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.

“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:

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.

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.

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:

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.”

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.

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

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.

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.

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

1. 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. 
2. 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. 
3. 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.

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Why go electric for trucks?

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 :

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?

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

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.

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,