A new partnership for new solutions: France Qualité and France Supply Chain join forces for your competitiveness
The partnership between France Qualité and France Supply Chain is a unique opportunity for companies to prepare for future challenges by combining their expertise. The complementary nature of the two associations will enable them to develop innovative solutions and boost competitiveness in the global marketplace. In an increasingly complex and uncertain environment, this initiative appears to be an appropriate response to current and future challenges. Let's take a look back at the main points discussed at the meeting, to understand the ins and outs of this promising partnership.
Securing transformations
Transformation is a major challenge for companies in an uncertain economic climate. Pierre GIRAULT, President of France Qualité, emphasized the importance of drawing lines of force to prepare for the future. Supply Chain and Quality teams play a strategic role, both upstream and downstream, in listening to stakeholders and implementing concrete guidelines. By pooling the strengths of our 2 associations, the aim is to consolidate synergies and continuously improve processes in the service of stakeholders, by integrating essential dimensions such as CSR.
This collaborative approach enables us to better anticipate regulatory changes, share best practices and develop innovative solutions to secure operations. In addition, it aims to strengthen the resilience of companies in the face of market disruptions, whether technological, economic or environmental. This strategic alliance is based on a shared vision of the future, and on the desire to make transformation a lever for sustainable competitiveness.
Replay of the webinar presenting the partnership to members of the 2 associations
Renewing our Cost/Delivery/Quality approach
Yann de Feraudy, President of France Supply Chain, emphasized the need to reassess the trilogy of costs, lead times and quality from an integrated perspective. The Supply Chain must guarantee the right product, in the right place, at the right time, while respecting optimal quality and cost criteria. The methodological approach, whether derived from total quality or Supply Chain-specific practices, needs to be harmonized to maximize overall efficiency.
This partnership seeks to go beyond traditional boundaries and offer an enriched combination of the two disciplines. By integrating advanced management tools and innovative technologiesThe two associations aim to optimize every stage of the process, from sourcing to distribution. This new approach also makes it possible to better meet customer expectations and enhance their satisfaction. In addition, it offers companies the opportunity to gain in flexibility and agility, two essential qualities for adapting quickly to market changes. Ultimately, this collaboration aims to create a more robust and efficient value chain.
Members are invited to actively contribute by proposing concrete themes to be explored within the framework of this partnership. This webinar marks the start of a promising collaboration to secure and optimize the transformations necessary for our companies' success. Through joint initiatives such as working groups and pilot projects, members will be able to leverage this synergy to overcome current constraints. Collective commitment and knowledge sharing will be the keys to the success of this alliance, paving the way for a new era of performance for our members.
About France Qualité
The Association France Qualité Performance (AFQP), also known as France Qualité, brings together nearly 2,000 public and private organizations in France through its 11 regional components. It promotes a "New Quality" that integrates Management, Strategy, QVCT, Customer Experience, CSR, Operational Excellence, etc., in order to manage all the components of an organization's performance. To this end, France Qualité promotes the sharing of best practices, produces reference publications such as Quali'Bord and White Papers, and organizes regional and national forums and events, as well as the Prix Nationaux de la Qualité and the Trophée Leader Qualité.
"The human brain needs to know what the future will be made of", says Sébastien Bohler, and the conviction of the Foresight working group is that the future is being built! They therefore worked to raise awareness and get as many Supply Chain players on board as possible, in order to build desirable scenarios and strategies for adapting Supply Chains to climate risks. Here's a look back at the first deliverable from the project after a year of collective work: the Perils Workshop.
The prospective construction site :
beyondCO2
Weak signals are already present in 2024, as numerous press articles show. In 2040, managing the impacts of climate change will be part of our daily lives.
How can we adapt to new expectations, regulations and climate change? What adaptation strategies should companies be building, starting today? Are the actions taken by companies sufficient and realistic?
Most climate-related efforts are focused on decarbonizing transport, yet other elements linked to climate change are already having a marginal impact on supply chains, but will become more significant in the future, and need to be considered now to transform companies.
An enthusiastic group guided by Aurélie Delemarle, Principal at Argon&Co, embarked on a year of collective work following a series of methodological choices:
Study scope: the 6 perils rather than the 9 planetary limits. The perils can be experienced and appeal to the emotions. What's more, they allow us to take into account all the categories of the European taxonomy, i.e. :
rising temperatures ;
an increase in violent storms;
loss of biodiversity;
flooding ;
rising waters;
water stress.
Impact scenarios rather than transition or climate change scenarios: the study focuses on the direct or indirect impacts on the 4 essential Supply Chain functions (demand, procurement, production and logistics distribution).
The results of this work will be published over the course of the year (Livrable péril, PESTELs, Nouveaux Récits, 1 or 2 scientific articles). The first of these was the subject of a full-scale test with members of the SupplyChain4Good Lab.
The group's first deliverable took the form of a 3-hour foresight workshop by design fiction. The reason for this choice was to get the participants involved in the story, and to help them experience and measure the impact of climate change.
The artefacts of biodiversity peril
This immersive approach won over customers, reinforcing their commitment to take action.
Participants are provided with a game kit containing artifacts (objects straight from 2040) and an explanatory note for facilitators, including the context of the scenario synthesized via a PESTEL.
Biodiversity:
The "poor relation" of climate change issues as a whole
Here's an issue that was close to the hearts of some of the participants, as rising temperatures, for example, are much more often talked about than biodiversity. "We're talking about supply footprint"Tariel Chamerois, CSR & Sustainability Manager France & Morocco for DB Schenker, tells us that companies are obliged to reduce their production sites, in this case wind farms, because they are located in a bird migration zone.
This "biodiversity peril" workshop raises the issue of limiting access to land, with sanctuarized zones where no one will be able to settle.
Then, of course, there's the question of budgeting and the impact on prices. How is biodiversity valued? What is the price of fish? What is the price of birds? Biodiversity provides a whole host of resources and/or ecosystem services that are currently free, or considered to be free, and so the first idea would be to reintegrate it into future budgets.
Today there is no value, so the group of the day concludes that the regulatory framework must and will evolve.
If we take the case of fishing again, today what is included in the sale price of fish is only the energy and human resources required to catch the fish, but not at all the fish resource, which is free once it has been caught. Tomorrow, we may have to consider regenerating the resource, as the FSC model does so well today (planting trees in return for those removed).
Pénélope Laigo, Sustainability & QHSE Group Director at FM Logistic
Last but not least, another anticipated impact is the need to design biodiversity-friendly supply chains. In other words, business models, buildings, flows and solutions that take into account potential impacts on biodiversity from the outset, and how to avoid or even have positive, regenerative impacts.
It is imperative for companies to develop proactive, integrative strategies that take into account all aspects of climate change, including impacts on biodiversity. This requires rethinking business models, infrastructures and processes to minimize negative impacts and promote regenerative practices. Collective commitment and innovation will be essential to transform supply chains and ensure their resilience in the face of future climate challenges.
Welcome to our new members from Mobivia and LABORATOIRES THEA, who have joined us since our last newsletter.
New project manager to support LABS activities
Behind the scenes
I'm Mervé AKPINAR, and I'm delighted to have joined the France Supply Chain association and its members in May 2024. I'm in charge of the ETI-PME and Digital & TechnologiesLabs, as well as the Asian chapters. In my previous experience, I had the opportunity to work in sales forecasting at DIM and Samsung, and as a logistics service provider coordinator at Nestlé.
Today, I'm really looking forward to contributing to France Supply Chain's future projects and to continuing to take on new challenges with such a dynamic, committed team who are passionate about the world of Supply Chain.
Gilles Verdier, Innovation leader at Michelin Supply Chain testifies
The actors
I've shared a lot with my colleagues in the Scaling Up group, and this has enabled me to modify and adjust my innovation management by taking ideas directly from our exchanges.
In this video interview, Gilles Verdier answers questions from Elorri Thicoïpé, the association's communications manager. Find out more :
His role at Michelin ;
What it means for him to be involved in the association;
What's in it for him?
Finally, find out more about our member: a discovery, a conviction, a project that's close to his heart perhaps?
The supply chain and the challenges of agility, resilience and ESG
The supply chain is a strategic asset, and its efficiency and adaptability have become the conditions for the resilience of companies themselves. An interview with :
Yann de Feraudy, President of France Supply Chain
Souhail Haddaji, Transformation Strategy & Value Advisory Leader at ServiceNow
Xavier Ameil contributed to Decathlon's development in Morocco before moving to Kenya until the end of 2021 to open "own" stores as in the rest of sub-Saharan Africa. In this interview, he presents the African production and distribution model and footprint, then focuses on setting up distribution hubs in Africa. He also discusses a region that is generally less well known to the French than the rest of Africa.
The next sessions
DATES NOT TO BE MISSED
[Salon]
18-20/06
Preventica 2024 - Strasbourg
[Workshop]
19/06
Beyond co2" prospective - design fiction
[Salon]
19-20/06
Top logistics Europe 2024
[Salon]
25/06
Hydrogen days in the regions
[Round Table]
25/06
Decarbonizing the supply chain with France Hydrogène
[Reunion]
25/06
Human Resources Lab
[Webinar]
26/06
A new partnership for new solutions
[Price]
02/07
THE KINGS OF THE SUPPLY CHAIN
[Reunion]
10/07
Risk community - overview of risk management tools
[Reunion]
10/07
Lab ETI/PME
[Reunion]
10/07
Lab SupplyChain4Good
[Webinar]
18/07
MBA supply chain manager by De Vinci executive education
"Reducing the impact of logistics on our environment and helping to achieve carbon neutrality requires us to go well beyond the still too-dominant view thatan energy transition of heavy goods vehicles to biofuels, electric or hydrogen alone is sufficient, and that it's up to hauliers to solve the whole problem." That's how Yann Briand, one of our 2 challengers, sums up the need to work together to improve companies' decarbonization strategies. How can we do this? By sharing and questioning.
Since 2023, in a small, private setting, 3 engaging workshops have been conducted as part of France Supply Chain's SuppplyChain4Good Lab in collaboration with 2 think tanks. Find out more in this cross-interview with their experts.
Yann BRIAND
Chief Scientific Officer - Deep Decarbonization Pathways (DDP) initiative Climate, Energy and Transport expert
L'Iddri is a think tank that facilitates the transition to sustainable development.
Reuben FISHER
Freight Project Manager
The Shift Project is a think tank that promotes a carbon-free economy.
Why did IDDRI and The Shift Project get involved in these workshops?
Yann Briand
The point of these exchanges is to build a space of trust where companies can humbly present where they are in their thinking, explain their issues, and accept criticism. What brings us together must be the desire to improve and perform even better. The organization of these dialogues must continue to allow the freedom of tone that is their strength, and prevent them from becoming an exercise in communication between themselves. It must continue to bring together supply chain managers, as well as CSR, purchasing, sales and even CFO managers, and their teams!
Reuben Fisher
Decarbonization challenges are an opportunity for participating companies to share something critical - how to reconcile economic will (profits, growth) with energy and climate imperatives. Indeed, our view at The Shift Project is that physical limits such as the amount of energy available at a given moment, or the total amount of greenhouse gases in the atmosphere, are even more constraining than economic concepts.
Workshop on Groupe Avril premises
What does "sharing your decarbonization plan" mean for the companies you challenge?
Reuben Fisher
Companies explain how they are transforming themselves to make their activities and services sustainable in the decades to come, and in the short term we use different reading grids for this. For a start, if the company's key figures make no mention of energy or emissions, this gives the impression that the company thinks it can operate "above ground", without needing energy or emitting greenhouse gases. When companies' "one pagers" include this information, at the same level & in the same way as sales, EBITDA, number of employees or sites worldwide, we'll have taken an interesting step!
To go into more detail, we then look at how the company valuesCO2 - does it apply an internal price per tonne ofCO2, & if so, in what contexts - only for investments or also for day-to-day purchases? Is the price the same as for avoided emissions? If not, what is the logic behind the difference? Going a step further, we've seen corporate financial results presented net of the financial impact ofCO2.
Yann Briand
This means that companies need to share the main transformations they wish to implement and, above all, the conditions they are putting in place to achieve them! For example, this may mean reviewing with suppliers and customers the logistics organizations specific to each value chain and to each individual company, which limit the possible logistics choices that can be made, such as moving away from an all-truck approach. This means changing the constraints of logistics services, in terms of cost and lead times, for example. It may also mean rethinking purchasing and commercial strategies to rethink products and the location of suppliers and customers, in order to reduce the quantities, weights or volumes used, and also the distances to be covered between the raw material and the end customer. In short, reducing freight transport emissions requires strong action on the part of shippers, in partnership with their logisticians and transporters, right through to the involvement of suppliers and end customers!
To properly consider and implement these transformations, we need to adopt a long-term perspective that goes well beyond 5 to 10 years, in order to understand our limits and be in a position to consider these more structural changes, which are nonetheless necessary if we are to achieve carbon neutrality. What's more, the complex issue facing companies and all decision-makers today is that these organizational changes, complementary to technological ones, need to be initiated today, but will bear fruit sometimes only several years later, and will have an impact on the distribution of value within the company and sometimes within the value chain.
The experts from the 2 think tanks and 2 challengers: Pénélope Laigo, Sustainability & QHSE Group Director FM Logistic Corporate and Lucie Aitsahalia, Head of Energy and Environment FM Logistic Group.
What are the critical elements that need to be addressed in addition to theCO2calculation?
Yann Briand
To better understand how decisions can change, we are discussing and will continue to discuss with the diversity of France Supply Chain companies (shippers, logisticians and carriers) the fact of :
adopt a systemic strategy combining technological and organizational transformations;
think ahead to 2050 to revisit the coherence of choices for the next 5 years.
Reuben Fisher
On the whole, apart from building consumption, energy consumption is poorly monitored, both in terms of total quantity and the types of energy used. This is rather surprising for a sector whose dependence on liquid fossil fuels is flagrant, given that a recent Shift report (for the French Ministry of the Armed Forces) indicates a drop of several tens of percent in the amount of oil available by 2050. So it's critical to anticipate & begin the energy transformation today, otherwise companies risk finding themselves like stranded assets in the energy-constrained world that's looming.
Congratulations to the 8 companies who have played the game so far:
RENAULT_GROUP_LOGO_FULL_NOIR_RVB
michelin-logo-transparent
Logo_DB_Schenker
Supply Chain Project Director
remy-cointreau-logo
logo-point-p
Internship - Supply Chain Project Manager M/F
logo-legrand
Thank you gentlemen for your testimonials and your investment in this project.
Sources :
The Shift Data Portal
Companies and carbon neutrality, a narrative of systemic transformation and cooperation: Illustration of the freight transport sector
How the Rail Freight Development Strategy can boost the sector's ambitions in France
Deep decarbonization trajectories for freight transport in France
Shortening global supply chains, the key to decarbonizing transport
The path to change also starts with parity, the complementarity between men and women. This article looks back at the important and inspiring initiatives shared by supply chain and logistics professionals at a round table discussion at SITL 2024.
Sabine Vu
Founder-president of the association
Olga Alexandrova
Associate Director, Land Division
Marie Defrance
assistant to the deputy president of CSIAM, and member of the board of Femmes en mouvement
Marie-Laure Furgala
Director of ISLI at Kedge Business School's Global Supply Chain, in charge of the women's community at France Supply Chain
Jean-Christophe Machet
Managing Director, FM Logistic
How can we attract more women to the supply chain and logistics industry?
4% of drivers are women
In France, in 2023,
Marie Defrance: It's estimated that France has a shortage of around 60,000 female drivers. But decarbonization could be an opportunity to recruit more female HGV drivers, particularly in the context of HGV electrification.
Electric trucks mean better working conditions, which may attract more women:
No vibrations under the seat, as there is no longer an internal combustion engine;
No more noise in the cab;
And for urban logistics trucks that leave their internal combustion engines running, the driver is exposed to chemical risks.
To complete the picture, as far as manufacturers' initiatives are concerned, we can mention improvements to the cab, the bed, and then the toilet and washbasin offer new hygiene and safety conditions. We can also see that more inclusive solutions for women would also be beneficial for men.
A round table to discover in full in replay
And in the warehouse?
JC Machet: When we sometimes have to carry loads, our employees are equipped with exoskeletons, load-assisting tools, whether they're men or women. So our businesses, which are increasingly equipped, can accommodate both men and women in materials handling.
Marie Defrance : Among ACIAM's member manufacturers, there are numerous initiatives and indicators in place to help women progress, including mentoring, coaching and training initiatives, to help women progress within companies. So I think this is a sector that's on the move when it comes to women and diversity of career paths.
JC Machet: The supply chain is an extraordinary playground for tomorrow's talent. In fact, today, I almost apologize for talking about women in the supply chain. In the supply chain, we need talent. We need to work on making our professions more attractive, regardless of gender.
The inspiring example of FM Logistic
women represent 20% of the workforce and 18.5% in the transport and logistics branch
In the transport sector as a whole,
JC Machet:Where we face a real challenge is on the jobs that are posted, which are often covered by men. So we need to make progress in our companies to find ways of making these jobs as welcoming and accessible as possible for our female employees at any time of day.
So, positions put forward, referents. And then, very shortly, we're going to start a training course reserved for our female employees. Because I believe there's nothing like a collective movement to inspire, reassure and encourage.
It's the complementarity of all profiles. We need to talk about diversity more than just gender. Diversity will ensure that companies are solid, strong and resilient, and that we live in a collective where everyone feels good.
It's true that logistics, warehousing and transport aren't jobs where you'd expect to see many female employees. And yet, this idea may have been true 30 years ago, but it's no longer true today.
49% of FM employees are women. The figure speaks for itself, and I'd like to say that this is only to be expected in a sector where we're recruiting, in a sector where there's a dynamic of development, in a sector that's reinventing itself by integrating new trades, automation, and seeking out new skills such as IT, data, analysis, and indeed also notions of sustainable development. Unfortunately, I have to admit, at executive level, we're at 41%, but again, that's beyond the conventional wisdom. And I want to communicate this positive information.
We need all the skills we can get, and it's just unthinkable at FM that we can't recruit from 100% of our potential.
The challenges of training and talent sourcing
the number of women entering and applying to engineering schools fell by 6%.
In 2023,
M.L. Furgala: I don't have parity in the sourcing of my students. I'm 70% male, 30% female. It's a little less unbalanced on the international side. I have more women with international profiles coming to my master's program. Nevertheless, every year I notice an erosion of engineering-type profiles, which account for around 30% of my recruitment.
Switzerland is in the process of putting forward a 2030 project, because they are well aware that if they don't recruit enough people in logistics and supply chain, this will be a brake on the country's economic development. It's about time France got its act together on this front.
It's a market that's recruiting, and we're short of manpower, we need to recruit, and we lack attractiveness. And it's true that France Supply Chain is working hard on this. Making a little-known profession attractive, a profession that is always difficult to explain to those around you.
Solutions to think differently about the world
M.L. Furgala: And why is it so important to have women in this business? Because if we don't, the tools that are going to be put in place will be gendered. You mentioned artificial intelligence. If women don't participate in the development of these tools, then artificial intelligence tools will be gendered.
So it's going to be a loop, but not a virtuous one. It's going to be a loop that's not going in the right direction. So we need to work on our attractiveness in the broadest sense. We can't do without half the world's population.
Foreigners have understood this much better than we have. There are many more women in countries other than France.
JC Machet: So, we share slightly different realities and we can see that culture gives a certain impetus. In fact, we have the same ratio as I told you at Group level, 49%, but the situation is a little different from one country to another. In Poland, for example, we have over 50% female employees. And among our managers too, i.e. we have many female executives and managers in Poland.
But many countries are matriarchal, from my point of view. And on the other hand, there are other countries where we still have a lot to do. We're in India. And there, on the other hand, we have an extremely low rate of feminization of the workforce, with less than 10% female employees.
What are we doing, for example, to support this movement, since that was one of your questions?
With the help of the Group's foundation and the involvement of our employees, we opened a classroom to bring back and welcome back young girls who had dropped out of school, so that they could get back on the train. Because in a family in India and in other countries, children are sometimes also a source of income for the household.
Why a community of women in supply chain?
39% according to the latest Gartner report for 2023 and is becoming rarer in executive positions at 26%.
The proportion of women in the supply chain is only
M.L. Furgala: We felt a bit alone. We needed to be able to exchange ideas, to have a network. So this community met a need. And among the actions we've developed, the notion of role model has come to the fore. This young generation needs to identify with us, they need to know that it's possible.
And the best way to show them this is to put forward inspiring profiles. So we've set up inspiring webinars with women in senior Supply Chain positions, where there's no question of taboos, including on the management of personal and professional life, gender diversity and the feasibility of combining the two.
I insist on the importance of having the right support when you're in a position of responsibility, because children are a shared responsibility. And it's also important for parents to act as role models for the new generation we're training.
What we'd like to develop now are tools to help these women in their day-to-day work to network, gain self-confidence and develop themselves, so that we're a little more present on company boards, since it's a profession, it's a social elevator, but we still need to be representative on management committees.
Marie Defrance: I think role models are very important for projecting oneself onto a career path, for breaking down gender stereotypes, especially in our transport and logistics fields, and for trying, in fact, to open up the field of possible careers for women in this sector.
Creating teams and collectives
who will be rich in their gender differences, and not only
As part of its "Influence" project, on Thursday May 16, 2024, the France Supply Chain Executive Committee invited the main candidates in the European elections to discuss the role of the supply chain as a vector for structuring public policy.
Supply Chain, what is it and why?
The notion of Supply Chain is still abstract for the general public and in the media. It is akin to logistics, itself too often limited to transport and storage. The Supply Chain manages product flows, information flows, financial flows, physical infrastructures and human organizations.
It is strategic to the conduct of public policies and the achievement of transformation, resilience and sovereignty objectives. The supply chain accounts for over 80% of a company's carbon footprint.
For years, by optimizing flows, the Supply Chain has enabled globalization while underestimating or failing to integrate the impacts it generates on people and the planet. Seeking ever greater agilitý and responsivenesś, engaging ever more raw materials, more kilometers, more fossil energy, more impacts1 and creating ever more fragility as we see with successive events impacting our economies and even the protection of our fellow citizens.
France Supply Chain calls for "Supply Chain Experts
Our commitment is clear : our Supply Chains must become sustainably frugal and positive, i.e. sober to produce just what is needed, optimize flows, reduce fossil fuels and embody strong values based on collaboration, solidarity2 and the meaning of our professions. In this way, they will contribute to consolidating the organizational chains of companies and society.
This is why our association, backed by the experience gained from its long history, its European commitment within the ELA - European Logistics Association, and the expertise of its many members, is proposing that candidates in the European elections share these challenges.
The France Supply Chain community is campaigning for the implementation of a European strategy for integrating supply chain expertise, coordinated at EU level, as the USA is doing with the Council on Supply ChainResilience3 and China with the B.R.I.(Belt and road initiative)4. If these issues are taken into account at the highest level, we will be able to face up to the crises that lie ahead and support the economic and environmental performance of our countries, in the common interest.
The meeting will be publicized in the press over the next few days, to highlight the need for everyone to take account of the importance of the supply chain in the organization of value chains, and the absolute necessity for the European Union to build and implement a European strategy of sovereignty based on the mastery of supply chains.
Christelle Seiller, Mobility Director, GPSO, Xavier Hua, Managing Director, Institut du Commerce, Gaëlle Quéré, CSR Director - Distribution and Express, GEODIS, Tariel Chamerois, Head of Sustainability France & Maghreb, DB Schenker, Jean-Baptiste Derdoy, Mobility Manager, PTV Logistics and Nathalie Woock, Head of Freight and Transport Companies, Région Île-de-France, absent today.
Discover the story of E.VO.L.U.E through the testimonials of the 5 speakers at our conference at SITL 2024.
How did this happen? Where do we stand today? And above all, how can the project continue in the coming months or years?
A regional, multi-player pilot project
X.Hua: E.VO.L.U.E stands for Engagement Volontaire pour une Logistique Urbaine Plus Effice. It's an initiative which I'm going to describe in a little more detail, and which began about two years ago.
This initially private initiative is credited to 3 associations. The first, and it's not a very good one, but the first one I represent is the Institut du Commerce. The other 2 associations you know well are Club Déméter, which runs the logistics fresco just behind. And France Supply Chain, which is really the Vertical Supply Chain association for all sectors. As you can see, these 3 associations are totally complementary.
We had this strange idea of working together, of wanting to work together and ultimately pooling our entire network of members to work on more efficient urban logistics.
Then, in the middle, there's the test area, the Grand Paris-Seine-Ouest and its various communes. This represents 330,000 inhabitants. The area is both very urban, with Boulogne and Boulogne-Billancourt for example, and a little more rural. Marne-la-Coquette, to the very west of this territory. And you have a river in the middle, the Seine. So it's a very representative area, with constraints that are quite interesting for urban logistics.
Finally, below are the sponsors and technical partners of this project:
The Île-de-France region
which is subsidizing this initiative
LLC, associate
for the legal framework
PTV
for all data processing
SprintProject
on project management and innovation
Data: more than 25,000 deliveries and pick-ups in the GPSO area
X.Hua: Let's come back for a minute to an extremely important point for the future, which we spent a lot of time on: providing a totally secure legal framework so that contributors, including DB Schenker and Geodis, but also others, can share their data in complete confidentiality.
The project as such, for those who followed us 2 years ago or a little more, we presented this project with several phases. The first was data collection. Because it was extremely important to know what was happening on a territory with contributors, with shippers, with economic players delivering goods on this territory.
3 contributors have agreed to share their names: Geodis, DB Shenker and Raja
All these figures represent 400 deliveries or pick-ups per day. That's a pretty substantial volume. I may be avoiding the question by saying, yes, it's only 5 contributors, but in the end it represents a volume of data which is entirely relevant and on which we have results which are very interesting to share.
Results and solutions for our cities
JB. Derdoy: PTV logistics was responsible for processing the data submitted by our partners. We collected a total of over 25,000 deliveries and pick-ups in the GPSO area and analyzed them. Thanks to our software solutions, we were able to reconstitute the routes and carry out various analyses, two of which are presented here.
The first approach: how can we move from 20% of pick-ups and deliveries served to a better rate and a better level of service?
There are currently 260 parking areas in the GPSO area, represented by the yellow triangles. They can handle 5,000 deliveries, assuming a 50-meter catchment area. So 5,000, i.e. 20% of deliveries and pick-ups are within the catchment area of a parking area in the area today. Based on this observation, we carried out the exercise ofincreasing the supply of delivery areas to see what level of service we could offer to deliveries and pick-ups.
We took the exercise a step further and went as far as 1,000 parking areas, covering 90% of deliveries and pick-ups in the area.
The second exercise: positioning 3 urban hubs in a relevant way on the territory
We also analyzed delivery vehicle journey times. Traffic jams have relatively little impact on routes within the region. On the other hand, when it comes to getting from the depot to the area's accessibility, there's a real challenge. To be able to carry out deliveries and services from 9 a.m. onwards, you have to leave early and be on the Île-de-France main road network at the height of the peak period.
In other words, to be able to cover the territory, but also to be on routes that are relatively accessible to road traffic. From these positions, we would be able to serve 95% of deliveries and pick-ups in the area, while respecting the issue of urban boundaries and the Seine, which imposes constraints in terms of traffic, with a theoretical catchment area of 2 km.
Testimonials from Géodis and DB Schenker
What are Géodis' strategies for urban logistics?
"It's an ecosystem that we need to structure to manage to improve our logistics and reduce our impact together." Gaëlle Quéré
What do these maps bring to DB Schenker?
"This project ultimately accompanies the vision of the transformation of the goods distribution chain that we manage, by shedding light, admittedly by a team working under private law, but which nonetheless sheds light on the landscape as a whole, and which I hope can also make a wider contribution and ultimately shed light on local authorities" Tariel Chamerois.
I say there's no shared urban hub, is that true or false? What initiatives are you supporting?
What lessons for the region?
C. Seiller: So, in terms of lessons learned, it was very clear to us that it enabled us to objectify a feeling and quantify it. To do it properly, we'd have to do four delivery areas, because we realize that delivery points are extremely diffuse. Here, at least, I've got the quantity, and I know I won't be able to do it, i.e. making 4 times as many delivery areas in an already constrained urban environment is very complicated. Every day, we're confronted with the need to use parking space for other purposes, in particular the installation of charging stations for electric vehicles.
Make temporary experimental tactical logistical tools and say, " We'll demonstrate their usefulness and then we'll be in a position to make them permanent, to reserve land in a more proactive way.
How can we go further?
X. Hua: there are two avenues that have been identified, the first with the gpso region and the players present here on the notion of shared urban hubs, because we realized that there were no initiatives, no concrete realizations of shared urban hubs between several economic players and operated by several service providers.
The other approach, which was in fact the one pursued at the outset of this project, is to model an approach, a kind of kit in fact, of tools for going to local authorities and saying "if you want to manage urban logistics in your area as efficiently as possible, we can provide you with a whole methodology".
We're ready to test this methodology on another territory.
For this annual exercise, the association, its members, partners and guests were welcomed to the Orange Gardens, Orange's Innovation Campus. A great place to look back on the highlights of 2023 and present the projects launched or expected for 2024. During this event, the association is always keen to promote innovative companies that share its vision, such as Zéphyr & Borée, Skipper and Agence du Don en Nature.
The 3 announcements of Supply Chain Day 2024
Annie Saillard, Vice President Operation at Alstom Digital & Integrated Solutions, took to the stage to give an update on active communities and announce the launch of a planning community to meet the profession's need for exchange and mutual support. "It's a subject close to my heart: in an increasingly volatile world with crises to manage, I think planning needs to be revisited".
The1st sailing container carrier
supported by the Shipper Coalition for a Low Carbon Maritime Transport (SCLCMT) will soon be entering the production phase.
As a reminder, this coalition was born two years ago on the initiative of 12 shippers and thanks to the alliance of 2 major industry associations, France Supply Chain and the Association des Utilisateurs de Transport de Fret (AUTF), and it was the start-up Zéphyr & Borée that won the tender for a weekly transatlantic link. Alain Goll, Supply Chain Sustainability and Transformation Leader at Adeo Services and Secretary General of the shippers' coalition, was on stage alongside Amaury BOLVIN, Co-founder and CEO of Zéphyr & Borée, to announce the news.
France Supply Chain is teaming up with national and regional associations to reach out to more SMEs and help them transform and mature their supply chains. The players involved in these partnerships are :
Emmanuel Gioux, Supplier Responsiveness Program Director at L'Oréal and Christian Daudu, President of the Pôle d'Intelligence Logistique.
A few figures to sum up the actions and results of 2023
Sébastien Sanchez, Managing Director at Page Group, recalled the success of the Supply ChainExecutive Compensation Survey carried out in collaboration with Michael Page. Already 4,000 downloads between our 2 websites.
Marie-Laure Furgala, Director of KEDGE BUSINESS SCHOOL's ISLI MS/MSC , then took to the podium in her capacity as head of the #femmesensupplychain community. She emphasized the importance of providing female role models to attract, retain and encourage more women into supply chain and logistics management.
Last year, the Digital & Techno Lab produced a great deal, in particular 4 white papers on data, the digitization of transport, RPA and warehouse automation, which to date have accumulated almost 700 downloads, as well as a survey of use cases that enabled the Lab to refine its 2024 roadmap.
This year, the Lab has embarked on the drafting of a Guide to good practice in onboarding and monitoring work-study students , with the support and methodology of researcher Blandine Ageron from Grenoble University. A qualitative survey has already been carried out, and will soon be supplemented by a quantitative survey of our members.
The next major project will start in September: updating the Guide des Formations Supérieures en Supply Chain, with a publication target of 2025. A core team will be formed, supported by a France Supply Chain work-study student dedicated to the project.
In video and on stage: Laurie Ziegler, Mathis Hebert, Alexandre de Luca, Mathieu Pouhal, Khalil Ghazouani, Maxime Bouquin, Inko Arandia
The mission of the Lab Richesses Humaines and its extension, the Lab Jeunes, is still to democratize the image of the Supply Chain. The association's student-members are committed to raising awareness among students and high-school pupils, either directly in their schools or through active communication on social networks.
Lab Digital and Technologies squads meet their public
After 1 month of weekly meetings (monthly for intralog), the team has noticed a real enthusiasm for the new Lab format, which has seen its membership double! More agile, less time-consuming and with short-term productions, very much oriented towards use cases. The 1st deliverables are expected in just 1 month.
Arnaud de Moissac, Co Founder - CEO of DCbrain, Jérôme Bour CEO / PDG, and Karine Louarn, logistics consultant at EOL.
For the current squads, we've concentrated on 5 topics, with the aim of both producing and clearing or sharing knowledge: digital maturity grid, data for CO2 monitoring, S&OP, generative AI and intra-logistics. Future topics will be decided by members at the next Lab meeting.
Aimé-Frederic Rosenzweig, Expert Leader Supply Chain at Groupe Renault, Camille Demarquilly VP Global Supply Chain Engineering at Michelin, Pénélope Laigo, Group Sustainability & QHSE Director at FM Logistic, Florence Mazaud, Sustainable Solutions Manager at Sightness, Anaïs Leblanc Partner - CSR, Sustainable Operations and Demand Driven Management at Citwell, Reuben Fisher and Aurélie Delemarle.
For the 1st time, we shared our joint work with The Shift Project and IDDRI in public. Reuben Fischer took the floor to explain the value of corporatedecarbonization planchallenges, which are carried out in small groups to guarantee the quality and confidentiality of exchanges.
Reuben FisherFreight Project Manager at The Shift Project. He is also CSR & Sustainable Development Director at HOPPS GROUP.
Another fundamental, yet little-known project: foresight, or the study of the impact of climate change on the supply chain. A project led by Aurélie Delemarle, in charge at Argon of Sustainability Development in Industrial Processes and Product and Service Offerings, which involves building scenarios to respond to the crises expected in 2040 (temperatures, water stress, rising sea levels, biodiversity).
Finally, Anaïs Leblanc indicated that workshops to co-construct circular Supply Chains will start in April. These will be face-to-face meetings to benefit from the experience of players who have already integrated large-scale loops into their supply chains, and to build the skills of the ecosystem.
A new Board of Directors at the helm
To carry out our mission, we are fortunate to be able to count on committed members at our side, and in particular the directors who have all renewed their confidence in us this year. Two new directors have joined the ranks of the governance team, divided between the 2 colleges:
College 1
federating industrial, trading and distribution companies, logistics service providers and healthcare structures
College 2
representing: service providers, associations, federations, research and training organizations and individuals
Many thanks to our members who turned out in force for the 2024 edition of Supply Chain Day, during which our Annual General Meeting was held, and to Lionel Benezech, Supply Chain Director at Orange, and his colleagues for their warm welcome. This day was an opportunity to re-mobilize the vital forces of our association around a common ambition: a frugal and desirable Supply Chain!
This year, SITL - and no longer SITL - set itself the goal of giving us a glimpse into the logistics of the future. As a long-standing partner of the show, we took part in this challenge by organizing and participating in numerous round tables. What can we learn from the 3-day event? Here's a summary of the most important news and information.
Warning signs and convictions for the Supply Chain of 2050
At the inaugural conference, Anne-Marie Idrac, President of FRANCE LOGISTIQUE, Mathieu Friedberg, Managing Director of CEVA Logistics, and Jean-Thomas Schmitt, CEO of Heppner, shared their vision for the Supply Chain of the future and France's competitiveness:
Sharing value
The solution will involve a sharing of costs, responsibilities and value between shippers, logisticians, customers and suppliers. " In 10-15 years, the supply chain will cost a lot more," warns Mr. Friedberg.
Mixing solutions
to decarbonize
Ports and territorial coverage
will be key
Harnessing the massive potential of AI
to optimize our operations and organization
A vision that France Supply Chain shares, and to which we must add a strong human dimension. An article will be dedicated to the conference #SITL24 - Metamorphoses with them: the voices of change. To achieve our mission and ambitions, we published a "Manifesto for a Frugal and Desirable Supply Chain" at the end of 2023, packed with hundreds of inspiring solutions and initiatives.
Meeting the challenge of supply chain risk management
At the 50 Nuances de Risques conference hosted by our partner Wavestone, co-leaders from the risk community accompanied by Luca Silippo, chief economist and strategy analyst at Geodis (find the replay of his keynote at our 2023 European Congress at the end of this article) and Guillaume Walline from Prewave shared their expertise.
"Transforming emergencies into structures and systems within the company is my day-to-day job".
Luca Silippo
Managing risk in the supply chain is strategic, and the speakers gave us examples from their own practice:
Bring the Supply Chain up to the level of the CODIR, to ensure the neutrality required for decision-making. For example, resource allocation in S&OP.
Create an industrial metaverse (or digital twin) coupled with a control tower to support decision-making in near-real time. This innovation integrates information from their 4,000 n-1 suppliers, part of their 60,000 N suppliers, and up to 5,000 customer sales outlets in 130 countries (for Renault).
Use AI to map networks and identify weak signals.
Calculate before you decide! Managing risk means using quantitative guidance. Risk must be summed up in a figure.
A final word of advice
Building an anti-fragile Supply Chain, i.e. learning from crises to be more efficient and more than resilient, returning to a point of "improvement". Healthy, sustainable and desirable performance.
Grégoire VIALLON, Thierry BLEIN, Luca SILIPO and Guillaume WALINE
Combating preconceived ideas and the poor image of the supply chain
JOB DATING AND RECRUITMENT PATHWAYS
France Travail (formerly Pôle Emploi) was on hand to help job seekers help jobseekers discover the world of Supply Chain and Logistics and to support companies in their search for talent. A welcome initiative, given that our professions are in short supply and suffer from a lack of attractiveness.
Regional planning
Yann DE FERAUDY, Gabriel SCHILLACI, Thomas STEINMULLER and Pedrouller MOREIRA
Warehouses have a bad reputation and are the focus of much debate, yet they account for only 2% of land use in France. Their location is strategic for territories, both economically (job and income creation) andenvironmentally (heavy goods vehicles stay out of towns, solar energy hub, water reserve via rainwater recovery and reduction of transport-related GHG emissions).
At the Warehouse location: a strategic choice for territories conference, speakers called on public authorities to think collectively and intelligently, and to include all stakeholders in future location projects or new legislation (referring to the Zero Artificialization Law).
Christelle Seiller - Mobility Director of Grand Paris Seine Ouest (GPSO), Gaelle Quéré - CSR Director - Distribution and Express GEODIS, Tariel Chamerois - Head of Sustainability France & Maghreb DB Schenker, Xavier Hua - Managing Director of Institut du Commerce, Jean-Baptiste Derdoy - Mobility Manager PTV Logistics and Nathalie Woock - Head of the "Freight and transport companies" department of the Île-de-France Region.
We held another landmark conference: E.VO.L.U.E: les premiers résultats concrets pour une Logistique Urbaine Plus Efficiente. We launched this project alongside Club Déméter and the Institut du Commerce, in response to the major challenges facing urban logistics, namely the massification of flows and the need for sustainability. We'll come back to this in a separate article.
Ways to make the supply chain sustainable
Digital tools and new technologies
Among the wide range of solutions on offer at the show, the quest for performance seemed to be the key criterion: optimization of flows, operations and document processes, automation, robotization, etc. Fortunately, the program of conferences and debates gave pride of place to decarbonization and circularity, and the innovation prizes rewarded offers providing a response to the challenges of cyclo-logistics and eco-packaging.
The Start Up Village organized bySprintProject featured a host of innovations in the fields of labor-saving, zero-impact transport, carbon footprint calculation via AI, and green energy production on logistics buildings. The overall winner of the Start Up Contest 2024 is Deki ecologistic, a company based in Marseille, which we had the pleasure of meeting at the ISLI 2023 forum! Its tool offers city delivery routes optimized according to 3 criteria, known as minimum impact: GHG emissions, congestion and noise pollution.
Among the wide range of solutions on offer at the show, the quest for performance seemed to be the key criterion: optimization of flows, operations and document processes, automation, robotization, etc. Fortunately, the program of conferences and debates gave pride of place to decarbonization and circularity, and the innovation prizes rewarded offers providing a response to the challenges of cyclo-logistics and eco-packaging.
The Start Up Village organized bySprintProject featured a host of innovations in the fields of labor-saving, zero-impact transport, carbon footprint calculation via AI, and green energy production on logistics buildings. The overall winner of the Start Up Contest 2024 is Deki ecologistic, a company based in Marseille, which we had the pleasure of meeting at the ISLI 2023 forum! Its tool offers city delivery routes optimized according to 3 criteria, known as minimum impact: GHG emissions, congestion and noise pollution.
Circular supply chain: rethinking our models
The conference, organized by France Supply Chain, was a resounding success, demonstrating the interest of professionals in the profound transformation of our processes and business models. Thanks to the experience of the rail industry and the initial work of the SupplyChain4Good Lab, the audience was able to discover several concrete examples of the implementation of circularity loops:
A strategy for recovering rare minerals from railcar and locomotive equipment.
Industrial maintenance and retrofitting of train sets, known as "8-life maintenance".
Choice of materials and design of simple, robust railway structures.
Integration of reuse material management into S&OP via a loss/recycling ratio.
Geographical and usage tracking of parts and materials.
Implementation of an AI-based preventive maintenance system.
Linear supply chains, although optimized, are reaching the limits of our resources. There are many other ways of integrating circularity into our organizational models and adopting more virtuous consumer behavior. We'll be exploring them in the2nd workshop dedicated to the circular supply chain.
"Frugality is one of the virtues of the circular economy".
François-Michel Lambert
Speakers: François-Michel Lambert, President of SOROA, Vice-President of the Interdisciplinary Association for Circular Economy Research, Igor Bilimoff, General Delegate of the Fédération Des Industries Ferroviaires, Yann de Feraudy, President of France Supply Chain and Anaïs Leblanc, Partner Citwell.
From Artificial Intelligence to General Intelligence
To open the2nd day of the show, Olivier Babeau, founder of the Sapiens Institute, took to the SITL stage to talk about the future in terms of the past and the history of major innovations.
"The history of mankind is the history of acceleration", so how can we adapt to such rapid change? These days, the brain is the number 1 asset, which leads to a polarization of power in favor of those who own the technology (as evidenced by the stock market listing of NVidia, Apple or Microsoft). Then came AI.
"We were not prepared for the merging of capital and labor", but now whoever has the best AI has the power, because it improves performance, quality and reduces costs. Note that what we call AI today is intelligence in the American sense of the word (intelligence as the processing of data). The exponential evolution of AI is leading us towards a very near future in which intelligence will become a "commodity", a future in which AI will surpass us.
Representation of the observed and expected evolution of Artificial Intelligence
So where does the human being fit in?
We'll need to hybridize with the machine, to become complementary, and to do this, we'll need to train even better and continuously to avoid any atrophy of our abilities and any possibility of replacement. Live performance, relationships and exchanges between humans will regain their value. The economist therefore recommends working on emotional intelligence and communication.
In conclusion, SITL 2024 offered an enlightening vision of the future of logistics and the supply chain. Discussions highlighted the need for profound transformation, from increased collaboration to risk management and the adoption of innovative technologies such as AI. While addressing crucial issues such as sustainability and circularity, the show highlighted the crucial role of the human in this evolving landscape, calling for a harmonious hybridization between man and machine, placing the emphasis on continuous learning and the development of interpersonal skills.
From February 26, for a period of 2 months, Lab members will be testing a new, agile and dynamic way of working. Divided into 5 squads, each led by a manager, they will share and co-construct deliverables for the community.
1 squad = 1 subject = 1 autonomous team
Expected results: applicable, concrete resources (practical worksheet, webinar or reference document) and key learnings to enable your projects to be scaled up to the corporate level.
The advantage of this new formula is that you can commit to a controlled timeframe.
Here are the 5 themes aka squads for the1st quarter 2024:
Data maturity grid
Tuesdays from 8 to 9 a.m.
Objective: to finalize a V0 analysis grid for testing within each of the squads. This grid will enable companies to determine which use cases to address according to their maturity. In a second phase, the grid will be homogenized in the light of the results observed in the 4 other squads.
Data governance andCO2 calculation
Fridays from 8 to 9 a.m.
Objective: to propose methodologies for correctly measuring and comparing carbon emissions. The approach will be complemented and illustrated by concrete case studies.
Back to S&OP
Wednesdays from 12pm to 1pm
Objective: to take a quick look at the state of the art, then work on new technologies and possible models to be more granular, automated and agile in the face of market volatility and crises.
Generative AI
Thursdays from 12pm to 1pm
Objective: share a list of use cases that are either in thesis or deployed, to give ideas, highlight what has worked and warnings.
Intra logistics
Dates to be defined after publication of their Panorama
Objective: to work on retrofit, end-of-life and rental of handling, preparation and storage solutions. The aim is to address the issue of long-term investments in a somewhat turbulent context.
Conditions for joining a squad for 2 months (and more if you wish):
Membership
Be able to bring something to the squad, have something to say (in progress or in production)
Commit to 8 hours of effort per contributor over the duration of the sprint.
You will perform a self-assessment of your Supply Chain maturity.
This self-diagnosis, created by the LAB ETI/PME of France Supply Chain from a selection of 22 questions of the Reference frame of Excellence of France Supply Chain, has for only objective to provide an evaluation of the degree of maturity of the fundamentals of your Supply Chain and to position you compared to the best practices of the field.
The data provided are for the exclusive use of France Supply Chain to feed a database allowing each respondent company to compare itself against anonymized averages.
In order to allow you to make this comparison, the filling of this diagnosis requires the collection of your contact information.
You will perform a self-assessment of your Supply Chain maturity.
This self-diagnosis, created by the LAB ETI/PME of France Supply Chain from a selection of 22 questions of the Reference frame of Excellence of France Supply Chain, has for only objective to provide an evaluation of the degree of maturity of the fundamentals of your Supply Chain and to position you compared to the best practices of the field.
The data provided are for the exclusive use of France Supply Chain to feed a database allowing each respondent company to compare itself against anonymized averages.
In order to allow you to make this comparison, the filling of this diagnosis requires the collection of your contact information.
