crisis, through the break it caused with the places and habits of work, has given many people a desire to change their lives... But they more often leave for another company than to open a bed and breakfast at the end of France... The job market being particularly dynamic in terms of offers, this effectively leads at the moment to an acceleration of turnover and a certain phenomenon of salary overbidding. 

    The company usually adapts in the very short term by increasing salaries on hiring and by retaining candidates by making counter-offers if they are very good, but then there is obviously the problem of internal equity with the other employees who work wisely without putting in their CV. The solution generally put in place by HRDs lies on the one hand in overall increase envelopes which are more generous when the market is on the rise, and on the other hand in identifying the best people, those whom the company is absolutely determined to keep and motivate in particular, and who will benefit from slightly exceptional measures and sometimes real salary catch-ups. The phenomenon described in the question of 2-3 years' experience being paid more than 7-8 years' experience should not occur in professional talent management, unless the 2-3 years' experience is endowed with specialised skills that are rare in the market (we see this in IT professions) or unless it is identified as having very strong potential for development. In this case, they may indeed be a little "overpaid" at the beginning of their career, but because they will very quickly take on higher responsibilities than the 7-8 years of experience...

    As for the "young generation coming to consume the company" without any return on investment for the company that has invested in them... without any value judgement, yes, we can see that at the very beginning of their career, young people often envisage their first company as a complementary module to their studies, with a duration in post(s) of 12 - 18 months... before leaving, either for another company, or very frequently for a personal project such as a year abroad, or involvement in an NGO, etc. This effectively raises the question of the ROI of "incubator" or "young graduate" type programmes for companies...

  • With the Covid supply crisis, the term Supply Chain has become more common but also synonymous with supply problems, which sometimes impacts even more on the attractiveness for recruitment. Your comments?

    The mainstream press, media and politicians have been reporting extensively on the problems faced by supply chains since the pandemic began. Even President Biden, who spoke at length about why American children would have to wait for their Christmas toys. As a result of these supply problems, companies have discovered the vital importance of the men and women in the supply chain business. With this renewed interest, we are also witnessing an awareness of the existence of these professions among students. So, since last year, we have had more young people who want to enter these professions.

  • Is the level of involvement of a company in CSR areas a criterion of choice for our future graduates?

    The level of involvement of a company in CSR is no longer the right way to qualify the action and policies of companies in terms of CSR. Today, every company sends an image to young graduates. This image is mainly appreciated from the CSR angle as well as the quality of life in the company. If the image is not attractive enough, young people will not apply. Therefore, if a company wants to attract young graduates, it must practice real CSR policies and make them known.

  • In the same way that COVID has highlighted these professions, has it not changed the requirements of our young talent?

    The changes observed will affect all professions:

    • In addition to the "better work-life balance", the proportion of teleworking is becoming more and more "acquired" around 2 days per week.
    • The CSR dimension of the company. The change is that if the question was already asked "before", the young talents will not be satisfied with a declaration of intent and will challenge the implementation of these commitments.
    • The reputation of the company, via sites such as google review, glaasdoor, or Job Teaser to find out about the company's values.
    • The question of the meaning of the job: more diversity and what career path to follow? It should be noted that this is not so much due to Covid as to a favourable job market that allows a higher level of requirements...
  • What managerial positions are available after graduation?

    The jobs available after a degree in Supply Chains are very varied. We often see demand planners, logistics team leaders, data analysts, consultants, members of project teams in the integration of new information systems, buyers, customer managers, supply managers, etc.

  • When interviewing a Master Supply Chain graduate, what are the critical skills/experiences sought?

    If we talk about the necessary steps towards a Supply Chain Manager position: in Industry, experience in S&OP and/or planning is a prerequisite, in Logistics and Transport for the distribution and service sectors. Whatever the sector, experience in project management will be expected as well as international experience or at least in a multicultural English-speaking team.
    Across all experiences (which also applies to recent graduates) we will be looking for the following skills
    problem-solving and result orientation, internal/external relations, influence, "internal/external" customer orientation, openness/curiosity.
    For more experienced profiles with a managerial dimension: emotional intelligence, ability to give meaning,
    And of course... humility

  • You did not mention the international dimension of the supply chain professions. Why not?

    We can refer to the last half hour of the round table where the question of international careers was dealt with at length. In particular, we emphasised the importance of mastering English, or even a third language, the strong interest of assignments as soon as they include the management of multi-country issues, and the possibilities of working in a foreign country, increasingly on a local contract rather than as an expatriate

  • Shouldn't our universities and schools start educating our young people earlier than in Master? Why not a Supply Chain course from the beginning of school?

    A Supply Chain course from the beginning does not have only advantages. Indeed, the students who would follow it would necessarily have gaps concerning the other functions of the company and could consider that the functions of marketing, finance, information systems, or even human resources are secondary or subaltern. We favour a generalist training at the beginning of the course in order to help them consider business management as a whole with these different aspects. In the final year of the Master's programme, we provide them with additional theoretical training that enables them to see how the purchasing and supply functions are vital and how they contribute to the creation of value in the company. A good supply chain manager is a decision-maker who knows how to see all aspects of the company, how to dialogue with other functions and how to lead his or her teams towards stronger collaboration internally and with external partners. Today's training courses are moving away from the traditional model by emphasising the digitalisation of processes and the development of the individual talents of future managers. They must be able to step outside the usual framework to invent new solutions, apply new methods, and encourage and develop new talents.

  • How do you recruit supply/logistics profiles when this is not the company's core business?

    "If we are talking about companies outside the distribution and transport logistics sectors, these are the ones where there is the greatest diversity of professions and at the same time those where the function is sometimes little recognised... Supply Chain needs, and therefore the career paths in the professions, may be poorly known, the tools and/or resources under-dimensioned and the relations with the "related functions" sometimes complicated.
    It is precisely in these environments that there is so much to do and that exciting projects can be found! Provided that you have technical expertise, self-confidence, emotional intelligence and a good capacity to influence, which includes the ability to give meaning to your teams, your general management and other departments (sales, purchasing, industrial, etc.)
    The company should therefore promote the diversity and richness of the professions (in particular S&OP / planning, which is not or not very present in other sectors), the interest and impact of the projects... reassure on the committed means (current and future)... present during the interviews a Manager/Director of another function, which should shed light on the state of maturity of the Supply Chain or at least its internal recognition.
    Finally, these companies have an enormous advantage: the gateways to other professions, outside the Supply Chain.

  • Is the work-study route still the best way to get into supply chain jobs?

    Work-linked training is very popular because it allows companies to participate in the professional training of future employees. In France, this training pathway is extremely constrained by the regulatory framework and it is possible that governments and social partners will significantly change this framework. This pathway, which is currently royal, may no longer be so. Other routes into supply chain careers also exist and are still well practised by a large number of companies, both French and foreign.

  • In terms of experience? Do you prefer to recruit juniors or seniors?

    My answer is "Everything"! ) has a place today, on one condition: to work on his employability: to train, to maintain his motivation and his ability to adapt, in other words, to "stay young in his head", and, perhaps, to talk to the recruiter about his passion for his job rather than the number of quarters left to do before retirement... 

  • How did FM work its candidate experience "concretely" to be 4th France?

    The candidates who have chosen us already express the feeling of a rather pleasant recruitment process. Our recruiters and managers naturally pass on the "behavioural codes" of the FM culture in their dealings with candidates, for example simplicity in the relationship, transparency (since trust is our primary value), and questioning that is generally devoid of aggressiveness or putting candidates under pressure. This does not prevent the evaluation work from being carried out.

    In person, candidates also emphasise the friendliness they perceive in the company, when they wait at the reception desk, they see that everyone says hello, they are offered a glass of water or a coffee. It probably sounds crazy to note this as a differentiator, but it is surely not the case everywhere .... 

    After that, yes, we pay attention to the quality of our process, we do our best to ensure that candidates have answers, know where the decision process is, if we offer them a questionnaire to evaluate their skills or their motivations, we always give them feedback, we are clear and precise about the salary offers, and in a search for a balanced, win-win and long-term relationship. We are not perfect, of course, and there are failures, but perhaps less than elsewhere?

    Then, and above all I should say, we take care of the arrival of new recruits, with, for example, a small welcome pack, a written note from the manager, numerous meetings to get to know colleagues and internal clients, a sponsor or "buddy" to lean on during the first few months, to integrate and create an internal network, and training from the very first days. Here again, there is nothing 'rocket science' about it, but attention to the person, with a sincere desire to give him or her every opportunity to succeed and the feeling that we are happy to have him or her among us.

  • On which job site do we find the most executive candidates?

    You can find more executive jobs on the Apec and Cadremploi websites.

  • Is the current HR trend more oriented towards permanent and fixed-term recruitment or towards temporary work?

    The official figures (Pôle emploi) announce 71% of permanent and fixed-term contracts of over 6 months for recruitment projects in 2022.
    Since 2021, at the level of our firm, for Supply Chain positions, the needs of our clients for permanent contracts have increased much faster than interim assignments. (+40% VS +15%).



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France Supply Chain strengthens its involvement in a sustainable supply chain as a transformation lever for a full CSR company by 2030

CSR is more than ever at the centre of companies' concerns. Between pandemics, geopolitical conflicts and climate change, CSR is now confronting companies with their responsibilities and making them question their organisations for the years to come. 

Based on this observation, the Institut de l'Entreprise, PwC France and Maghreb, and the FNEGE (Fondation L'Institut de l'Entreprise) have coordinated a study, "L'Entreprise Full-RSE à horizon 2030", aimed at understanding how to integrate the social, societal and environmental responsibility of companies at all levels of their organisations. 

From foresight to practice

 Between September 2020 and November 2021, in an unprecedented partnership approach, 10 leading professional associations*, bringing together more than 240 witnesses from the management of more than a hundred companies, and 30 academic experts, took part in 10 "design fiction" workshops, consisting of projecting themselves into plausible futures in order to question the directions to take in the present. 

FRANCE SUPPLY CHAIN, the reference interlocutor on all issues related to the supply chain and involved for many years in sustainable supply chains, is pleased to have contributed to this study.

 For Yann de Feraudy, President of France Supply Chain:

 In 2030, the supply chain function will become more central and visible. Insofar as it affects 60 to 80% of the cost structure, it is one of the major levers for the transformation of our companies. It covers a number of activities, from sourcing to product recycling, including purchasing, supply, planning, production, storage and transport. This central and cross-functional position aligns the Purchasing, Industrial and Logistics functions towards the same strategic and operational vision. 

A full CSR company will define a supply policy and will ask for its joint implementation by its Purchasing and Supply Chain departments... The latter will equip itself with increasingly sophisticated technological means to ensure better visibility and traceability throughout the chain by optimising the service and the use, or even the reuse, of resources to preserve the planet. It will have to collaborate with stakeholders both inside and outside the company, mobilising its entire ecosystem. 

These workshops have highlighted the difficulties that "stand in the way", we believe that we must look beyond this by relying on the changes underway that are working and drawing lines for the future! 

The full CSR Supply Chain function will be : Customer-focused, more resilient, increasingly collaborative (sometimes even with competitors) so it will be better able to recruit and develop talent and have a positive impact on the planet.

*Institut de l'Entreprise, PwC, FNEGE, ANDRH, ADETEM, CIGREF, CNA, DFCG, Entreprises & Médias, France Supply Chain, IFA, and ORSE 

About France Supply Chain

In an increasingly complex world, making the Supply Chain a lever for a more sustainable world is an essential challenge for all companies. This is why France Supply Chain brings relevant solutions to all Supply Chain actors, thanks to its network of 450 affiliated companies and an approach based on collective intelligence.

Press Contact: CLC Communications

Gilles Senneville and Laurence Bachelot

01 42 93 04 04 

Handling equipment: How to meet the energy challenges of today's and tomorrow's warehouse?

In a context where companies are implementing solutions to reduce their energy consumption and their carbon footprint, intralogistics is attracting more and more interest. Today, having an optimised and agile intralogistics is a competitive advantage. Companies are looking for new technologies, sources of energy for more efficiency, profitability and sustainability.

On 31 May, France Supply Chain organised a webinar with the companies EOL, Fenwick, Evolis Sympo and Andine to find out which innovations to implement for its handling equipment fleet (webinar replay below).

Supply Chain x Cybersecurity

On April 22, 2022, within the Digital Lab, France Supply Chain and Wavestone published the Supply Chain x Cybersecurity White Paper, dedicated to the problems of digital risk, a major challenge for the Supply Chain. After several months of work on this theme, on April 15 we organised a webinar to present the publication, which you can find at the end of this article.

Supply Chain Decarbonisation: The Shift Project x SupplyChain4Good collaboration

In 2021, we have drafted a manifesto for a sustainable supply chain and our aim is to have a living document that we continuously enrich with the experiences and projects of our members.

We would like to open up our work to other reference associations that also work for the decarbonisation of the economy. In this context, exchanges have been initiated with "The Shift Project".

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