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Benchmark of Excellence: 30 Years of Expertise in Supply Chain Management

Written by Elorri THICOIPE the . Published in News-semi-public-privees, Uncategorized.

Born out of a desire for industrial collaboration between Renault and Volvo in 1995, the France Supply Chain by ASLOG framework has become the common language of operational excellence in logistics and supply chain management. As we approach the launch of an ambitious 2026 version, Laurent Cirou, project lead and trainer, shares the keys to a tool that transforms mastery of supply chain fundamentals into a competitive advantage.

A history marked by cooperation

The story began 30 years ago. In 1995, Renault’s purchasing director, inspired by a model used by its partner Volvo, wanted to create a tool to help French suppliers improve their capabilities. “It was a tiny booklet with fewer than 100 questions—a first draft designed to help companies develop their logistics expertise,” recalls Laurent Cirou.

Although the process-based framework dates back to 2002, the system has evolved in response to various crises. In 2020, it underwent a major strategic shift: moving from a purely “logistical” assessment to a comprehensive “Supply Chain” vision. Today, it adapts to all sectors: from healthcare to luxury goods, including the chemical and humanitarian sectors.

Applications of the audit framework

The conclusion is clear: challenges are almost always organizational and interpersonal, rather than technical. The audit framework is designed to break down silos. “The strength of a supply chain lies in the connections between people who are highly technical experts in their respective fields. We need to ensure that they communicate and understand one another.” The audit framework is not an inspection; it is a common language that allows the production expert to understand the challenges faced by their colleague in purchasing or transportation.

Laurent Cirou describes the Supply Chain Manager as a “strategist on the battlefield”; after all, by definition, risk is unpredictable. Tomorrow’s manager must assess uncertainty—whether it involves cybersecurity, hacking, or geopolitical tensions—in order to develop contingency plans. “He is the one who spans the entire organization; he is the linchpin of risk management.” The framework gives him the tools to stop reacting and start anticipating.

Looking Ahead to 2026: People and Data at the Heart of the Engine

While the 2024 version has already incorporated broad digitalization (going well beyond AI alone) and sustainable logistics, the 2026 initiative is tackling new fundamental pillars:

  1. Human Resources: The future framework will focus ononboarding processes, ergonomics, and workplace safety.
  2. Upskilling: The challenge is to measure and support the growing autonomy of field teams.
  3. The Power of Benchmarking: The goal is to fully digitize the tool to create a database within France Supply Chain. This will enable companies to compare themselves sector by sector to identify their true sources of value.

A rapidly growing audience

The success of the framework depends on knowledge transfer. With more than 200 “junior” students trained each year at participating schools and an ever-growing number of “senior” cohorts, France Supply Chain is building a true professional community. “We haven’t yet tapped into the full potential of this tool,” concludes Laurent Cirou. Between operational agility and a defensive strategy, the framework remains the best ally for no longer merely enduring the future, but steering it.

Learn about and use the standards of excellence

Even before you begin your training, you can conduct a self-assessment of your supply chain to gauge your understanding of the fundamentals. This self-assessment questionnaire was developed by our members based on the Supply Chain Excellence Framework of the France Supply Chain association. The assessment we offer here is a summary of that framework in 22 questions. The assessment scale was calibrated based on the work of the members of the ETI-SME Lab and validated under real-world conditions.

To help supply chain managers master this strategic tool, we offer a “Senior” training course eligible for CPF funding. This six-day in-person program is designed for managers with at least three years of experience in supply chain or logistics.

Join our next session “Audit Corporate Supply Chain Performance” (title certified by France Compétences under the specific directoryRS6883)

  • Module 1: September 14–16, 2026
  • Module 2: November 4–6, 2026

Registration and Information

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Inspiring Webinar: A One-on-One with the Director of Logistics Operations at a Saint-Gobain Group Subsidiary

Written by webm@ster the . Published in News-semi-public-privees.

On March 10, thefifth installment of a popular community event took place:the “Inspiring Women” webinars! Participants had the opportunity to meet an energetic and authentic manager who has risen through the ranks to lead nine sites and 1,300 people. To understand her risein a very male-dominated industry, she reflected on what drives her every day, her convictions, and her experience. An interview.

Photo by Carole Doucet

I really enjoy leading large-scale projects, and I love handling major crises. So I thrive on a challenge.

Carole Doucet – DSC (Plumbing and Heating Distribution) in conversation withMarie-Laure Furgala, Director of the ISLI MS/MSC in Global Supply Chain at KEDGE BUSINESS SCHOOL

Can you tell us about your current role and how you got here?

I generally changed roles every two years at DSC. I’m an engineer by training; I used to work in IT, but I didn’t find it concrete enough. When my husband and I left the Paris area, I said, “I want something more tangible.” I joined the Saint-Gobain Group, and over the course of 12 years, I’ve gone from project manager to executive.

I’m in charge of all of DSC’s logistics sites, which amount to roughly 250,000 square meters of warehouse space, plus all transportation operations. To give you an idea, that’s about 400 trucks leaving every day. DSC has 9 sites, 2 of which are leased and 7 owned, employing between 1,100 and 1,300 people. So, my current role is to manage the site managers, a transportation manager, and a performance manager.

250,000 square meters, 1,300 people—how do you manage that day to day, Carole?

No two days are the same for me. I don’t manage 1,300 people on my own; I rely on my team of managers. There are nine of them today, and my primary role is to lead—to ensure that my team is on board, so that they, in turn, can get their teams on board, who will then get their teams on board, and so on. My top priority is safety. Next, it’s about providing the best service to our customers.

How do you see your role within the company’s ecosystem, particularly in a male-dominated industry?

Our division operates as a distinct business unit, yet it is deeply integrated into the broader commercial organization. Every logistics site manager serves on the executive committee for their respective sales region. This represents a significant shift in how we operate, and I’ve seen it evolve considerably over the past 12 years; today, we are true partners dedicated to serving the end customer.

Have you met any people along the way who have been particularly influential?

Yes, absolutely. I’ve benefited from a formal mentoring program and informal support from a manager and my HR director, who has been with me for three years and generally coaches me on a daily basis.  That’s classic mentoring with a mentor who isn’t part of your business unit. It’s crucial to surround yourself with the right people so you can step back, get a different perspective, and, above all, have people you can confide in when things get complicated or the pressure mounts.

Photo by Carole Doucet

You almost always inherit a team that you need to understand and help grow. Building the “ideal” team is an ongoing process. My motto is to have “an appreciation for others and a love for the job.”

Carole Doucet,DSC (Plumbing and Heating Systems)

We imagine you have a taste for a challenge.

Yes, I’m a competitor at heart. I used to be a top-level athlete. Besides doing track and field—I sprint—I love going fast and pushing myself to the limit, which means doing more and doing better. But above all, I love learning and growing. I really enjoy leading major projects; I love managing a major crisis. So I thrive on a challenge. In operations, you’re never bored.

How do you manage to balance your work and personal life with three kids?

It was a decision we made as a couple and as a family. It’s not easy every day, but it’s all about finding balance, standing by our choices, and having the support of an amazing partner. For me , the real key is feeling comfortable with the choices you’ve made and living them to the fullest—and when things go wrong, making sure to talk about it, whether at home or at work.

What advice do you have for navigating the political landscape within a company?

It comes down to both skills and knowledge, so to speak, and then there’s a second aspect that has more to do with attitude. Today, the supply side relies on data, rigor, and operational expertise. But as soon as you move into higher-level positions, you discover a whole new playing field— one of influence and dynamics. That’s something you learn on the job.

Actually, you have to navigate these spheres to understand how things work—that’s how I’d put it. In my opinion, the best way to learn is to work on a project to understand what’s at stake, the dynamics between departments, who my allies are, who my critics are, and to understand the connections between people and the different departments. Another piece of advice is to rely on concrete facts to navigate these spheres, which can be a bit less rational.

And finally, I was talking about demeanor. For me, it’s essential to stay authentic; you have to maintain a simple yet powerful demeanor. You have to listen more than you speak, understand what’s left unsaid , and rise above the fray to remain credible. And really, the whole point is to stay true to yourself. In a way, this shows that you’re reliable, transparent, and clear—and that’s what builds credibility. Just because you’re climbing the corporate ladder doesn’t mean you have to lose sight of who you are; you must stay true to what you say and know how to listen.

Photo by Carole Doucet

Just because you’re climbing the corporate ladder doesn’t mean you have to lose sight of yourself; rather, you should stay true to your word and know how to listen.

Carole Doucet,DSC (Plumbing and Heating Systems)

How would you describe your leadership style, Carole?

I know how to connect with people. Actually, I understand how they work and what they’re feeling. I understand what goes on within a group, how to motivate a group, and how to get everyone on board. You see, I’m not very articulate—I’m a pretty simple person—but I really like people in general, and I’m a positive person, so I think it comes pretty naturally to me. I really love getting a team on board. So I genuinely enjoy working with them, doing things together, and being together. Let’s put it that way.

This new interview shed light on Carole’s career path, the challenges she has faced, and her strategies for success in logistics. The discussion explored large-scale management, the personal aspects of leadership—such as stress management and work-life balance—and navigating corporate politics, and, of course, aimed to break down stereotypes about warehouse jobs.

Here are the key factors that can encourage as many women as possible to take on leadership roles—theprimary goal of these webinars:

  • Progress and Leadership

    Rapid career advancement is possible in logistics thanks to the challenges it presents and the opportunity for continuous learning. Effective leadership on a large scale relies on delegation, trust, authenticity, and making safety the top priority.

  • Personal and Professional Development

    Mentoring is a key driver of career growth. Self-awareness, curiosity, and the courage to take calculated risks are more important than a rigid career plan. Mistakes are opportunities to learn.

  • picto adjust

    Work-life balance

    Balancing a demanding career with personal life is a family decision that requires solid planning, a spouse’s support, and the ability to set boundaries.

  • When things get complicated

    “ “The real point is to never be alone”—to make eye contact, totalk.

  • Industry Trends

    Logistics, now recognized as a strategic function, faces major challenges: CSR (decarbonization), managing physically demanding work (through automation and robotization), integrating AI, and building organizations that are resilient in the face of crises.

  • A word of advice for young people

    Get to know yourself and stay curious. It’s normal not to know exactly what you want to do. Don’t be afraid to meet with professionals and ask questions.

Thanks to Carole and Marie-Laure for this energizing one-on-one session!
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supply chain monthly

The Supply Chain Monthly #36

Written by TRACIE@FRANCESUPPLYCHAIN.ORG the . Published in News-semi-public-privees.

Find this month :

  • The return of a smooth and fast website
  • A successful launch for the new teams at LAB Digital
  • Breaking through glass ceilings  
  • How can supply chain risks be reduced?
  • Electric heavy-duty trucks: What’s the current status? 
  • Upcoming events 

WELCOME to the staff of the new member organizations that have joined us in recent months: PELICAN CYCLES , DOMES PHARMA, ONET C-LOG SOLUTIONS KARDEX France, LEON 

as well as students from the following schools: EIGSI, ISTELI BREST and ROUEN, UNIVERSITY OF PICARDY – EIJV

Overview of some pages in the digital Supply Chain training guide

GUIDE TO HIGHER EDUCATION IN SUPPLY CHAIN 2025

Discover our training courses

The return of a smooth and fast website!

Behind the scenes

Image from the France Supply Chain website

Dear members, many of you have experienced difficulties on our website in recent weeks (slow loading times, loading errors). We apologize for the inconvenience. 

The move to a newThe move to a new server required some adjustments, but that’s all in the past now:your browsing experience is now smooth and more secure!

A successful launch for the new teams at LAB Digital

The actors

France Supply Chain's Digital and Technologies Lab logo

We’re thrilled to see the growing enthusiasm for ourSquads: there wereabout 50 of youat the four kickoff events.

This initiative reflects a commitment to shaping the technological future of our industries together. Our experts are ready to turn their ideas into tangible benefits for the communitythrough new publications—well done to them!

On display

  • women's guide

    Breaking Through Glass Ceilings with the Women in Supply Chain Community

    Whatapproach and mindsetshould one adopt when managing 1,300 people across nine platforms? Is it possible to remain authentic? 

    During the 5th "Inspiring Women" webinar, Carole Doucet, Director of Logistics Operations at DSC (Saint-Gobain Group), shared her remarkable career journey and taught us a great deal. It was a real eye-opener!

    If you missed it, the replay will be available very soon 😉  

    To expand its impact, the community has developed a groundbreaking guide that breaks down12 biases that hindercareers(primarilythose of women)

    Drawing on research and feedback from the field, our contributors share:

    • Theirtips and best practicesfor navigating with confidence
    • Practical tips forshowcasing your strengths
    • Tools toengageyour teams in a fun way

    Gentlemen, recruiters, and managers: this guide is for you, too! Transforming our organizations for the long term requires a collective commitment.

    👉To learn more about this community

    Explore the guide

  • supply-chain-decarbonization

    Decarbonizing Road Freight Transport: The Conditions for the Shift to Electric Vehicles

    The findings of this study (conducted by Équilibre des Énergies (EdEn) with support from the Supply Chain 4 Good Fund) are fully in line with the work we have been conducting for several years to accelerate the energy transition of supply chains:electric heavy-duty trucks are already technically and economically viablefor certain applications and will become the standard solution by 2030.

    It highlights the need for a stable framework, coordinated investments, and collective action to make this transition a success.

    Learn more about the study and its findings

  • Circularity as a strategic solution for mitigating supply chain risks

    (Re)discover this article—testimonials that reveal key insights on the necessary transformation of our economic models to address today’s geopolitical, environmental, and regulatory challenges. 

    Learn more about this proactive solution

The next sessions

DATES NOT TO BE MISSED

  • [EXHIBITION]

    March 31

    SITL 2026

  • [MEETING]

    01/04

    Regulatory Monitoring Project

  • [MEETING]

    04/07

    LAB Human Resources

  • [MEETING]

    08/04

    Alternative Energy Mobility Project

  • [WORKSHOP]

    08/04

    Circular packaging x traceability 

  • [MEETING]

    April 15

    LAB ETI PME

  • [MEETING]

    16/04

    LAB SC Sustainable

  • [MEETING]

    April 21

    Women in Supply Chain

  • [WORKSHOP]

    23/04

    Exploratory tour of MIX.E

  • [VISIT]

    April 30

    Tour of a state-of-the-art pharmaceutical distribution center

  • [EXHIBITION]

    May 12

    LOGISMED 2026

  • [Congress]

    05/12

    RISC 2024 - International Supply Chain Meetings

Find out more about Supply Chain events

More than 40 candidate CVs, updated weekly, are available on the site.

Discover

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Woman observing the organization around her company's data

Data governance: the pillars of organizational transformation

Written by webm@ster the . Published in News-semi-public-privees.

"I'm not a data specialist, it's not my problem," "There are so many tools, I don't know where to find my customer data," "Trust is one of our company's values, we don't need a complicated authorization system." Often heard in companies, these phrases reflect a reality: data is widely discussed, but its management often remains scattered. We therefore decided, together with our partner Citwell, to dedicate a webinar to this topic , as it can be costly for a company. Here is a summary of this live event, which will help you understand the pillars of this essential business organization through real-life examples and numerous expert recommendations.

Download our guide

Roles and responsibilities

Who is responsible for what?

During this webinar, Saâd Kadioui, Partner/Head of IS Transformation at Citwell, emphasized thatthe business is primarily responsible for data quality. He warns organizations that dilute this responsibility by entrusting it to a data entry department that adds no value: "The real impact of this type of organization is that itdilutes responsibility for data quality. The business doesn't feel responsible because it's not the one entering the data, and the department that enters the data isn't responsible either because it's not the one providing the data."

To structure governance, he introduced key roles: the Data Owner, a business person responsible for the content and quality of data, and the Data Steward, who oversees the creation and modification processes. The whole process is orchestrated by a Chief Data Officer.

Did you know?

The role of data owner can be combined with other functions, which is the case in most companies.

Data governance diagram

Illustration of an organization structured around data

Olivier Weiss, S&OP Business Development Manager at Renault, illustrated this point with the example of vehicle coding at Renault Trucks, where the coexistence of old and new codes can lead to errors if the business does not ensure reliability. "In the current 7-digit coding system, each digit is meaningful and allows us to identify the type of silhouette, the type of engine, the type of emission standard, etc. However, some old model codes still exist, and if we use the new coding system with these old model codes, we end up with incorrect data." Responsibility or proximity to the business is essential here because it is the business that will be able to say , "Watch out, we have a potential discrepancy here."

Best practice

Establish close collaboration between the business and its Data Steward: the customs code (product ID used to cross borders) is strategic data linked to 375 regulations that are subject to change (the World Customs Code is amended every five years): "Imagine the amount of data that needs to be managed and that is associated with this customs code. If I don't have the support of a data steward to update this data, it becomes very complicated for me," concludes Delphine Cuvellier , Customs Manager France at Alstom.

Data mapping

Where can the data be found and who owns it?

Given the multitude of tools available (ERP, PLM, etc.),there is a clear need for a"data GPS ." Saad explained that there is no such thing as a universal ideal urbanization (data mapping) solution, but rather one that is tailored to the context and uses of each company. The key is to define where data should be created, modified, and stored, following a strict master-slave relationship (a single master for modification, multiple slaves for consultation) in order to guarantee integrity.

Remember that in urbanization, you first need to think about uses and the complexity of use. "For example, if I am in a company that produces standard machined parts, with little documentation and extremely slow product life cycles, then I may not need PLM (Product Lifestyle Management), and perhaps an ERP workflow would suffice for the new products I create."

Best practice

Always evaluate the benefit/cost ratio of obtaining data: "Some data is very easily accessible, while other data can sometimes be extremely costly to obtain. This may be due to the history of the systems we have worked with, or to the poor quality or incompleteness of the data entered at the time. So you always have to ask yourself what the ultimate business value is."

Data security

What is the level of confidentiality of my data and how can I protect it?

The speakers addressed the need to secure access to data. Saad advocated finding a pragmatic balance in access management so as not to create an overly complex system, while highlighting the immense risks (data leaks, loss of integrity, GDPR non-compliance) of lax management, particularly during project go-lives. "What will really push us to be pragmatic here is the level of maintainability and confidentiality." 

Olivier shared an example in which cross-referencing a chassis number with geolocation data borders on the concept of personal data: "All vehicles are connected, we receive information on journeys and registrations, it's an important source of business. Couldn't I identify the driver? Sensitive data can be hidden at levels we don't necessarily suspect."

Supply chain risk management

Warning and associated best practice

The advent of BI and AI (LLMs) has significantly increased exposure to risk. "We all know the value of data, there are many hackers looking for this data, and there are even greater capabilities to disseminate it. So we need a robust, well-designed model for restricting access to data." To this end, Delphine recommends using a RACI matrix to clarify responsibilities and access rights.

Data management process

Which data is mandatory versus optional?

The 4 levels of data criticality

The 4 levels of data criticality

To counter the use of parallel Excel files due to a lack of confidence in the systems, it is crucial to manage the data lifecycle (creation, life, death) through robust and documented processes. Saad emphasized "frugality": structuring and maintaining only those data whose value to the business exceeds the cost of management.

To do this, it introduced a distinction between a priori controls (blocking, to guarantee quality) and a posteriori controls (non-blocking, for fluidity). The application of these controls depends on the criticality of the data, which is classified into four groups: critical data, operational performance data, reporting data, and strategic management data.

Best practice

Data quality must be orchestrated; it is closely linked to the process and the involvement of managers and facilitators, particularly for cross-functional master data (customer items, suppliers, etc.). Therefore, "to increase the robustness and quality of data, it must be controlled during creation and modification, without compromising operational efficiency, with cycle times that are too long between the need for creation and the availability of data in the system."

Did you know?

Anticipating data and knowing when it is critical and strategic is the most important factor in streamlining a supply chain.

What about performance?

Monitoring and ensuring data governance performance revolves around two main areas:

  • Responsibility for leadership

  • Responsibility for content

On the one hand, the initiative aims to guarantee the quality, speed of availability, and accuracy of data from the moment it is first produced. The associated key performance indicators (KPIs) are time to data (the average time between the request and the availability of data) and first shot accuracy (the rate of data that is correct from the first version), reflecting the efficiency of processes and their ability to avoid subsequent corrections.

On the other hand, content responsibility is based on five essential dimensions, managed by data owners:integrity (consistency and existence of values), completeness (exhaustiveness of records), relevance (adequacy of values to business rules), freshness (regular updating of data), anduniqueness (absence of duplicates). These dimensions ensure that data is reliable and usable.

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  • Thierry Blein

    Delphine CUVELLIER

    Customs manager France

  • Photo by Olivier Weis

    Olivier WEIS

    S&OP Business Development Manager

  • photo by Saad KADIOUI

    Saad KADIOUI

    Partner / Head of IS Transformation

    Citwell, a transformation gas pedal

Q&A with the Audience

The last part is devoted to questions from participants, which focus on very concrete implementation issues.

  • Acceptance by the trades

    To ensure governance is accepted without slowing down processes, Saad emphasizes that this is an organizational transformation driven at the highest level (COMEX), not just a simple initiative. This involves adapting job descriptions with the help of HR and defining clear objectives.

  • Role of part-time Data Owner

    One participant notes that this role is often deprioritized. Saad confirms that this is a real risk. The solution lies in integrating data quality into performance objectives and the evaluation of the person concerned.

  • Role recognition

    The questions confirm the need for official recognition of the roles of Data Owner and Data Steward in job descriptions so that the mission is taken seriously. Delphine adds that it is often easier to train a data user in the profession (customs, for example) than to find a data scientist who is an expert in the field.

  • Data leak

    In the event of an incident, the response must be proportionate to the level of risk and the sensitivity of the leaked data. Olivier emphasizes the importance of regularly reviewing access rights and revoking them when individuals change jobs, a practice that is often overlooked.

  • Quantifying ROI

    To justify the time spent on data quality, Olivier suggests starting by evaluating the time saved by avoiding manual consolidation. Saad adds that ROI can also be measured in terms of risks avoided (non-compliance, operational errors) and, above all,missed opportunities: no major technological shift (AI, advanced analytics) is possible without high-quality data.

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supply chain monthly

The Supply Chain Monthly #35

Written by webm@ster the . Published in News-semi-public-privees.

Find this month :

  • The chapters are waiting for you!
  • And the award goes to...
  • Accumulation of crises and tensions: how can we remedy this?
  • Training for students and professionals
  • Safety, health, and well-being in logistics
  • What to expect in the coming months

WELCOME to the employees of the new member organizations that have joined us in recent months: DHL Supply Chain France, Verralia, Gris Decoupage, Prologistik France, and Zetra.

Overview of some pages in the digital Supply Chain training guide

GUIDE TO HIGHER EDUCATION IN SUPPLY CHAIN 2025

Discover our training courses

The chapters are waiting for you!

Behind the scenes

The International Supply Chain

From Shanghai to New York, via Poland and Romania, our members are located all over the world! Thechapters arecurrentlyworkingon their programs, so if you would like to join them, please contact us.

Contact us

And the award goes to...

The actors

France Supply Chain won the trophy of honor at the Rois de la Supply Chain ceremony on January 29. A great first appearance as president for Stéphane Navarra.

Group photo of the winners of the 2026 Supply Chain Kings
Speech by Yann de Feraudy at the 2026 Supply Chain Kings event

Stéphane Navarra alongside Markus Mau, president of ELA, and the winners of the 2026 Grand Prix des Rois, who will be the French nominees for the 2027 ELA Awards (Weldom, SAVOYE, Mews, Manhattan Associates, and AF’ergo Conseil).

On display

  • Round table discussion between France Supply Chain and Cretlog

    Accumulation of crises and tensions: how can we remedy this?

    France Supply Chain joined forces with Cret-Log on January 19, bringing together researchers and professionals around a common goal: to better understand the systemic dynamics that are transforming supply chains.

    Learn more about this meeting

  • Supply Chain Training

    Training for students and professionals

    Officially Qualiopi certified since 2021, France Supply Chain offers two courses to train auditors in corporate supply chain performance: an FDASC training course and a junior training course dedicated to students in higher education studying supply chain management.

    Discover junior training

    Learn more about audit training

  • Toolbook of best practices: Reducing drudgery in warehouses

    Safety, health, and well-being in logistics

    A feedback form is currently being prepared and will be published next week, focusing on safety, health, and well-being in logistics. In the meantime, take another look at the hardship toolbook created by our members of the Sustainable Supply Chain LAB with the aim of reducing hardship in warehouses.

    Download

The next sessions

DATES NOT TO BE MISSED

  • [Conference]

    19/02

    ELA Awards

  • [Reunion]

    February 23

    LAB SC Planning

  • [Reunion]

    February 24

    HR LAB

  • [Reunion]

    25/02

    LAB SC Sustainable

  • [Live]

    March 10

    Testimonials from Inspiring Women

  • [Reunion]

    11/03

    Risk community

  • [Live]

    March 17

    Electric trucks

  • [Reunion]

    19/03

    LAB Logistics

  • [Reunion]

    March 24

    Women in Supply Chain

  • [Salon]

    March 31

    SITL 2026

  • [Reunion]

    04/07

    HR LAB

  • [Workshop]

    08/04

    Circular packaging X Traceability: regulations, solutions, and action plan in one day

Find out more about Supply Chain events

4 job offers and over 40 candidate CVs, updated weekly, are available on the site

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Work-study program

Auditing the Supply Chain Performance of Companies: 6th version of our Training Course

Written by Elorri THICOIPE the . Published in News-semi-public-privees.

Supply chain auditing is becoming a strategic lever for companies in a context where supply chains must be efficient, agile, and resilient. France Supply Chain has been offering a unique certification course in France since 1997: "Auditing the performance of corporate supply chains." The latest version goes further in terms of criteria related to digitalization and CSR, offering updated content for assessing and sustainably transforming organizational performance.

Why measure the performance of its Supply Chain?

Measuring the performance of your supply chain is, above all, a way to improve. The assessment framework provides a clear picture of the level of maturity and mastery of supply chain fundamentals, positioning you in relation to industry best practices. This approach allows you to:

  • Identify areas for improvement.
  • To drive a dynamic of continuous improvement.
  • Effectively lead teams and their projects.
  • To strengthen the cross-functional nature of the Supply Chain function within the company.

In a second step, the tool cross-references the audit results with the company's overall strategy in order to identify areas for improvement. Backed by a methodology proven in more than 300 audits, this tool raises awareness and highlights the decisive impact of supply chain operations on overall performance.

Evaluate your Supply Chain

A demanding, certification-based training program for Supply Chain Managers

Over six days of training, participants explore the France Supply Chain excellence framework, a genuine reference framework for auditing. They also put what they have learned into practice through real-life case studies and group exercises. Reserved for executives and managers with at least three years' experience, this certification training course provides them with the tools and methods they need to carry out an objective assessment of supply chain maturity.

Regularly updated to keep pace with rapid developments in the sector, this sixth version incorporates new criteria related to process digitization and sustainability requirements, with stricter requirements in the digital domain.

  • Day 1

    Theory: challenges and objectives of supply chain auditing

  • Day 2

    France Supply Chain's "Excellence Benchmark" — rating criteria and best practices.

  • Day 3

    Audit methodology: procedure, questioning, information gathering and analysis, identification of areas for improvement

  • Day 4

    Role-playing exercises: audit exercises based on real-life business cases, group work, “auditor ↔ auditee” simulations

  • Day 5

    Development of a concrete and measurable improvement plan: prioritization, action plan, recommendations, audit deliverables

  • Day 6

    Assessment of acquired knowledge (multiple-choice questions/knowledge tests), written case study

A program structured around practice, sharing, and real-life scenarios

The Senior Supply Chain Audit training course is based on a demanding and pragmatic approach, designed to enable auditors to assess and support supply chain performance with precision, consistency, and impact. Its fundamentals are based on five essential pillars:

  • A multi-sector approach from industry to the hospital sector.
  • A resolutely operational dimension.

The objective: to give listeners the ability toquickly understand the reality on the ground, measure operational maturity, and identify directly applicable levers for progress.

Each module combines theory and practice to ensure immediately applicable skills development. It is thissystemic approachthatenables a comprehensive, structured diagnosis that accurately reflects the reality of the business.

Get the training flyer

It is this systemic vision that enables a comprehensive, structured diagnosis that accurately reflects the reality of the company.

Laurent Cirou, Training Engineering Manager and Trainer

With its Supply Chain Audit training program, France Supply Chain helps train professionals capable of meeting the challenges of today and tomorrow. The program is eligible for CPF funding and is listed in the France Compétences Specific Directory (RS6883) under the title: "Auditing the performance of corporate supply chains."

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They chose river transport: how did they do it?

Written by TRACIE@FRANCESUPPLYCHAIN.ORG the . Published in News-semi-public-privees.

On November 4, the Île-de-France Region welcomed us for a morning event entirely dedicated to river transport. Around the table, VNF, IKEA, Les Mousquetaires, Point P, CEVA Logistics, Paris Terminal, and Haropa Port shared their practices, their gains, and the levers that make this mode of transport decisive for the logistics chain.

Rivers at the heart of strategies: they tell their story

River transport is establishing itself as a performance driver for companies seeking to stabilize their flows and reduce their costs. During this morning session, speakers reiterated that decarbonization is just an added bonus: the real traction comes from operational and economic gains. Our president made it clear: to be convincing, we must first demonstrate the business value before talking about carbon impact.

Ceva Logistics logo

The Musketeers use the Seine to smooth the arrival of containers and reduce penalties related to port congestion.

Ceva Logistics logo

To integrate river transport into its processes and ensure reliable delivery times, CEVA relies on five internal pillars:

  • Flow detection
  • Training
  • Systematic proposal
  • Dedicated unit
  • Monthly committee

Ceva Logistics logo

IKEA has demonstrated that a daily river corridor combined with an electric last mile can deliver to more than 180,000 customers while removing 18,000 trucks from the road.

Ceva Logistics logo

Point P uses dedicated barges to consolidate its river logistics for aggregates and blocks, thereby avoiding the use of 2,500 trucks. It should be noted that post-transport has been internalized to circumvent constraints on low-value products.

In all these cases, the modal shift to river transport transforms a logistical peak into a steady flow, reducing pressure on warehouses and limiting congestion. Companies also cite greater resilience in the face of unforeseen events: the availability of the river network exceeds 99% on the Seine axis.

speaker at the microphone in the chamber during the morning session dedicated to river transport

Creating an integrated multimodal ecosystem: the key to success

River transport does not operate in isolation. Its efficiency depends on coordination across the entire chain, from the seaport to the last mile. Various initiatives have shown that the success of a modal shift depends on four factors: reliable infrastructure, a modernized fleet, suitable port services, and structured customer demand.

Ceva Logistics logo

In terms of infrastructure, the Île-de-France Region and the French government have made significant investments: €82 million since 2015 in ports, port railways, locks, dams, shared quays, and multimodal platforms.

Ceva Logistics logo

VNF also has a ten-year strategy, financed to the tune of €300 million per year via the AFITF, to regenerate and improve the reliability of the network.

Ceva Logistics logo

Haropa Port is investing in infrastructure to improve access to Port 2000 and strengthen the river-sea network.

Ceva Logistics logo

Paris Terminal is developing a Gennevilliers–Bonneuil shuttle (scheduled for 2026) and rail/river connections.

Focus on financial mechanisms to support projects

  • PARM for studies and experiments,
  • PAMI for fleet modernization (approximately €6 million/year, 60 projects),
  • REMOVE/CEE for new traffic (€38.5 million until 2027).

Multi-company terminals and shared solutions demonstrate that river logistics progresses when stakeholders work together. The Île-de-France region has emphasized that the most iconic projects, such as Notre-Dame and Grand Paris, are based precisely on this joint construction between public and private partners.

Key lessons to remember

  • The greatest gains come not from the cost of transportation itself, but from the hidden costs avoided and the operational flexibility achieved.

  • The storage franchises offered by river platforms reduce parking costs and absorb the vagaries of maritime transport.

  • River transport turns distance into a strategic advantage 

  • Economic viability depends on a comprehensive view of the chain, which can account for half of the total cost.

  • The logic is not to pit modes of transport against each other, but to build an optimized end-to-end chain that would reduce risks, improve regularity, and enhance overall performance.

A big thank you to Laurène MATZEU DE VIALAR for masterfully hosting this morning event, as well as to all the speakers: Yann DE FERAUDY, Muriel Saccoccio, Eloi FLIPO, Jean-Marie PETITDIDIER, Emilie CARPELS, Laurent HELARD, Camille CONTAMINE, Céline MANTOUX, Virginie ALLILI, Jacky GABRIEL, Nathalie WOOCK, and Claire AUBREE.

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supply chain monthly

Le Mensuel de la Supply Chain #34

Written by TRACIE@FRANCESUPPLYCHAIN.ORG the . Published in News-semi-public-privees.

Find this month :

  • Latest appointments
  • What about inclusion?
  • The Supply Chain, the heart of our economy
  • Digitize better and more
  • Podcast from an inspiring SC director
  • Upcoming events 

Overview of some pages in the digital Supply Chain training guide

GUIDE TO HIGHER EDUCATION IN SUPPLY CHAIN 2025

Discover our training courses

Welcome to the employees of the 11 new member companies who have joined us in recent months:

TETRIXX PTE LTD, FÉDÉRATION FRANÇAISE DES BANQUES ALIMENTAIRES, PROMOTRANS, SALINS, CERCLH, FLEXIS, MONTPELLIER BUSINESS SCHOOL, ASTRE, ADAPTCONSULT, RIGBY CAPITAL, FEUILLE DE ROUTE CONSEILS

France Supply Chain's latest events

Behind the scenes

bringing together our face-to-face labs

On October 23, Mitsubishi opened its doors to us to host our workshop on sharing decarbonization plans.

decarbonation plan sharing workshop

On October 23, Mitsubishi opened its doors to us to host our workshop on sharing decarbonization plans.

river morning

On November 04, the Matinale fluviale was held at the headquarters of the Ile de France region.

our members visit FM Logistic

On November 05, our LAB Logisitique took a behind-the-scenes look at FM Logistic.

What about inclusion?

The actors

This week is dedicated to disability. It's an opportunity to put the focus back on the need for inclusion in our businesses and our missions to promote diversity.

A few months ago, Madeleine Deby, HR manager at CHEP and co-leader of the HR LAB alongside Françoise Lieuré, our Projects Director, published an article in Forbes on the occasion of Inclusive Day.

Read the article

Madeleine DEBBY and Françoise Lieuré at the masterclass inclusion

On display

The Supply Chain, the heart of our economy

In this article, our Chairman reminds us that fn the face of current crises and transitions, France needs a national strategy capable of linking industry, energy, commerce and the environment.

The supply chain is no longer a mere cog in the wheel, it has become the foundation of our economic sovereignty.

To read the article, click here

Digitize better and more

20 pages to help teams manage their data. This is the latest publication from LAB Digital & Technologies.

You'll find concrete benchmarks, diagnostic tables, examples and diagrams to take action in your own context.

*Available only to our members.

Access the guide

data-security

A look back at the inspiring career of a Supply Chain Director

LAB Jeunes members had the opportunity to talk to Raja's Supply Chain Director, Laurence Papeil. 

Discover his atypical journey between the USA and France, his opinion and experience before and after his BAC+5 and his advice to the #femmesensupplychain.

His testimony right here

The next sessions

DATES NOT TO BE MISSED

  • [Encounters]

    18/11

    360° Logistics

  • [Afterwork]

    27/11

    Intergenerational meetings

  • [Encounters]

    02/12

    Meet up by LSN

  • [Reunion]

    03/12

    ETI-SME LAB

  • [Reunion]

    04/12

    LAB Sustainable Supply Chain

  • [Reunion]

    11/12

    Community Ergonomists/Preventers

  • [Ceremony]

    15/12

    5th edition of Nuit de la Supply Chain

  • [Reunion]

    16/12

    Women in Supply Chain

  • [Conference]

    19/02/2026

    ELA Awards

Find out more about Supply Chain events

9 job offers and over 40 candidate CVs, updated weekly, are available on the site

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supply chain monthly

Le Mensuel de la Supply Chain #33

Written by webm@ster the . Published in News-semi-public-privees.

Find this month :

  • ANAP logistics experts in action

  • Students need you!
  • How can we build new value chains?
  • Their tips for supply chain success
  • France Supply Chain launches the4th edition of the Best Supply Chain Article Award
  • The big survey is back!
  • What to expect in the coming months

Overview of some pages in the digital Supply Chain training guide

GUIDE TO HIGHER EDUCATION IN SUPPLY CHAIN 2025

Discover our training courses

ANAP logistics experts in action

Behind the scenes

From Nantes to Cholet, participants discovered innovative hospital logistics projects, from flow automation to AMR robots. Thanks to a partnership with France Supply Chain, the delegation also explored the IDEA Group platform dedicated to Airbus flows.

  • anap-viste-01

  • anap-viste-02

Students need you!

The actors

Many students are still looking for internships or work-study programs. 

Our recruitment area is brimming with CVs from motivated candidates, ready to build the Supply Chain of tomorrow.
Visit our website to find your future talent.

View Resumes

On display

Questions

The digitalization panorama is back!

The survey will provide a comprehensive overview of the digital transformations underway in supply chains.

  • What motivates investment in Tech, in other words the stakes
  • Use cases and technologies in place
  • What drives the choice of one project over another for each technology?
  • Priorities and vision for the future

  • Focus on the round table

    How can we build new value chains?

    At the PRODURABLE trade show, Yann de Feraudy, president of the association, headed a round table dedicated to decarbonization, but not only!

    An opportunity for speakers to talk about concrete actions implemented in their companies.

    From water management to industrial sovereignty and CSR indicators, each brought a different perspective on how companies can combine performance, resilience and sustainability.

    See the replay

  • Presentation by 4 professionals of their career paths in the Supply Chain sector

    A career in Supply Chain: career paths and recommendations

    4 professionals, from students in retraining, to managers returning to school for a BAC+5, to university graduates and young people in graduate programs: 4 profiles and 4 backgrounds with the same passion: supply chain.

    Here's a look back at the key moments and advice from the speakers at the round table held on September 23, to help you succeed in this multi-faceted sector. 

    Read the testimonials

  • Prize for the best article in Sustainable Supply Chain 2026

    France Supply Chain launches the4th edition of the Best Sustainable Supply Chain Article Award

    In partnership with AIRL-SCM, this award highlights research that reconciles performance, resilience and responsibility. 

    Because science informs decisions, France Supply Chain celebrates those who are imagining the Supply Chain of tomorrow: more sober, more human, more sustainable.

    Applications open until March 2, 2026.

    I register

The next sessions

DATES NOT TO BE MISSED

  • [Reunion]

    22/10

    Face-to-face LABS

  • [Salon]

    22/10

    Tangier Logistics Days

  • [Workshop]

    23/10

    Sharing Decarbonation Plans

  • [Matinale]

    04/11

    How did they choose river transport?

  • [Matinale de prospective]

    04/11

    How to think the world (and its logistics!) in a context of riots and social movements? - AFILOG

  • [Reunion]

    04/11

    Women in Supply Chain

  • [Visit]

    05/11

    FM Logistic warehouse

  • [Encounters]

    12/11

    Logistics and freight transport industry day

  • [Reunion]

    12/11

    Risk Community

  • [Master Class]

    12/11

    Inclusion handicap

  • [Salon]

    18/11

    Solutrans

  • [Encounters]

    18/11

    360° Logistics

  • [Afterwork]

    27/11

    Intergenerational meetings

Find out more about Supply Chain events

9 job and internship offers, over 40 candidate CVs, updated weekly, are available on the site.

Discover

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Strategic solution to supply chain problems

Circularity as a strategic solution for mitigating supply chain risks

Written by webm@ster the . Published in News-semi-public-privees.

The interconnection between risk management and circular supply chain practices was on the agenda at the latest meeting of France Supply Chain's Risk Community. The session, moderated by Jonathan Lecluze, manager specialized in circular supply chain at Citwell, aimed to explore, through exchanges between participants, to what extent circularity constitutes a proactive solution to the risks faced by supply chains.

This meeting between professionals from different industrial sectors revealed major lessons about the necessary transformation of our business models to meet today's geopolitical, environmental and regulatory challenges.

Critical vulnerabilities call for a paradigm shift

On October 9, 2025, China announced extraterritorial measures for the traceability of rare earths.. In practice, any product containing more than 0.1% Chinese rare earths would have to apply for a license to be exported from China or from one third country to another.

This major event has sent shockwaves through the industry, highlighting once again Europe's dependence on external supplies of rare earths (70% of European rare earth supplies come from China) and, more broadly, for all fossil fuels, including hydrocarbons.

Reducing Europe's consumption of fossil fuels is a major challenge for our sovereignty. It is also a major environmental issue.

Technology is regularly invoked as a solution to this problem because it is said to have the virtue of decoupling economic activity from resource consumption. However, this is only a partial vision, as technology itself is eminently made up of fossil resources from non-European territories, led by China.

This first graph highlights the risk of European supply (bottom) of raw materials for a range of technologies (left) needed for environmental transitions.

Supply risk of raw materials for key technologies

Supply chain analysis and material demand forecast in strategic technologies and sectors in the EU - JRC Science for Policy Report

LREEs (Light Rare Earth Elements) and HREEs (Heavy Rare Earth Elements) top the list of raw materials most at risk for the technologies listed.

It's interesting to cross-reference this view with the following map, which shows the geographical origins of resources and the "Level of Governance", which can be interpreted as a country's level of stability, which is an approximation of the level of supply risk from a European perspective. It shows that most raw materials come from China and Africa.

Geographical origin of resources

Supply chain analysis and material demand forecast in strategic technologies and sectors in the EU - JRC Science for Policy Report

From the linear model to the circular economy: rethinking value creation

In the face of these vulnerabilities, a fundamental rethink of our economic approach is becoming imperative. The traditional "take-make-dispose" model is now revealing its structural limits. For a large proportion of the manufactured products we know, we can retain the following orders of magnitude: 90% of resources and 80% ofCO2 emissions are concentrated in the upstream phases of the value chain (extraction, production, assembly).

The circular economy responds to these realities by proposing a genuine paradigm shift. Rather than following a linear logic that progressively destroys value over the course of a product's life cycle, it structures flows around the preservation and optimization of that value.

This approach is based on the "10 Rs" framework, which prioritizes circular strategies according to their impact. They are broken down into three main logics: reducing the loop (R0-R2), slowing the loop (R3-R6) and closing the loop (R7-R9).

Lifecycle and stages on the R-ladder

Lifecycle & stages on the R-ladder (Reike et al, 2018)

This prioritization provides companies with a compass for prioritizing their circular actions.

Photo by Jonathan Lecluze

Moving from a linear to a circular model is not just about adding recycling at the end of the cycle, but about completely rethinking the way we create and preserve value throughout the chain.

Jonathan Lecluze,
manager specialized in circular supply chain at Citwell

Inspiring pioneers

Several companies present at the workshop demonstrated the economic and environmental benefits of these circular approaches, while reinforcing the robustness of their supply chains. Among them:

  • Orange company logo

    Orange presents one of the most successful circular supply chain models. Today, one box in two comes from the circular supply chain, and each piece of equipment can be reconditioned up to 10 times, thanks to an eco-design that favors disassembly using screws rather than rivets. The benefits are many: significantly reduced supply costs, reduced environmental impact and secure production volumes.

  • Renault Group logo

    Renault is deploying a structured circular strategy with The Future is Neutral, a project to recycle metals and batteries from electric vehicles in order to secure supplies of critical materials.

  • Decathlon logo

    Décathlon is developing its circular business models, offering buy-back and resale of second-hand products, repair and rental of sports equipment.

How does circularity transform risks into opportunities?

These concrete examples illustrate how the circular economy transforms the vulnerabilities of supply chains into genuine levers of resilience and opportunities:

  • Securing supplies

    Circularity creates new sources of supply independent of traditional geopolitical constraints.

  • Economic stabilization

    By developing in-house recovery and recycling channels, companies can protect themselves against fluctuations in raw materials markets, thus ensuring greater cost predictability. Interface illustrates this approach by manufacturing nylon carpet tiles (derived from petroleum) from recycled fishing nets.

  • Regulatory anticipation

    The circular economy makes it possible to anticipate regulatory changes rather than undergo them, transforming these constraints into competitive advantages. Apple is investing in dismantling robots to anticipate legislation on repairs, while Europe's Critical Raw Materials Act now requires the sourcing of recycled magnets.

  • picto conserve

    Protection against reputational risk

    Protection against reputational risk in the textile sector, which is highly exposed to social and environmental controversies. This is the choice made by Patagonia through its Worn Wear program for the repair and resale of used clothing.

  • Better flow predictability and revenue diversification

    One example is Philips and its Lighting as a service model.

Challenges and recommendations for a successful transformation

Strategic lessons

Five fundamental principles emerged from this session to guide supply chain professionals.

  • Proactive solution
    Transforming risk management from a defensive to a value-creating approach

  • Profound transformation
    Need for in-depth rethinking of processes, information systems and organizations

  • Complementarity with sourcing strategies
    Convergence with multiple sourcing approaches (circular can be seen as a new form of sourcing), nearshoring (circular is essentially local)

  • Full-cost vision
    Inclusion of hidden costs and externalities in economic analyses to reveal the full potential of the circular

  • Strategic challenge
    The need for unfailing support at the highest corporate level

* Nearshoring, as opposed to offshoring, is the relocation of an economic activity to another region of the same country or to a nearby country.

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