This SITL conference addresses the growing need for human resources with more expert profiles. Is there an advantage to training as an engineer? What are the prospects for other functions within the company? How can we train better?
Speakers : Dominique ESTAMPE, ISLI Program Director - KEDGE BUSINESS SCHOOL, Xavier HUA, Managing Director - INSTITUT DU COMMERCE Sébastien PERDEREAU, Executive Manager - MICHAEL PAGE Anne-Lise BEAUDOUIN, Social Development Manager - DB SCHENKER Didier GRANGER, President and CEO - OEMSERVICES
The Supply Chain Manager plays a fundamental role within the Supply Chain. He/she is the main guarantor of flow management between the various players in the upstream and downstream supply chain, from suppliers to customers. Within the company or site, he/she coordinates and synchronizes all logistics activities with production activities, and acts as a link with sales teams as required. The Supply Chain Manager covers the entire activity of a plant within a large Group, or the entire Supply Chain in a small or medium-sized business (or multiple sites). Their mission is to manage all logistics flows, based on demand assessment and planning. They manage all supplies, controlling and optimizing inventory levels in real time, for both components and finished (or semi-finished) products, as well as the status of orders and the production plan. He supervises distribution. He ensures that his program (originating from the site or centrally) is carried out correctly, and adjusts it according to unforeseen circumstances and the external environment . He adapts the production plan to optimize the load/capacity ratio, and increases the flexibility of production units to absorb occasional or seasonal overloads. He also manages all internal physical flows, in particular line-side supplies. He defines the transport master plan, negotiates with service providers, defines incoterms and supervises customs issues. He decides on the outsourcing of certain activities (Production, Warehousing, Handling, Transport) in order to reduce logistics costs and lead times, while increasing productivity and guaranteeing greater reliability at all levels. As the guarantor of the quality of service provided to customers, he is systematically challenged on the optimization of the performance of his scope and pilots the associated improvement projects. He/she is also responsible for implementing Group policy and the resulting reorganizations in the field. In certain structures, he/she may manage the Sales Administration Department.
The S&OP Manager works ondrawing up the PIC (industrial and commercial plan) through a monthly collaborative decision-making process. Through cross-functional meetings (Sales, Marketing, Production, Supply Chain, Finance, etc.), this enables the company to achieve a balance between sales, internal capacities and financial objectives in the form of a single, achievable plan. In this capacity, the S&OP Manager draws up and makes available internally sales forecasts for a product range (short, medium and long term) for one or more factories and in one or more countries. These forecasts are then used toset up the production lines needed to guarantee product availability and optimize inventory levels. He/she will then ensure that these forecasts are carried out throughout the chain, right up to delivery to the customer. He/she coordinates the monthly S&OP process. He/she analyzes discrepancies between actual and forecast results, and proposes solutions to reduce these discrepancies. He/she refines forecasts using additional information (seasonality, product life cycle, marketing plans, sales reports, etc.). The S&OP Manager works closely with the Marketing, Sales, Finance and Operations Departments at French and international level. He/she ensures the availability of components for product launches. He/she analyzes the quality of forecasts and decides on corrective action if necessary. He/she initiates and leads continuous improvement projects in sales forecasting and demand planning. He/she manages inventory levels and implements the necessary actions/processes to minimize them. He/she optimizes sales forecasting and flow management tools, and leads sales forecasting, flow forecasting and S&OP arbitration meetings. The S&OP Manager may be required to manage a team of several people, generally made up of Demand Planners and Supply Planners.
The Planning Manager plays a global role in anticipating andsteering Supply Chain processes. He/she is responsible foroptimizing the load/capacity ratio within his/her perimeter (line, Business Unit, plant or multi-site). He/she anticipates periods of imbalance, and decides with the Supply Chain Manager which levers to activate to achieve balance. In this way, he works on adjusting resources according to production capacities and workload plans. If necessary, he/she arbitrates in the event of disruptions, in order to optimize the satisfaction of both internal and external customers. He/she is a driving force, based on feedback from the Forecasters, in the preparation andanimation of the PIC (industrial and commercial plan) and the PDP (master production plan). When suppliers are listed or discontinued, the Planning Manager must integrate this transition into production as far as possible. Depending on the company and its products, the Planning Manager works with factories and subcontractors over a short, medium or long term horizon. The Planning Manager differs from the Scheduling Manager in that he/she has a longer time horizon and a larger steering grid. In some organizations, the Planning department also carries outscheduling. In this case, he/she defines the order in which production orders are to be committed, works with the Production Manager to draw up production schedules, and distributes the workload between the workshops. He/she is responsible for monitoring key performance indicators linked to production, but also to suppliers. In parallel with his/her operational functions, he/she works to rationalize and optimize the planning processes within his/her scope. He/she plays a highly cross-functional role, interfacing between production, logistics operations (procurement, etc.) and sales. In some organizations, the Planning Manager may also manage Procurement.
The Import/Export Logistics Manager supervises an operational team (from 2 to 10 people), generally divided by geographical zone. He/she is in charge of the administrative management ofinternationalorders and transport of goods. The scope of his/her actions and responsibilities is wide, from placing orders, managing the documentary and insurance chain, checking and paying invoices, managing disputes, to managing physical flows. He/she is responsible for calculating the import cost price and/or the minimum transfer price for exports, integrating all costs from the provision of goods to the place of delivery, under conditions agreed with suppliers and final customers, depending on the incoterm. He/she draws up the back-planning for administrative and logistical transport milestones, in order to control costs and optimize lead-times. He defines and ensures compliance with operational and regulatory procedures in place within his team and with his internal and external interfaces. He is also involved in projects to set up Information Systems which impact physical and administrative flows. He proactively proposes solutions in the event of deviation and/or disputes, and ensures their implementation in order to guarantee the integrity of the goods and meet deadlines. He/she plays an active role in drawing up transport and logistics specifications, selecting the various service providers and assessing their quality of service during the operational phase. As part of a continuous improvement approach, he/she identifies and proposes re-engineering programs to optimize flow diagrams and transport solutions in terms of quality and costs. He/she sets up an effective monitoring system for standards and regulations relating to international trade, which he/she shares with the players in the chain concerned as an expert. Depending on the sensitivity of the products, he/she may be involved with the Quality/Operations Departments, in the process of obtaining and implementing Authorized Economic Operator (AEO) approval. He plays a key role in interfacing and communicating with all players in the chain (suppliers, sourcing offices, quality departments, production sites, 3PL logistics providers, shipping or airlines and road hauliers if necessary, customs agents, logistics warehouses, purchasing and procurement departments, sales management, end customers).
In industry, the Logistics Manager controls all physical flows from the receipt of components or raw materials to the dispatch of finished products to the plant's customers. The Logistics Manager covers all plant operations and resources within a Group, or across the whole company in a SME/SMI environment. Working closely with the Supply teams, the Logistics Manager is responsible for receipt and storage upstream of production. He/she manages the components warehouse, and ensures the reliability and optimization of stocks. He/she sizes and supplies the line edges to guarantee zero breakage in production, depending on the push or pull flow organization in place. They implement company policy in the field and are responsible for all organizational projects. We are seeing a very strong trend towards the deployment of a pull flow logic, which is reflected at Logistics Manager level by the sizing and implementation of kanbans, optimization of line-side and warehouse coverage, and flow tension. Working directly with the Scheduling Department, the Logistics Manager optimizes intermediate stocks and tends to eliminate them in line with Lean basics. He also manages the finished goods warehouse and all preparation and dispatch operations, as required. As a driving force behind the target logistics organization, he draws up invitations to tender with service providers for the outsourcing of certain activities (Production, Warehousing, Handling or Transport), evaluates the bids and manages the day-to-day relationship with a view to optimizing customer service levels and controlling costs. He or she is also involved in decisions to modify production areas, set up new facilities, integrate new processes or re-insource activities. As a general rule, he or she manages supervisors or managers by perimeter, who assist him or her in the day-to-day management of teams of forklift drivers and preparers. He is responsible for all his own recruitment, and manages the training and versatility of his teams. To ensure maximum safety, he is constantly informed of new regulations. He ensures that labor legislation is applied, and negotiates with social partners. He may be required to develop or upgrade an IT system enabling real-time monitoring of activity.
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.
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