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.

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 the^1st quarter 2024:

Tuesdays from 8 to 9 a.m.

Conditions for joining a squad for 2 months (and more if you wish):

On Wednesday January 17, the spotlight turned to Valérie Dubois, Industrial Director of Ateliers de Maroquinerie Louis Vuitton. With 5000 employees across 9 sites, this woman of influence reveals the behind-the-scenes of her professional and personal daily life, offering a rare insight into the life of an accomplished executive. This immersion in her day-to-day reality reveals the challenges she brilliantly meets and the inspiring lessons she shares with the public.

As a mother of two, she also shares her approach to reconciling an intense professional life with a fulfilling family life. She explains, for example, that she quickly made the choice to be less present, to sometimes come home late, but to be 100% present to share quality moments. In this way, she was able to combat her feelings of guilt.

When it comes to managing her time, she shared with us her clever strategy of hiring an au-pair. This decision has enabled her to put an end to the frantic race against time. What's more, in order to take a step back when operational demands become overwhelming, she regularly plans moments dedicated to her well-being, whether through relaxing pampering sessions or running sessions to free her mind from the daily hustle and bustle.

As a woman in a leadership position, Valérie Dubois reveals her career path, highlighting how she overcame the obstacles she had sometimes imposed on herself, notably through the way she presented herself and explained her presence in the position of Site Manager. " I used to say, 'I've been lucky', but that's not true, it's something you bring on yourself, and it's the result of who you are and the work you do".

She encourages women to be clear in their positioning right from the start of their career, to dare to change and to test, because that's how you learn continuously and because "that's what gives salt in your career". What's more, such trajectories help build self-confidence and confidence for the future.

A sketchnote by Myriam Dumanchin-Makni

According to Marie-Laure Furgala's guest, this type of service helps to build self-confidence, legitimize oneself and therefore dare. It gives you the keys and the mindset you need to compete for a new position or build the next stage of your career.

But how do you find them, and how do you find trusted mentors? As a manager, Valérie Dubois has a clear opinion: "Companies need to have a real mentoring strategy, it's really important". One-to-one support from a senior employee is a career booster, and also helps to retain talent. This is as true for a junior as it is for an experienced employee whose qualities are recognized and whom we want to take on new responsibilities.

Operations are more than just processes; they embody agility, complexity, diversity, and an unwavering quest for sustainability. It's more than just mechanics, it's a source of inspiration that aims to amaze and sparkle in the eyes. Every intervention in the operations has a tangible impact, and the human element is inseparable from these production activities, lending an essential dimension to the whole.

The uniqueness of this approach lies in a deep passion for the product, expressed through obsessive attention to detail, a commitment to quality, and mastery of exceptional craftsmanship. It is not simply an end result, but occupies a central place, permeating every stage of production.

For Valérie Dubois, Industrial Director of Ateliers de Maroquinerie Louis Vuitton, production and the product are more than just functional elements of her job; they are the driving force behind her career, giving it essential meaning .

To deal with crises, she encourages us to look at and analyze situations through "2 pairs of different glasses":

That's how she believes she succeeds in bringing about far-reaching structural change, overhauling work organization and, of course, getting her teams on board. On this last point, she confides that she had to find unprecedented solutions when she became the boss of her colleagues. Her answer? Collaborative management.

This^3rd inspiring webinar offered viewers an endless source of inspiration, practical advice and an enlightened vision of professional and personal success.

for the invaluable lessons she shared with us with generosity and candor.

Enjoyed it? Discover the full replay, previous episodes and answers to questions asked during this webinar:

Chairman's words

Monsieur de Feraudy, a trick question to begin with: did you want to organize this event?

Yes, I wanted this event. About a year ago, I received an e-mail from Thomas Wimmer (president of the BVL) who wanted to re-enact the famous Franco-German couple and revive the ELA. I was naturally very interested. We need to learn from each other, we need to work together to get the best practices.

That's when our partnership with Supply Chain magazine came into play, as they organize the Rois de la Supply Chain, and every year, together, we present our champions at the ELA Awards. And it just so happened that last year, in 2022, France won the ELA Awards. And it occurred to me that we could have a kind of Eurovision-type organization where the winner organizes the next edition.

It seemed only natural to seize the opportunity of the 2023 ELA Awards to organize the event marking the milestone of a new ELA governance and also marking a new habit: tonight's winner will have to organize the same event next year.

With For Supply and Beyond, what ideas did you want to put across to the industry?

In 2020, we were looking for a mission and it turned out that we all wanted to use the Supply Chain as a lever for greater sustainability. We are the ones who, with our teams and their skills, are truly essential to create more sustainable supply chains and a more sustainable world. So that's our motto and what we want to do. And we continue to go further(beyond).

We talked aboutsocial impact, circularity, slowing down flows, but also about setting up collaborative ecosystems. These are all subjects that are the subject of debate and questioning, and that our members are developing in the new version of our Manifesto.

Get the Manifesto

How does it differ from the previous version?

In 2021, the French Senate invited us to an interview with a series of questions on the theme "How can we be more sustainable?". We prepared a working document showing the reasons to believe in such a scenario thanks to Supply Chains. The result was our first Manifesto.

In that version, we didn't name the companies that provided the examples and achievements, but in this new version, we've decided to name the projects and companies that agreed to testify. It's a collection of use cases to inspire others, and to share with those who want to know more about replicating these successful projects.

Why have you chosen to reveal your advocacy for a Frugal and Desirable Supply Chain at this event?

What I've just told you only works for France. What we've learned is that very often the answer is beyond constraints, solutions beyond limits of your company alone, you need to work together. You see beyond is everywhere today. But it's not enough for the French to work together. We need to learn from each other at a European level. I therefore invited all our guests to get hold of this Manifesto and to work together to enrich and complete this document with their own examples.

Mr. Markus Mau (President of ELA), any comments?

A new era of collaboration and interaction is opening up, and this represents real added value for all of us. But to go beyond that, how do we control it? ? How can we be sure that what we consider important is taken care of in the right way and sent to a distant destination?

We have ELA certification, an individual certification attesting to specific skills in Supply Chain Management and Logistics. We are currently adapting it to take into account the new requirements of CSRD, ESG and so on. This work is being carried out jointly by industry and academia, and will ensure that the person you hire meets the standards defined by the ELA and its members worldwide. This goes beyond any university certificate.

Photography Nathalie Vergès

Congress highlights

Luca SILIPO's keynote gives a different view of the Supply Chain, one that is both human and moving.

In this extract, our speaker of the day uses the example of coffee to show us that there are two ways of thinking about the Supply Chain:

Transformative Power of Supply Chains on Social Sustainability by Luca SILIPO, Chief Economist, Supply Chain Leader and Independent Thinker

It is this second axis that he has chosen to explore in greater depth, by appealing to our emotions, our memories and our relationship with objects. Luca Silipo demonstrates a hopeful vision for rethinking the future, taking into account the global impact of companies on the city and its inhabitants. A reflection on how to control the power of societal links and how to make them more powerful.

Watch the full keynote

The 6 innovative projects of the finalists at the ELA Awards 2023

In turn, French, Slovenian, Austrian, Spanish and Swiss entrepreneurs took to the stage to talk about the birth of their projects, their objectives and the results achieved. Digital and technological transformations to harness and transmit data were at the heart of the ceremony, with the use of blockchain, artificial intelligence, AGVs (Automatic Guided Vehicles) and more.

The 6 finalists, including the winner of the 2023 edition, are :

The role and challenges of Supply Chain associations in Europe

The main themes discussed at this round table of association presidents :

A look at sustainability in the supply chain

During this^2nd round table, the speakers presented the concrete solutions implemented in their companies or with their associations on the subjects of energy transition, decarbonization of freight, as well as arduous work in transport or warehouses.

One of the key issues is the financing and cost of implementing such a transformation. These 4 practitioners gave us their answers and their vision of a sustainable business model.

Thanks to :

Photography Nathalie Vergès

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

Geopolitics, economics, climate, consumption, regulations... in an increasingly unstable environment, the very model of globalization and globalized supply chains has been called into question for several years.

Companies have realized that the complexity and rigidity of their Supply Chain could represent an existential risk in the event of the failure of a single link. The challenge now is to adapt their strategy in order to regain control in a world of uncertainty, where agility will be decisive!

This 5th edition of the KYU Supply Chain Risk Barometer, carried out in partnership with Arts & Métiers, France Supply Chain and AMRAE, is an opportunity to take the pulse of the Supply Chain, measure the evolution of the risks to which it is exposed, assess the maturity of organizations to face new challenges, identify and share trends and best practices.

Complete the questionnaire and receive a preview of the new editionat the end of January 2024

The results will be published in early February 2024.

We thank you in advance for your contribution and remain at your disposal for any questions or problems you may encounter at the following address risksupplychain@kyu.fr

The personal information collected by KYU Associés is processed in a totally anonymous manner, for the sole purpose of producing the results of the survey. The data will be kept by KYU Associés for the time required to produce the survey results, and will then be destroyed.

In accordance with Regulation (EU) 2016/679 on the protection of personal data (RGPD), you have the following rights over your data: right of access, right of rectification, right to erasure (right to be forgotten), right of opposition, right to limit processing, right to portability. You may also define directives concerning the conservation, deletion and communication of your personal data after your death. You may, for reasons relating to your particular situation, object to the processing of data concerning you.

To exercise your rights, please send your request to risksupplychain@kyu.fr. A copy of your identity card may be requested. If you do not-respect of these obligations, you have the right to lodge a complaint with the CNIL.

Risk management is a profession, a set of skills and a state of mind that organizations need to develop. Does this profession already exist in your company? By creating a dedicated community, co-hosted with Renault Group and the consulting firm Wavestone, we hope to help the profession collectively develop its skills, thanks to feedback from the various participants and the methodological insights of our facilitators.

In this article, we look back at the community's first workshop on Supply Chain risk classification and the associated rating methodology .

Enterprise risk management, a prerequisite for speed and resilience

"The Covid-19 crisis and the war in Ukraine were the catalysts for the loss of control over supply chains. They revealed our customers' lack of anticipation and preparation for risk management". Wavestone's testimony on risk management within organizations sheds light on how far we still have to go.

The growing number of crises and the uncertainty that accompanies them have prompted companies to strengthen their crisis management processes. Nevertheless, these efforts are mainly focused on reacting to proven risks, rather than on preventive measures to mitigate exposure to risk and know how to act accordingly.

Supply Chain risk management is part of the company's overall risk management. It involves controlling risk factors, events and circumstances that could compromise the Supply Chain in all its activities.

Supply Chain risk management as part of overall corporate risk management

Implementing a risk management process is becoming a prerequisite for a sustainable business model. It is a response to the challenge of controlling the supply chain, but also to economic issues (control of industry costs), commercial issues (service levels and relations with partners) and issues of national sovereignty (relocation of production and independence of the French model).

Renault Supply Chain challenges:^1st feedback from the community

"The risk of product shortages linked to capacity limits, lack of raw materials and manpower" represents the number 1 risk for organizations in 2023" (Source: KYU,^4th Risk Barometer), which means that companies will need to monitor their supplier relations more closely.

Thierry Blein, SupplyChain governance, performance & risks officer at Groupe Renault, adds that the current context is characterized by an upsurge in risks:

1. Climatic risks , with the example of flooding in Slovenia forcing some automakers to close their sites for a time.
2. Scarcity of raw materials such as copper, demand for which is around 4 times greater than the volume mined.
3. Loss of talent , with a general increase in the number of people leaving the supply chain and a lack of attractiveness of the field, which is struggling to recruit.
4. Operational due to rising transport costs, container shortages and capacity risks.

One principle: Learn to navigate the New Normal

To cope with this new environment, we need to change our corporate philosophy. From now on, we need to take into account the level of risk and resilience of the Supply Chain in our sourcing decisions. The automotive manufacturer also indicates that it is working on the major issues of product standardization to reduce the complexity of its Supply Chain, better capacity management and more reliable forecasting.

Risk mapping and rating methodology: the fundamentals of good risk management

The aim of this first meeting was to present Renault's approach to risk mapping and management. The upstream identification phase is based on a census of the main risks that could hinder the achievement of the organization's objectives. This approach is replicated at the level of each department.

For each element detected, a risk tolerance rating scale is set up and translated into a highly visual mapping.

The Renault risk map

Once the situation has been assessed, success can be summed up in two words: governance and management. The Group has therefore decided to position the Supply Chain function at the highest corporate level (CEO-1). This allows for a more cross-functional approach and a holistic view of risks. The decompartmentalization of data also leads to cross-functional decision-making governance.

In concrete terms, risk management action plans are monitored 2 or 3 times a year by the SCM CODIR, and each department (business line) is responsible for managing the risks associated with its activity, through the appointment of a Risk Owner. For example, the risk of talent attrition is managed by the HR department. Similarly, the "transport capacity" risk is the responsibility of the Logistics Engineering Department.

Upcoming group sessions: climate, technological and cybersecurity risks

Session #2 on 18/10: Supplier relationship management, led by Wavestone, with feedback from Sopra Steria in the aeronautics sector.

Session #3 on 29/11: Technological risk management & Cybersecurity, led by Wavestone

Session #4 - date to be confirmed: Climate risk management, led by Wavestone and France Supply Chain

Communitiesare self-help and experience-sharing groupswhere confidentiality and non-commerciality are paramount. They provide aprivileged forum for exchanges between professionals from all sectors of activity. Since 2023, they have been growing in popularity among our members.

Our aim with this new webinar is to continue educating our members and beyond, logistics and supply chain professionals about the various green fuels. Biomethane in particular is a renewable energy at the crossroads of our country's energy, ecological and economic challenges, enabling us to obtain a renewable fuel called bioGNV. Our guests share their expertise on green gases and answer your questions: where to buy and at what cost? How efficient is it for mobility? Discover the many advantages and prospects of this alternative fuel for decarbonizing our supply chains.

Ambitions: to generate nearly 20% green gas in the French gas mix by 2030 and 100% by 2050

Our speakers :

• Élodie Dupray, Head of the BioNGV/NGV Mobility Division at GRDF
• Rami Hariri, Biomethane Delegate at GRDF

Green gas production methods and their maturity

There are several green or biogenic gases. They are made up of the same chemical molecules as fossil gas, but are produced in a faster, sometimes synthetic cycle. The first method of obtaining biogas is methanization, based on the anaerobic digestion of organic matter.

The different green gas production processes

In France, there are a number of different green gas production processes with varying degrees of maturity. For example, hydrothermal gasification, which uses wet biomass, slurry, sludge or microalgae, will go from R&D to the 1st network injection projects in 2025. Conversely, electrolysis with or without methanation will reach theindustrialization stage over the same timeframe.

Focus on biomethane

Biomethane is already circulating in our networks and is developing strongly thanks to mature technology. In the digester, we recreate the internal conditions of a cow's rumen: heat and agitation. The gases released by the decomposing organic matter are collected with virtually no loss of yield. The special feature of methanization is that it produces 2 products:

• biomethane ;
• digestate, which can be used as fertilizer instead of chemical fertilizer by farmers.

Methanization production capacity has grown exponentially in France thanks to a new regulatory framework. The distribution of production sites (mainly in Brittany and the north of France) highlights its links with the agricultural world and the agri-food industry.

How can biogas help us meet our Fit For 55 targets?

Studies show that our gas consumption will continue to fall as a result of behavioral changes (sobriety) and efficiency improvements (processes, technology, buildings). At the same time, French green gas production will grow to cover our total gas needs by 2050.

Renewable energy for mobility

Some territories already have 20% of green gas molecules in their network, while others have only 3%. It is therefore essential to bring usage and production closer together, in order to meet demand and enable people throughout France to run on biomethane fuel.

Based on a lifecycle analysis, a truck running on bioNGV reduces its GHG emissions by 80% (ADEME carbon base).

90% of goods flows can be carried out using BioGNV, thanks to its long range (up to 700 km, equivalent to a driver's tour) and its wide range of vehicles: heavy vehicles (goods, waste and passenger transport) as well as industrial trucks.

Vehicle ranges suitable for BioNGV/GNV

Inputs already widely available

The organic matter used to generate bioNGV does not compete with the needs of biofuel production, for example. Furthermore, the use of inputs and the need for agricultural land are highly controlled and limited. More than 90% of needs are covered by livestock effluents, intercrops that do not use biomass, and waste from the agrifood industry.

How to run on biomethane, and at what price?

There is indeed an additional cost to purchasing a CNG vehicle, but this is offset by :

• a more accessible fuel ;
• regional or local aid ;
• free vehicle registration (or half price);
• bonus depreciation.

To answer this question fully, several factors need to be taken into account, including how production is financed and legislative incentives. Tools have been developed to calculate the TCO and compare the cost of a biogas vehicle with other energies (electric, bio-fuel or diesel).

To find out more about the challenges of biogas (grid flexibility, connection, etc.), its cost and its impact on your decarbonization strategy, we invite you to watch the replay. This members-only video features a timeline so you can view only the parts that interest you.

To remember

It is estimated that biomethane provides a partial response to 3 major challenges:

1. decarbonizing our energy ;
2. decarbonizing our agriculture;
3. waste management.

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

In this 30-minute replay, find out how Michelin successfully deployed AI in its Supply Chain for 15 stores in Europe and 4,000 different products. Focus on machine learning for long-term, item-level production and supply forecasting.

Dive into the heart of an Innovation@SCALE meeting

The Digital and Technologies Lab has set up a working group called Innovation@SCALE. This team is made up of members in charge of driving innovation in the Supply Chain in their companies. Every 6 weeks, for 1 hour, they talk about their successes and failures in scaling up.

To better understand what it means to share experiences in industrializing scale-up, we decided to film an extract (half) of the last meeting and give you access to it via a replay with timeline. Today, the site is a forum for exchanging use cases for inspiration and improvement.

One-click access to the desired chapter

Since its creation in February 2023, Renault, Deret, Geopost and Michelin have presented their innovation governance, i.e. how they steer the large-scale deployment of their projects, but also the more forward-looking part of innovation.

Understanding why and how Michelin deploys AI for its Supply Chain.

The presentation begins with a definition of the department's activities by Pierre Cordina, Supply Chain/IA leader at Michelin and today's speaker. This department works on Artificial Intelligence, Business Intelligence (BI) and advanced analysis reports, even proposing solutions to humans.

Michelin deploys Artificial Intelligence (AI) at various stages of its Supply Chain so that machines can make autonomous decisions for people. In this video, we focus on machine learning to forecast tire production and supply requirements.

Forecast error reduced by 5-10%, equivalent to 1-2 days' inventory

AI results (scope - passenger car tires in Europe)

As of 2019, this so-called tacticalforecasting solution provides long-term monthly forecasts for factory staff. It helps determine the quantity of tires to be produced (for countries with a factory) or imported (for countries without).

The D@ril platform, a key factor in the success of the project's international deployment

Encouraged by the success of an initial machine (s@@m) that detects stock outs in the network, and suggests and corrects situations, Michelin's teams applied the same 6-step approach to scale up the forecast solution:

1. Collecting data
2. Data cleansing
3. Teaching the past to the machine
4. Shaping the machine
5. Testing the machine
6. Predicting the future

Phase 5 is a double runi.e. the machine is tested, while human predictions continue in parallel. This is done in order to compare conclusions, but above all to facilitate adoption by operators. In fact, on the basis of tests on a growing number of items and good results observed by the teams, confidence in the solution is built up.

The D@RIL AI forecasting solution today

Today, a machine is always coupled with a forecast manager, i.e. an operative. They are very well received throughout the world, thanks to better results than either the human or the machine alone. It has been observed that, for a particular type of product, the team member has additional and decisive information that improves the machine's balance sheet.

If you'd like to find out more about how the solution works and how Michelin is scaling up its innovation, you have 2 options: watch the members-only replay or ask us your questions. And if you're involved in innovation in your company, you can join the group by contacting us by e-mail.

Key success factors

1. The mistake not to make: don't choose AI subjects for which you don't know how to exploit the results in the field.
2. Team: its members, autonomy and ability to interact with the business
3. The 6-step methodology
4. The D@ril platform
5. A gradual, locally-driven ramp-up

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