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You Can't Drive Change Without Delivering Results: LIVE with Vanessa Clemendot, CSCO at Sanofi

Written by webm@ster the July 15, 2026. Published in News-semi-public-privees.

During our^{6th webinar} , “Inspiring Women in Supply Chain,” Vanessa Clemendot—now CSCO (Head of Global Supply Chain) at Sanofi—looked back on a career spanning more than 25 years that began at L’Oréal in 2000, marked by key leadership roles in North America, followed by a transition into the healthcare sector to learn and find greater meaning in her work.

In this article, we revisit this LIVE interview, which gave us the opportunity—among other things—to learn about supply chains in the beauty and pharmaceutical industries, his philosophy on leadership and career development, and his insights into the major challenges ahead for our industries (accelerating cycles, AI, sustainability, and a patient-centric approach). The interview is further enriched by practical advice and a Q&A session.

Comparative Analysis of Supply Chains: Beauty vs. Health

“I decided exactly one year ago—I’ll be celebrating my one-year anniversary next Tuesday—to continue my career at Sanofi.” Today, I ’m a CSCO, which means I’m in charge of the supply chain for the Sanofi Group, a major French pharmaceutical company that itself has three divisions:

A section focused more on onco-immunology, so it covers very specific products.
A division that is more market-oriented and can be compared to an FMCG company.
The vaccine segment, covering everything from factory planning to delivery to patients when appropriate, or to distributors otherwise.

For Vanessa, beauty (L’Oréal) and health (Sanofi) go hand in hand: “I usually say it’s beauty from the inside and beauty from the outside. And both are equally important. I think they really have different kinds of importance, but they’re both important.”

“The fundamentals of the job remain the same (planning, scheduling, opening distribution centers), and the main differences lie in the constraints and structure of the models —‘it’s kind of like the world turned upside down.’ And for me, that makes the experience incredibly enriching. One of the reasons I made the switch was that I wanted to keep growing and learning.”

At L’Oréal, the go-to-market strategy is rich and complex (Amazon 1P/3P, retailers, direct-to-consumer), involving “Supplys” tailored to the variety of channels, while manufacturing is more integrated. Conversely, at Sanofi, the go-to-market strategy remains simple (approximately 75% of volumes go to distributors), but the manufacturing side is significantly more complex (APIs, drug substances, DP), with long cycle times and stringent regulations. A major differentiator in the healthcare sector is cold chain management, down to -80 °C.

Career Philosophy and Leadership

Vanessa admits she loves a challenge and solving problems; she places performance at the heart of her work ethic : “It’s an incredibly important concept to me, and it’s also something I learned during my years at L’Oréal. You deliver—you commit to delivering something, and you deliver it. It’s really almost a matter of professional integrity.”

According to her, her progress was made possible by her love of a challenge and the fact that she took the risk time and again of accepting“stretching” roles. The people she met were also crucial: “There are two types of key people: those who are sometimes difficult to deal with, but who also help you grow. And then there are mentors who gave me confidence in my potential. I think it took me a little while to get my engine revving. I had plenty of doubts.”

Her vision of leadership has evolved over time; she admits to having been a “horrible micromanager” when she had access to the systems, and that losing access to those tools paradoxically accelerated her shift toward delegation, structured autonomy, and elevating the role. Today, she seeks out teams that share common values and a shared vision, without requiring that team members have identical profiles, and she values complementary skills.

My advice is to step outside your comfort zone 100% of the time—that’s really the best way to learn. I have no doubt about that. Still, there are times in your professional life when you have to know how to strike a balance when it comes to taking on challenges. Sometimes, I think you have to take a step back a little, because you have personal priorities. But the best thing I ever did was definitely moving abroad.

Vanessa Clemendot, CSCO at Sanofi

Canada, United States: What Can We Learn and What Are the Differences in Supply Chain Management?

Vanessa says that living abroad has been incredibly enriching for her. In Canada (particularly in Quebec), she observes that women play a prominent role and that there is an “inherent” diversity that opens up new opportunities, especially in technical fields: “Women have quite incredible power.”

The Canadian market strikes her as a hybrid between the UK and the US—dynamic and unconventional—offering a comprehensive range of distribution channels. In the United States, she encountered a cultural “false friend”—American culture is very different from French culture, and adapting to it takes time. She therefore revised her approach to managing deadlines and communication; rather than simply enforcing deadlines, she prioritizes:

Clarity of Objectives
Regular feedback
Upstream exchange loops

To avoid misunderstandings behind an American “yes.”

This immersion transformed his management style, prompting him not to impose his own culture but to adapt to local practices. “You shouldn’t assume you know. Until you’re actually there, you don’t know. And it took me several months to truly understand how to work with Americans. I think the reverse was also true, even though we were at a French company. And I think that experience transformed me—honestly—in terms of my relationships with people, my family, and also my approach to management.”

Vision and Future Challenges for the Supply Chain

Vanessa identifies a systemic acceleration: the lead times between demand signals and industrial responses are shrinking dramatically, even in the pharmaceutical industry. She emphasizes the need for fast and powerful scenario-modeling tools: monthly IBP cycles based on lengthy Excel simulations (three weeks) are no longer adequate.

“It sounds a bit like a buzzword, but the supply chain profession is going to be fundamentally transformed by AI. We still have a lot of tasks that I consider transactional, and I think we can completely eliminate them with AI agents—and fairly quickly. And as I said not too long ago, I’m truly convinced that I’m part of the last generation that will have worked exclusively with humans.” The field will evolve toward more decisions being made by digital agents “who work at night,” leaving human teams to make informed choices about parameters and decisions in the morning.

In the pharmacy sector in particular, she sees a“go-to-patient” revolution, with a shift toward more delivery and patient-centered services, potentially including related services (e.g., care provided by a nurse). This evolution must be guided by a detailed understanding of patients’ actual needs (some prefer the hospital for social interaction) and rigorous segmentation of products, customers, and consumers.

This live stream was full of advice for students and professionals in the supply chain: credibility, communication, authenticity, balance, the importance of travel and networking… Association members can still check it out by watching the replay, which includes a Q&A session.

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Roundtable on the Augmented Human at RISC 2026

Augmented Humans in the Supply Chain: Between Innovation and Failure

Written by webm@ster the June 22, 2026. Published in News-semi-public-privees.

Amid the rise of AI, the transformation of work methods, and the quest for technological sovereignty, supply chain professionals are seeking to balance operational performance with employee well-being. But how does innovation—often touted as a miracle solution—align with the realities on the ground?

During the roundtable discussion titled “Augmented Human: Added Value Through Technology and Digital Solutions,” experts such as Pierre Chaffardon (Generix), Vanessa Clemendot (Sanofi), Christophe Plouseau (Louis Vuitton Malletier), and Christophe Vandrome (Kuehne+Nagel) shared their insights.

AI and Resource Management: A Powerful Combination for Performance and Retention in the Supply Chain

The key challenge of AI in logistics is decision support to better manage human resources. During the roundtable discussion titled “Augmented Human: Added Value Through Technology and Digital Solutions,” Christophe Vandrome, Contract Logistics Managing Director for France at Kuehne+Nagel , shared his vision of AI-powered decision support to assign tasks based on employees’ skills and preferences . His goal is to improve both employee satisfaction and performance—and ultimately, retention.

Today, a few proof-of-concept projects are underway in Europe based on this principle, but scaling them up remains challenging because it requires evaluating HR data (skills, performance) and structuring its collection to feed into resource allocation and planning models. Christophe Vandrome also cautioned against the dehumanizing use of productivity data to manage teams : “That’s not what real life is like in our warehouses. If we want our people to be happy, we also need to manage our data in the right way and very intelligently.”

Photo credit: Nathalie Vergès Photography

Warehouse resource management was also a central topic of discussion during one of the afternoon workshops dedicated to “Technological Trends in the Supply Chain.” A live survey allowed for a comparison between the audience’s perceptions and those of the barometer published earlier this year by FRANCE SUPPLY CHAIN’s Digital & Techno LAB regarding AI in the supply chain.

According to respondents in the 2025 survey and the approximately 40 workshop participants, the main benefit of AI in the supply chain remains unchanged: demand optimization through AI (Demand Sensing). Testimonials detailed applications aimed at precise forecasting of operations—specifically, warehouseresource planning ( using Databricks, multi-parameter correlation, and machine learning, with savings of up to 10% on resource costs)—a summary of which is provided below:

Data used: DRP (Distribution Requirements Planning), incoming/outgoing order books, productivity metrics, business and supply chain parameters, temperature, and other measurable variables; multi-parameter correlation to refine the forecasting of resource requirements.
Tools and architecture: machine learning algorithms running on the Databricks suite; integration of multiple types of parameters for daily-level forecasting of inbound, outbound, inventory, packing, and business activities.
Results: Resource planning (temporary staff, leave, absences) at the day/hour/half-day/4-hour level; up to a 10% reduction in resource costs, according to the site manager; limited by resources and time.
Challenges: To move from a pilot program to a broader rollout (e.g., in Poland), the heterogeneity of the sites requires remapping the local situation, integrating HR data (skills and performance metrics, which are often tacit among managers), and building an operational knowledge base.

Explore the Tech Trends Barometer

Work Methods and Failures at the Heart of Innovation

All the panelists agreed on the importance of experimenting quickly, accepting failure, and pivoting in the context of digital or technological transformation projects. Pierre Chaffardon, General Manager for EMEA North & APAC at Generix, illustrated this point by noting that the value of AI lies in the ability to experiment and make mistakes quickly, retaining only those use cases aligned with business objectives : “In the area of computer vision, we developed dozens of use cases to test with clients [through co-creation] before ultimately selecting just two that we’re now scaling up.”

Christophe Plouzeau, CIO of Louis Vuitton Malletier, believes that innovation requires accepting a failure rate of 20 to 30 percent of initiatives. He emphasized the need to measure the actual adoption of tools on the ground (far from the Paris offices) and the upheavals caused by Asian countries : “You need to have local teams. You need teams that are capable of immersing themselves in that culture.” Of course, there are regulatory considerations; China demands Chinese solutions, so we have to adapt to that. But generally speaking, Asia has invented—particularly in its interactions with customers—social networks that are central to people’s lives […] these are ecosystems we need to master, and we can’t do that effectively from Paris.”

Between Agility and Deconstruction

The enhancement of human capabilities through AI will bring about lasting changes in the way we work. As teams gradually become more familiar with everyday AI tools—such as enterprise ChatGPT— the groundwork is being laid for more structural transformations. During her presentation at RISC, Vanessa Clemendeau, SVP – Global Head of Supply Chain at Sanofi, shared her conviction:“Organizations must prepare for an era of AI agents; my generation is the last that will have to manage only humans. In the future, we will be managing mixed teams of autonomous agents and humans.”

Data, LLM Models, and Sovereignty

Photo credit: Nathalie Vergès Photography

In response to a question from the audience about data processing prior to the deployment of a digital tool, Christophe Vandrome recommended not waiting for perfect data before launching AI projects : “We get started even if the data isn’t good, and then we make adjustments. In fact, it’s a constant process of refinement. Very often, the data our clients provide isn’t necessarily comprehensive.”

Vanessa Clemendeau added ,“AI also helps us organize the data when that hasn’t been done beforehand. That was the case at Sanofi, which ran a lot of AI models before fully structuring the data, and I was a little surprised when I joined the group. That said, it doesn’t mean it doesn’t work—it just works a little less well, and above all, we need to go back and improve the quality of the data.”

In closing the roundtable discussion, Christophe Plouzeau and Pierre Chaffardon emphasized the growing importance of sovereignty—not only data sovereignty(in the cloud) “Sovereignty isn’t just about France; it’s a regionalized sovereignty, likely spanning at least three or four geographic regions, ” but also of AI models (LLMs) to avoid a new strategic dependency : “We’re not talking about dependency on infrastructure, but rather a dependency on LLM models that we’re all capable of deploying very quickly within our companies.”

The insights shared at the RISC events show that AI and digital tools offer powerful tools for optimizing resource management, anticipating needs, and even rethinking work methods. However, their widespread adoption faces significant obstacles: data quality, the diversity of sites, resistance to change, and the need to maintain a human touch in team management.

The speakers agree on one point:

The Supply Chain of Tomorrow Is Being Built Today

between boldness and pragmatism, with people remaining at the heart of the equation

And perhaps that is the real challenge of growth.

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"Manager of Tomorrow" Roundtable at RISC2026

The Supply Chain Manager of Tomorrow: Lessons from RISC

Written by TRACIE@FRANCESUPPLYCHAIN.ORG the June 18, 2026. Published in News-semi-public-privees.

On June 2, people took center stage at the^4th edition of the Rencontres Internationales de la Supply Chain (RISC): management, communication, critical skills, Gen Z, white-collar vs. blue-collar workers… These topics were explored from various perspectives through a roundtable discussion, a survey on the new expectations of young people, and interactive workshops. Here’s a glimpse of what you missed.

Human Capital: The New Key to Success

Interpersonal skills have become a non-negotiable hiring criterion, sometimes taking precedence over technical expertise.Duringthe roundtable discussion “ “Managing Tomorrow: Addressing Employee Retention Challenges and Maintaining Performance,”, the speakers emphasized the importance of putting people at the heart of what can be challenging professions: “Soft skills are absolutely critical,” said Sophie Rocquemont, HR Director for the Supply Chain atAlstom.

The last kilometer is a job for people, not for machines. The ability to bring these people together is the key to success. And if we don’t know how to do that—if we don’t know how to restore value to this profession—we’ll end up like so many blue-collar jobs that suffer from constant turnover.

Yasmine Iamarene, CEO of Colis Privé

This was a direct response to Tatiana Brillant’s opening remarks at the start of the day, in which she emphasized the importance of teamwork and knowing how to surround oneself with the right people in the supply chain and within a global group. Supply chain managers cannot be experts in every field; they must therefore be able to rely on their team, master the principles of intercultural collaboration, and bring the company’s vision and a shared goal to life.

"Manager of Tomorrow" session at RISC 2026 (Photo credit: Nathalie Vergès Photography)

Fact Sheets on “Critical Roles” and Future Skills in Supply Chain Management

Two workshops led by Aurélie Delemarle, Principal at Argon & Co, were held in the afternoon to continue working on a shared framework for the LAB Richesses Humaines and to analyze critical roles* and the associated skills.

Results: 22 professions were identified and classified into 4 clusters based on the nature of the skills required and the way the profession is practiced. Key hard and soft skills, barriers, and levers for actionare detailed in each fact sheet.

Download the detailed job descriptions

A job that is fairly independent / specialized		A highly cross-functional / networked role
SC Master Data Manager Supply Chain Analyst Procurement Specialist Transport manager Supply Planner Technical Documentation Manager Customs Manager Driver / Delivery Driver SC Manager, Production Site	Leading technical expertise	Supply Chain Data / AI Product Owner SC Risk and Resilience Manager Continuous Improvement / Operational Excellence Manager, SC Reverse Logistics Manager Supply Chain CSR Manager
Field Logistics Manager Warehouse Manager Customer Relationship Manager / Customer Care	Strong business, interpersonal, and influence skills	Demand Planner S&OP/IBP Manager – Supplier Relationship Manager Supply Buyer Trade Customer / Customer Supply Chain Manager

*a position where a vacancy or a skills shortage jeopardizes the company’s operational performance, workflow continuity, or ability to adapt

Young People's New Expectations of Management

While Gen Z is well known for its new approach to challenging workplace norms, management is no exception. In his introduction to the roundtable discussion, Rodrigue Branchet Fauvet, a permanent member of the association’s LAB Jeunes, presented a study conducted among 113 young people enrolled in master’s programs in supply chain or logistics:

81% cite skill development as a key factor in their engagement;
78% want clear career advancement opportunities.

These are not demands for comfort, but rather an expectation of clarity about their future—which requires a manager capable of supporting them, not just directing them. This view was shared byXavier Guichard,president ofManutan: “There is a need for purpose, managerial closeness, and a flat organizational structure. I think the days of the micromanaging boss are over.”

As Sophie Roquemont also noted , “We need to allow employees to look toward the future, because they are indeed seeking meaning and attractive compensation. But if we can also give them the opportunity to grow and explore other possibilities, that’s very important.”

The 3 Key Findings from the Study on Young People's Expectations of Management

This need for meaning and clarity was also discussed during the collaborative sessions of the LAB Jeunes. One common issue was highlighted: students in work-study programs sometimes find themselves in permanent positions without the necessary framework or support. The manager’s role, then, is to train these young people by refocusing their tasks, clarifying deliverables, distinguishing between urgent and plannable tasks, and helping them prioritize.

The Graduate Programs were cited as examples because, beyond being HR initiatives, they provide direction and help employees envision their future: rotations, mentoring, hands-on experience in the field… all of these are milestones that give meaning to the experience.

Between Flexibility and Real-World Conditions: Finding the Right Balance

While remote work has become one of the factors that attract young people today, Yasmine Iamarène explained that certain jobs necessarily require physical presence. The challenge is not to deny this reality but to explain it and adapt where possible. Xavier Guichard, for his part, emphasizes the need to offer clear career prospects, including to “blue-collar workers” (those on the front lines), to maintain long-term commitment.

The Lab Jeunes survey quantified the extent of the wait:

70% of young people cite the need to disconnect as a key factor;
Nearly 80% are in favor of flexible schedules. Remote work, flexible hours, the right to disconnect… For many, the requirement to be present on-site is seen as a sign of mistrust.

In the afternoon, during the workshops, our members were able to exchange ideas and share their experiences and perspectives based on their respective companies. The two collaborative sessions of the Youth LAB put these figures to the test. The discussions focused on professional fulfillment and work-life balance.

LAB Jeunes Workshop at RISC 2026 (Photo credit: Nathalie Vergès Photography)

They did not reveal a generational divide, but rather a desire for clarity. It is not the constraint itself that causes frustration among young people, but rather the lack of transparency on what is and isn't possible, and why.

The workshop also addressed a more serious topic: burnout. Insidious and difficult to detect, it has now become a major concern for companies. One participant shared that, within his organization, managers are trained to detect early warning signs with the support of occupational psychologists, which shows that prevention has become a key focus of HR governance.

What Participants Took Away from the Workshops

Availability

Schedule emails that are sent late to be delivered in the morning — don't impose your availability on your teams
Work-Study Students

A 2- to 3-month in-person orientation period is recommended for work-study students
AI

AI as a tool for reducing low-value-added tasks (automated reports, etc.)
Communication

Communicate clearly about what is and isn't acceptable in your company, rather than letting unspoken rules take hold

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Toward a Circular and Slow Supply Chain: France Supply Chain and ADEME Outline the Future by 2050

Written by webm@ster the May 27, 2026. Published in News-semi-public-privees.

In response to the challenges of carbon neutrality and dwindling resources, France Supply Chain, with the support of ADEME, is launching a groundbreaking strategic foresight program. The goal: to integrate the concepts of “Slow Logistics” and the “Circular Supply Chain” into the core of the national “Transition(s) 2050” scenarios for the first time.

Historically, supply chains have beenthe “blind spot ” in national foresight exercises. This program aims to address this gap by demonstrating thatthe coordination of materialflows is a key lever for reducing our material and carbon footprints.

The circular supply chain is more than just logistics; above all, it is more than just recycling. It revolves around three key aspects: intensity of use, extending product lifespans, and optimizing material recovery. Above all, it’s about creating value where it has been destroyed today by repositioning our inventory to optimize its use.

Sidonie Boissée, an expert involved in the project

Rethinking the Model: Slow Logistics and Circularity

What path should we take to achieve carbon neutrality? To answer this question, ADEME conducted a forward-looking study that , by the end of 2021, had identified four scenarios ranging from radical energy conservation to an approach focused on carbon capture and the maintenance of a consumer society. An update incorporating, among other factors, the effects of the supply chain is planned for 2027, based on the findings of our study.

Drawing on quantified models of energy, resource, and food demand, this unbiased study serves as a basis for discussion to help policymakers and citizens assess the impact and trade-offs of each societal choice.

The ADEME's 4 scenarios

The project led by France Supply Chain aims to define generic supply chain indicators that characterize the ADEME scenarios and to incorporate the concepts of " slow logistics " and the " circular supply chain " as drivers for a fundamental rethinking of logistics and supply chains.

This study is divided into three phases:

Phase 1 – Develop a profile of the supply chains for each of the ADEME scenarios and the trend projection through 2050.

Phase 2 – Deploy and refine the profiles: Collect and analyze data based on feedback from companies in four strategic sectors(construction, automotive, agri-food, and electrical and electronics (EEE)).
Phase 3 – Define and test supply chain, slow logistics, and circular supply chain indicators across these four sectors: validate the assumptions and adapt them to operational realities.

For Sidonie Boissée, the stakes are now critical: “We are facing a society of accumulation […]. The real question is: what do we do with the stock we have today?” She cites the example of copper, a critical raw material at risk of shortage as early as 2030, to illustrate the urgency of transitioning to an economy based on functionality and value retention within the region.

The two key pillars for transforming our models are therefore:

Slow Logistics

It turns time into a strategic variable rather than a constraint. By allowing non-urgent flows to slow down, it enables greater consolidation and a massive reduction in environmental impacts.
The Circular Supply Chain

Unlike the linear model, it must account for two sources of uncertainty: demand and supply, with the latter becoming structurally unpredictable due to return and restocking flows.

A Call for Practitioners' Expertise

We need common metrics that allow us to assess circularity and manage its performance. Over the next decade, circularity will be the key factor in business success, just as digital technology was in the 2000s.

Sidonie Boissée, an expert involved in the project

Following the completion of the first three phases of the project, three indicators were selected:

Supply chain indicator: the supply chain’s carbon footprint, defined as the amount of greenhouse gas (GHG) emissions, expressed in kilograms of CO₂ equivalent emitted per ton of goods produced or placed on the market (kg CO₂e/tkm). This indicator is already widely measured, as it is required for sustainability reporting.
Indicator characterizing the Circular Supply Chain: the supply chain’s material footprint, defined as kgMPV per ton of goods produced. This refers to the total amount of virgin raw materials extracted to support the company’s manufacturing production and/or economic activity.
A metric used to characterize logistics lead time: the time it takes to process an order, defined as the time elapsed between when an order is placed and final delivery to the customer or a distribution point.

The study is now entering a practical phaseof testing these indicators (carbon footprint, material footprint, timelines) with businesses. To ensure these projections are grounded in real-world conditions, your practical perspective is essential.

Help with the national survey

We invite you to take 15 to 20 minutes to complete the questionnaire. Your responses will help us:

Assess the feasibility of tracking indicators within the company.
Measure the perceived impact of Slow Logistics on your logistics flows and emissions.
Developing the vision for the supply chain of the future, to be presented in early 2027.

Your responses are strictly confidential and will be analyzed in aggregate form.

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What value do technology and digital solutions add, and what are their limitations?

Written by Elorri THICOIPE the May 6, 2026. Published in News-semi-public-privees.

AI and automation offer unprecedented solutions for boosting business performance. A race to adopt these technologies is underway in the supply chain—as in virtually every other field—amid full awareness of the risks posed by uncontrolled, large-scale deployment to the world of work as we know it.

While our companies are fighting to keep growing despite repeated crises, people are worried about the future of their jobs and their children.

Two issues that may seem contradictory at first glance but can be addressed through new technologies and digital solutions.

So, should we—and if so, how—strike a balance between the pace of technology adoption and the ability to transform professions and skills, including in initial training programs?

How much autonomy and expertise will robots eventually achieve? Should we want AI to become truly intelligent?

Isabelle BADOC , Director ofProduct Marketing for the Supply Chain at GENERIX

Here is a preview of one of the two panel discussions on the agenda for the upcoming RISC 2026, courtesy of our main sponsor: GENERIX.

Automate to make life easier

Reducing physical strain helps protect workers’ health. Reducing the mental strain of repetitive tasks and boredom helps protect their well-being at work.

Here, technology enhances human capabilities by relieving people of certain tedious tasks.

Let’s take the example of Computer Vision , which enables continuous monitoring of the integrity and compliance of incoming pallets.

This task is so tedious, and the resulting quality so poor, that it is sometimes eliminated altogether, leading to gaps in traceability and associated costs. While AI handles the tedious part of the inspection and identifies errors, humans focus on resolving them. This is a far more satisfying and motivating role.

Increase human engagement

Well-designed digital tools make the rules of the game clearer: transparent objectives, shared standards, and metrics that are understood and accepted. They enable employees to understand the impact of their actions, measure their contribution, and make progress. Technology then becomes a driver of engagement, rather than a tool of control that is imposed on them.

Here, technology enhances human potential by giving meaning to people’s work.

Let’s take the example of performance analysis and activity reports. With AI, the role of the manager is transforming. Today, managers are essentially Excel experts who spend a significant portion of their time chasing down information and processing it to present it in a clear and coherent way. With AI, they become the architects of an efficient and fast information system. They connect more information sources, streamline and standardize input data, and build reports that are more readable and robust—which enhances their value. They save time and can better focus on identifying new performance drivers. They make the results that inform their decisions more transparent and strengthen their oversight, leading to greater engagement among their teams.

Help decide

Example of how generative AI can be used to support maintenance technicians (best practices guide from the Digital Techno LAB)

Gain insights from a wider range of data and information from various sources, both internal and external.
Be able to simulate numerous scenarios to compare results by varying assumptions at breakneck speed. Decision support is a highly valued application of AI in supply chain operations, particularly in execution, which must constantly adapt to all kinds of unforeseen events.

Which orders should I prioritize when I don’t have time to process the entire order book? How will this delay affect my schedule tomorrow?

Do I need to hire additional staff? How much will that cost? Who can I call on at the last minute? How can I get started quickly?

With specialized AI agents or models that are well-fed with data, even a junior team leader can fully control their schedule and budget. They can ensure the best work environment and level of engagement among their team members.

Here, technology enhances human capabilities by helping people make better decisions more quickly.

Transforming management

With the advent of technology, the role of the manager is evolving. It is no longer just about “getting things done,” but about “fostering growth”: developing versatility, supporting skill development, and safeguarding critical human know-how and expertise. Managers are learning to assign tasks to different types of resources (technological or human), creating mixed teams and integrating AI agents as members of their teams. Of course, they are training themselves and their teams in “prompt” usage.

Here, technology enhances human capabilities by helping people manage more effectively.

Understanding the limitations of AI… as of now… and the role of humans in effective collaboration

Human review and approval required

An AI system that is well-designed, well-trained, well-fed, and well-monitored should make very few mistakes. In supply chain management—and often in other fields as well—most AI systems do not yet have the necessary conditions to solve complex problems completely on their own.

To address this challenge, Breton Yann LeCun has announcedAdvanced Machine Intelligence ( AMI) Labs, which is capable of understanding the “real world”—that is, the context of a problem and its environment—thus overcoming the limitations of current AI models, which merely manipulate language.

Understanding AI Results

Understanding the decision-making process remains essential when entrusting AI with certain tasks that carry high risks to human health, for example. We want to understand how and why an AI system arrives at a specific result. However, Large Language Models ( LLMs ), Deep Learning (deep neural networks), complex Machine Learning, and quantum computing remain black boxes. At best, they provide a confidence score or warn of limitations regarding the results they deliver. Humans therefore remain in charge, and AI serves as a tool and an aid.

Set decision-making priorities

AI generates results based on a specific request and context. For example, when conducting decision simulations, a human will guide the AI based on their preference between economic performance, service quality, and environmental impact. Or between robustness and hyper-optimization in an uncertain context. This precise framework ensures the relevance of the AI’s responses.

What AI Can't Replace

Manual precision

Emotional Intelligence

Analysis of nonverbal behavior
AI as a “Companion”

Enhanced capabilities

Strict rules (European AI Act)

A humanistic approach focused on people
The Supply Chain of Tomorrow

The Augmented Human

The three-pronged promise: responsiveness, profitability, and sustainability

A supply chain powered by augmented human capabilities promises to be more responsive, more profitable, and more sustainable. It puts people back at the heart of the system’s intelligence and embraces technology while adhering to humanistic goals that ensure the long-term viability of the solutions implemented.

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Battery-Powered Electric Trucks: Technologies, Use Cases, and Total Cost of Ownership

Written by webm@ster the April 15, 2026. Published in News-semi-public-privees.

The electrification of trucks is gaining momentum and market share. This trend is well established and can be attributed to strong regulatory incentives (including the VECTO Directive) combined with the maturity of the electric mobility sector (both in terms oftechnology and infrastructure). So, beyond just getting familiar with the topic, we invite you to dive deeper into it toaccelerate your decarbonization strategies through this article, a comprehensive replay of our webinar from last March and an extensive FAQ section.

Download the presentation

Why go electric for trucks?

In light of the climate emergency and increasingly stringent European regulations, decarbonizing road freight transport has become a major priority. Among the solutions being considered, battery-electric vehicles clearly stand out as the most energy-efficient option. Renault Trucks, like other manufacturers, is banking on this technology to reduce the sector’s carbon footprint. To understand why, one need only analyze the energy efficiency of the various available options.

A comparative chart reveals significant differences between the technologies:

Battery-powered electric vehicle

Up to 60% of the energy generated is actually used to power the truck—an unmatched efficiency.
Green hydrogen via fuel cells

Only 18% of the initial energy is recovered at the wheel, which is three times less than with electric vehicles.
Adapted internal combustion engine

(direct hydrogen, biofuels, synthetic fuels)

efficiency remains lower than that of hydrogen fuel cells, and well below that of electric vehicles.

These figures show that battery-powered vehicles optimize energy use, thereby minimizing losses and maximizing efficiency. But the benefits don’t stop there: CO₂ savings also depend on the country’s electricity mix. In France, thanks to nuclear and hydroelectric power, electricity is already very low-carbon, enabling an 85% reduction in emissions over the lifecycle of a regional truck. Even in Germany, where the energy mix remains higher in carbon, the reduction reaches 41% as early as 2024, with prospects for continued improvement as Europe decarbonizes its electricity.

In addition, Stève Manikas, Sales Director for Electromobility Solutions at Renault Trucks, notes :

Competition among modes of transportation for carbon-free resources is boosting the appeal of electric vehicles. The aviation and maritime sectors, unable to transition to electric power on a large scale, will turn to biofuels and synthetic fuels, leaving few resources available for road transport.

In this context, electric vehicles appear not only to be the most effective solution, but also the most realistic one for achieving climate goals in the freight transport sector.

What will be the total cost of ownership for a truck purchased by 2030?

By 2030, the Total Cost of Ownership (TCO) of electric trucks is expected to reach a turning point: parity with diesel vehicles, thus marking the end of an era of dependence on public subsidies. This trend is driven by several key factors, starting with the stabilization of electricity costs in Europe. After the peak in 2022, linked to the energy crisis, prices per kilowatt-hour have gradually normalized, and projections indicate lasting stability across all European countries.

As Pierre Chaufour, Business Intelligence Manager at Renault Trucks, explains:

By 2025, everyone will have passed the peak. […] According to projections, electricity prices will remain stable in all countries.

This stability is essential for electric truck fleets, whose profitability depends directly on energy costs.

Today, driving an electric vehicle is already cheaper than driving a diesel vehicle, thanks in particular to savings on energy and maintenance, as well as government incentives. In France, for example, Energy Saving Certificates (CEE) can amount to as much as 60,000 euros toward the purchase of an electric tractor. In Switzerland, usage subsidies reach up to 1 euro per kilometer traveled, while in Germany, a tax exemption for electric vehicles saves 0.35 euros per kilometer on 90% of the road network. These mechanisms, combined with energy savings, already yield significant savings : up to 250,000 euros over the lifetime of a regional truck in France.

However, the year 2030 marks a turning point: subsidies are expected to disappear, as electric technology will have matured enough to no longer require such support. Projections show that, over a seven-year ownership period, the higher upfront cost of purchasing an electric truck will be offset by savings on energy and maintenance, making the total cost of ownership comparable to that of a diesel vehicle. Conversely, other alternative energy sources, such as hydrogen or biofuels, will not be able to achieve this parity without subsidies, thus remaining dependent on public support to stay competitive. The end of biofuel subsidies, announced in France, should further accelerate this transition to electric vehicles, confirming their status as the most viable solution for the road transport of tomorrow.

Success Stories and Failures in the Use of Battery-Powered Electric Trucks

The adoption of battery-powered electric trucks in industrial logistics depends on a rigorous analysis of several criteria, explains Antoine Chatard, head of Performance & Progress Transport at Michelin:

We consider three main criteria: operability (range, usage, and charging infrastructure), TCO (vehicle cost and price per kWh), and CO₂ savings, valued at €200 per ton.

These factors help identify the most effective initiatives for decarbonizing logistics. Here are a few concrete examples illustrating both the successes and limitations of these efforts.

Success stories:

Distribution in France

Michelin has deployed 17 electric trucks for "milkrun" routes (multiple deliveries in a single day). The daily mileage ranges from 180 to 450 km, resulting in a reduction of 600 tons of CO₂ per year. This project, carried out in partnership with a third party, demonstrates the viability of electric vehicles for urban and regional distribution.
Regional shuttle buses

Two projects are set to be rolled out starting in May–June 2026. The first connects Clermont-Ferrand to Vitrolles (a 530-kilometer round trip in two stages, part of which will be powered by electricity), and the second connects Clermont to Bourges (a 370-kilometer round trip). These routes will save 40 tons of CO₂ per year.

Failed attempt:

Internal shuttles in Poland

A plan to replace eight diesel trucks with electric ones for trips ranging from 2.5 to 3 km at the Olsztyn plant has been scrapped. There are two main reasons: Poland’s electricity mix, which is very carbon-intensive (primarily derived from coal), and extreme weather conditions (down to -20°C), which could affect battery performance.

A final case study involving Renault Trucks demonstrates the decarbonization of a transport route spanning over 600 km between Blainville (cab manufacturing) and Bourg-en-Bresse (assembly) using 22 electric tractor-trailers and a charging plan divided into four segments to avoid overnight stays.

We invite you to watch the replay and use the timeline!

To learn about the available technological solutions (trucks, infrastructure) and the strategy for deploying a fleet of BEVs,

00:00:00 Logistics in Europe at Michelin
00:07:20 Michelin’s decarbonization strategy
00:18:30 Renault Trucks Decarbonization Roadmap
00:22:15 European Market and Market Share
00:25:35 Energy Efficiency
00:31:42 TCO
00:38:00 Available electric models
00:46:52 Michelin project criteria and use cases
00:55:55 Deployment method
01:00:50 RT Skills and Network
01:02:40 Q&A

Frequently Asked Questions and Answers from Participants Following the Webinar

How does a battery perform over time?

Renault Trucks now guarantees 80% battery capacity for the duration of a long-term contract (up to 10 years).
Is it possible to replace the battery instead of recharging it?

It’s batteryswapping; it’s quite widespread in China, although growth has slowed. Today, the market there has stabilized at around 30%. In other words, it had risen to 40% of China’s electric vehicles. China is a very large market that’s in a league of its own compared to Europe; electric vehicles currently account for 35% of the market there, so the market has really taken off.

Manufacturers are moving away from these backpack-style solutions, and swapping them out is more difficult. We estimate that the market share in China will remain around 25%.

In Europe, no manufacturer has opted for this solution. It’s much more integrated, and we’d lose too much in terms of operational efficiency. We have stricter standards.
You’ve talked a lot about national and short-distance (city) routes, but is this feasible and realistic for international (long-haul) use for drivers who are on the road for a week at a time? Given that the diesel range is around 1,000–1,500 km.

As for the freight sector—specifically this segment of our logistics networks, which are extensive across Europe—our strategies, as I mentioned at the outset, are primarily focused on promoting multimodal transport, and in particular rail transport for long-distance routes, even if this means using electric trucks for the pre- and post-haul segments of this rail network to ensure a fully carbon-neutral corridor.

To round things out, I’ll also mention our charging infrastructure, since at Renault Trucks, we’re also in the charging business. We’ve just decarbonized the logistics flow between our factory in Blainville—where we manufacture the cabs, which are then assembled in Bourg-en-Bresse—a distance of over 600 km. And this entire solution is powered by 22 electric tractors. Simply put, the big challenge surrounding this was: how do we manage the charging infrastructure?

And so, the decision we made was to work in small, segmented sections. We divided that route into four sections, and each vehicle runs a loop. This also means drivers don’t have to spend the night away from home. That’s the solution we proposed—and adopted, at least for that particular route.
Hello, is the €200 per ton of CO2 a decision made internally by Michelin, or is it based on an existing index?

This index is neither legally binding nor mandatory; it is an internal metric that we benchmarked 5–6 years ago against various entities, shippers, and others to see where we stood when we began developing our decarbonization strategy. Initially, we were at €100 per ton, which, in our view, did not allow us to achieve a sufficient level of interest or value.

And about two or three years ago, we decided to raise that threshold to €200 per ton, in order to truly prioritize projects that helped reduce carbon emissions over other projects within Michelin.

Contact the Sustainable Supply Chain LAB and its working group on “the financialization of the carbon ton”
Regarding the Michelin use cases, have you installed charging stations at the factories or distribution centers (or right next to them)? Is this being considered? Does the current infrastructure allow for it?

Well, that’s a very good question because this situation does come up. In fact, the question arises every time a new situation arises. Ultimately, we have a bit of everything—that is to say, we have use cases where decisions have already been made, particularly for distribution, as I was just explaining regarding the use cases we’ve implemented with our partner. We decided to equip our two distribution centers. To do this, in order to support GT Solutions and since some of the routes will start directly from our two sites, we decided to equip the sites with charging stations.

The regulations at our sites, particularly our production facilities, make it quite complex to install these charging stations. There’s also the budget issue, and we’re still having a hard time making a decision. So in practice, when it comes to comprehensive electric solutions, I think we see more use cases with charging stations located directly at our carriers’ depots, and most of the time they’re fairly close to our sites, which makes operations easier.
Given the large number of trucks on the highways during the week, will there be enough charging stations and infrastructure?

Beyond the number of stations, AFIR sets minimum requirements for installed capacity and the number of charging points, designed to support the growing fleet of electric trucks. For certain routes (more specialized or off-main roads), the focus will often be on charging at the depot and optimizing stops, in addition to the public network.
From a business perspective, you mentioned large corporate partners, but for family-owned SMEs operating both regionally and internationally, wouldn’t this be a major blow that could put them in a difficult position?

Indeed, the examples cited involve companies of a certain size. The reason is simple: these are often companies that obtained subsidized vehicles (and charging stations) by responding to a call for proposals, particularly from ADEME, which primarily benefited the largest investors (Perrenot, XPO, GT Solutions, etc.).

For smaller companies, we also have a few use cases, but to support them, these often require a long-term commitment (4–5 years) to amortize the vehicles, as they do not receive as much funding as those in grant programs, and typically involve a smaller number of vehicles (usually 1–2).
When it comes to setting up charging infrastructure, does Renault Trucks do it on its own or through partners?

Renault Trucks relies on a European network of partners.
Are you starting to see carriers submitting electric vehicle proposals directly in response to requests for proposals, without being prompted to do so by the shipper?

At Michelin, we do indeed have carriers who are bidding on tenders with electric solutions (or other alternatives to diesel) without us necessarily pushing them to do so. That said, they are aware of our commitment to this initiative and know that if they propose alternative solutions, we will listen to them. We also have carriers already operating certain transport routes who come back to us to propose solutions, without having to go through a tender process.
What is the approximate cost of installing a mega charger?

The cost is approximately €120,000–€150,000 for a 1,000 kW power unit and €30,000–€40,000 for an MCS dispenser. Installation costs depend on the scope of the project, but can range from €130,000 to €180,000 if the installation of a new substation is included.
What range are you aiming for in 40-ton tractors and semi-trucks by 2030–2035?

With a range of 500 km, electric trucks are more than capable of covering the 4.5 hours of driving between mandatory breaks. Thanks to the Mega Charging System (MCS), which can deliver charging power exceeding 700 kW, a 45-minute break is sufficient to recharge the vehicle. In this context, the deployment of public infrastructure planned by AFIR—with a station every 60 km on major European routes by 2031—should limit the need to significantly increase vehicle range.

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

Written by Elorri THICOIPE the April 8, 2026. Published in News-semi-public-privees.

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:

Human Resources: The future framework will focus ononboarding processes, ergonomics, and workplace safety.
Upskilling: The challenge is to measure and support the growing autonomy of field teams.
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 March 24, 2026. Published in News-semi-public-privees.

On March 10, the^fifth 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.

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.

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.

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—the^primary 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.
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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The Supply Chain Monthly #36

Written by TRACIE@FRANCESUPPLYCHAIN.ORG the March 24, 2026. 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

GUIDE TO HIGHER EDUCATION IN SUPPLY CHAIN 2025

Discover our training courses

The return of a smooth and fast website!

Behind the scenes

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

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

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
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

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

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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 February 20, 2026. 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.

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."

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

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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Delphine CUVELLIER

Customs manager France
Olivier WEIS

S&OP Business Development Manager
Saad KADIOUI

Partner / Head of IS Transformation

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.

NEWS

See all the news

EVENTS

PRESS

To go further

Comparative Analysis of Supply Chains: Beauty vs. Health

Career Philosophy and Leadership

Canada, United States: What Can We Learn and What Are the Differences in Supply Chain Management?

Vision and Future Challenges for the Supply Chain

TO view the replay and discover the answers to the questions asked during this webinar

AI and Resource Management: A Powerful Combination for Performance and Retention in the Supply Chain

Work Methods and Failures at the Heart of Innovation

Between Agility and Deconstruction

Data, LLM Models, and Sovereignty

The Supply Chain of Tomorrow Is Being Built Today

TO watch the replay

Human Capital: The New Key to Success

Fact Sheets on “Critical Roles” and Future Skills in Supply Chain Management

Young People's New Expectations of Management

Between Flexibility and Real-World Conditions: Finding the Right Balance

What Participants Took Away from the Workshops

Availability

Work-Study Students

AI

Communication

TO watch the replays of the roundtable discussion and the LAB Jeunes presentation

Rethinking the Model: Slow Logistics and Circularity

A Call for Practitioners' Expertise

Automate to make life easier

Increase human engagement

Help decide

Transforming management

Understanding the limitations of AI… as of now… and the role of humans in effective collaboration

Why go electric for trucks?

What will be the total cost of ownership for a truck purchased by 2030?

Success Stories and Failures in the Use of Battery-Powered Electric Trucks

Success stories:

Failed attempt:

We invite you to watch the replay and use the timeline!

Frequently Asked Questions and Answers from Participants Following the Webinar

How does a battery perform over time?

Is it possible to replace the battery instead of recharging it?

You’ve talked a lot about national and short-distance (city) routes, but is this feasible and realistic for international (long-haul) use for drivers who are on the road for a week at a time? Given that the diesel range is around 1,000–1,500 km.

Hello, is the €200 per ton of CO2 a decision made internally by Michelin, or is it based on an existing index?

Regarding the Michelin use cases, have you installed charging stations at the factories or distribution centers (or right next to them)? Is this being considered? Does the current infrastructure allow for it?

Given the large number of trucks on the highways during the week, will there be enough charging stations and infrastructure?

From a business perspective, you mentioned large corporate partners, but for family-owned SMEs operating both regionally and internationally, wouldn’t this be a major blow that could put them in a difficult position?

When it comes to setting up charging infrastructure, does Renault Trucks do it on its own or through partners?

Are you starting to see carriers submitting electric vehicle proposals directly in response to requests for proposals, without being prompted to do so by the shipper?

What is the approximate cost of installing a mega charger?

What range are you aiming for in 40-ton tractors and semi-trucks by 2030–2035?

A history marked by cooperation

Applications of the audit framework

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

A rapidly growing audience

Learn about and use the standards of excellence

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

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

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

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

We imagine you have a taste for a challenge.

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

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

How would you describe your leadership style, Carole?

Breaking Through Glass Ceilings with the Women in Supply Chain Community

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

Circularity as a strategic solution for mitigating supply chain risks

NEWS

EVENTS

PRESS

Roles and responsibilities

Data mapping

Data security

Data management process

What about performance?

Q&A with the Audience

Acceptance by the trades

Role of part-time Data Owner

Role recognition

Data leak

Quantifying ROI