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He/she is in charge of managing a distribution center at operational, administrative, financial and social levels. He/she coordinates the activities of the various departments and manages their teams, with the constant aim of achieving customer satisfaction.
ThePlatform Manager is responsible for receiving goods from supplier sites or other intermediate platforms, storing them and forwarding them to warehouses or sales outlets.
He/she manages the interface between partners: internal and external customers and service providers.
Generally speaking, he/she seeks to increase productivity and reduce costs, while maintaining quality of service.
He/she therefore seeks to optimize stocks,work organization, the implementation of facilities and procedures, to improve stock-out rates and reduce processing time.
He conducts operational and functional audits, and organizes working groups to draw up specifications and define corrective action plans (choice and installation of logistics flow monitoring and analysis software, implementation of cross-docking or accelerated dock rotations, subcontracting of certain activities, etc.).
He is involved in platform projects to provide solutions to new problems, and ensures compliance with standards and safety.
Responsible for his budget and guaranteeing operating costs, he usually relies on a Management Controller based directly on the site.
The international extension of logistics chains may lead him to participate in international working groups.
Internally, he may contribute to the organization of new synergies between logistics activities within the Group.
He is also responsible for the platform's HR and training policy . Very often, he/she is also Chairman of the Works Council, Works Council and Hygiene, Safety and Working Conditions Committee.

Responsible for a site (warehousing, cross-docking or industrial logistics at the customer's site), the Site Manager covers all activities relating to the flow of goods from the customer or its suppliers/subcontractors: goods-in, goods-out, stock management, order preparation, provision for collection.
The scope may also include packaging activities (contract packaging) and transport of the product to the customer.
The Site Manager is responsible for the economic profitability of the site, its social management and the achievement of objectives defined with the customer, in compliance with the clauses set out in the contract with the latter.
He/she supervises large teams (up to several hundred people), reporting to Operations/Sector Managers and/or Team Leaders.
His teams also include one or more people dedicated to Methods, Quality and Transport.
He also supervises support functions: Accounting, Human Resources, IT, etc.
He works to develop staff skills and mobility.
He ensures compliance with social legislation, and is in charge of coordinating the IRP (DP, CE, CHSCT).
With a view to improving site productivity and meeting expected customer service levels, he works on developing and managing resources (mechanical, IT, etc.), organizing stocks and flows, defining internal/external processes, defining operating modes, training operators and sizing teams.
He/she conducts operational and functional audits, initiates and even leads projects such as the development of order-picking systems, the implementation of a WMS, the introduction of a mechanized line, the implementation of a progress approach, etc.
With a view to sustaining customer relations, and in direct daily contact with the customer, he/she works on implementing specifications, defines and implements corrective actions, and renegotiates, where necessary, in conjunction with Sales and Regional Management, commercial conditions and/or specifications.
Responsible for his/her profit center, he/she draws up the budget and is accountable for it, particularly in terms of results. He/she is responsible for reporting and, to this end, for drawing up management and financial statements for his/her site.
The Site Manager is responsible for the application of Group policies, particularly in terms of Quality, Health, Safety, Environment, HR and CSR.
He/she is also responsible for ensuring that the site complies with legal and regulatory provisions.

The Logistics Director is in charge of all logistics for all Group sites.
He or she covers all component and finished product warehouses , and all intra- and inter-site flows. He or she may, in fact, manage site Logistics Directors or Managers.
He or she differs from the Supply Chain Director in having a smaller scope, focused on resource and operations management.
He/she has supervisory and coordinating functions, and is in direct contact with the company's Production, Supply and Sales Departments, as well as with service providers.
He/she is responsible for designing andorganizing logistics strategies to ensure the smooth flow of a product from production to distribution, with a constant concern for optimizing the quality/cost/time triptych. Decides whether to outsource storage and transport. He/she manages relations with service providers.
In addition to his/her operational responsibilities, he/she acts as a referent within the structure for performance improvement methodologies and tools. He/she implements action plans to reduce costs, lead times and inventories, and to optimize customer satisfaction. Once again, the main trends observed are the deployment of Lean concepts and, in particular, the implementation of a pull-floworganization. At site level, the effects can be seen in the reduction of component and finished goods inventories , theoptimization of procurement and theimplementation of line edges.

This is now a recognized function in the retail sector, which was not the case in the past. In the past, the Supply Chain Director 's main functional responsibilities were performance management and optimization project management. Today, they have added a real operational dimension to this role.
Their title has evolved in this direction, and they can now be called Supply Chain Director, Operations Director, or Operations and Supply Chain Director.
As a member of the management committee, he/she manages the teams of the Logistics, Transport, Sales Forecasting, Inventory Management and Procurement and Sales Administration Departments, and even Purchasing.
He/she is in constant contact with the sales networks, and integrates real-time feedback on sales.
Depending on the company, he/she may draw up sales forecasts in consultation with the stores, or consolidate those drawn up by them.
He/she is responsible for defining and managing resources (logistics and transport networks, subcontracting), stocks and flows as part of the implementation of the company's strategy, defined in liaison with the management committee, which he/she implements in the form of short, medium and long-term plans, on a global and international scale, for the company's products and services.
In most cases, he/she is supported by an Organization/Project Management team, and by Management Controllers seconded to him/her.
His/her role is to see and anticipate developments in the Supply Chain, in order to ensure that the company stays one step ahead of its competitors.
In his day-to-day work, he is responsible for the interface between the banners, Procurement, Suppliers, Financial Services, Purchasing and Logistics (understood in this sense as all the physical operations of flow processing, warehousing, order preparation, value-added services, transport and deliveries) and for taking into account the imperatives of these different
services as well as the overall optimization of the organization.
More generally, he/she coordinates and supervises the company's management of all operational aspects.
To this end, he/she manages large teams through the intermediary of the Service Managers and Logistics Managers reporting to him/her. This reporting relationship may be functional, but will preferably be hierarchical.

The Regional Manager is responsible for a geographical region grouping together several logistics sites.
His responsibility for the sites is contractualized by a delegation of authority which he exercises and for which he assumes the consequences.
For each entity and for the region as a whole, the delegation of power gives the Regional Manager authority over social, financial and third-party matters (customers, suppliers, local authorities, etc.).
His authority is exercised in consultation with the company's experts.
The Regional Manager supervises the Site Managers in his region, to whom he reports directly, and takes the decisions required to guarantee :

• the proper operation of sites and the application of the rules and regulations to which they are subject, both with regard to the law and to the company,
• contract performance, financial results and customer satisfaction,
• a good climate with the company's personnel and ensure constructive relations with its representative bodies (CE, DP, CHSCT).

He makes the necessary contacts with local and regional authorities.
He develops his region by acquiring new customer contracts.
He manages the start-up of new installations and the launch of certain customer projects.
He acts as a facilitator on sensitive projects.
He manages and organizes the operations of his region by promoting or directly supervising actions such as: recruitment and training of high-potential managers/supervisors, choice and deployment of IT tools/systems, choice of service providers (...) quality audits, implementation of performance measurement tools...
To carry out his mission, the Regional Manager may, depending on the organization, have his own team consisting of a Management Controller, an HR Manager, and one or more Project Managers.

Logistics service providers and forwarding agents have different types of organization.
The main one is by activity or division, as opposed to by geographical perimeter, the latter being in fact multi-activity.
The Activity Manager offers specialized services and solutions in transport, customs, international trade and/or physical or administrative logistics, the latter also referred to as "Supply Chain".
Activities are most often presented under the following headings:

• Courier and Express,
• Batch transport,
• Contract logistics (warehousing and value-added services),
• Industrial logistics,
• Commission and International Transit (air and sea), Coordination/Supply Chain (for purchasing and subcontracting, administrative coordination and management of flows and operations).

The Business Manager is responsible for the development and management of one or more profit centers, on a national or international multi-site basis, using his or her own resources or drawing on the support functions of his or her company or group (such as HR, Accounting/Finance, IT, Real Estate, General Services, etc.). He/she is in close contact with the Group Marketing Department and the Key Accounts Sales Department (insofar as these may require solutions calling on several of the company's activities).
He/she is responsible for his/her budget, financial management and economic and qualitative results.
He/she implements the company's strategy and presides over the development of efficient and profitable products and services.
He/she is responsible for the execution of services, and for their contractual and regulatory compliance with customer contracts and legal obligations. To this end, he/she implements control and quality audit procedures for the organization and processes, and monitors their application in compliance with safety and security policies, and even environmental policies (depending on the size of the service provider). He/she pilots the various certification systems (ISO, QSE, AEO, etc.)
He/she supervises the start-up of operations, and the installation and parameterization of IT systems and business management tools.
He/she manages the various geographical areas where his/her activity is offered, as well as the Directors and Managers of the various sites. He is responsible for the various reference systems for the businesses covered by his activity (design offices, IT tools, subcontracting and temporary staffing). He/she makes decisions in terms of hiring and qualifications.

He/she defines the performance indicators adapted to the existing organization in line with the objectives to be achieved, with a constant concern for continuous improvement.
He/she optimizes the profitability of the sites he/she manages as profit centers.
He/she is in charge of change management in the event of changes to the service offering or repositioning of the activity or scope of intervention.

The role of Supply Chain Director, which was non-existent just a few years ago, is becoming standardized and indispensable within companies.
The executive offices of international groups now even include a Group Supply Chain Vice-President. This responsibility can also be broken down by geographical zone or group of countries. At these levels, their responsibilities cover the development of Group or zone strategy and its implementation in the organization, major projects and their management, company transformation, the choice of policies in terms of the location and construction of logistics networks and flow circulation, the development of industrial and commercial plans (PIC) and master production plans (PDP), the management of the corresponding forecasts and planning, the approval of international service providers, and even the hierarchical management of the teams managing these activities in the countries.
In smaller companies or at subsidiary level, the Supply Chain Director plays a major role in reducing costs and differentiating his company through flexibility and responsiveness.
He is assessed above all on the quality of service provided to the customer, as well as on cost control throughout the supply chain.
In their day-to-day work, they manage the supply chain and act as the interface between the Sales, Production, Finance, Purchasing and Logistics Departments, taking into account the requirements of these different departments and optimizing the overall organization.
They are responsible for all flows, from suppliers to customers. They are in charge of forecasting, planning, procurement, scheduling, internal and external logistics and transportation. In some organizations, he/she may also manage sales administration.
Most often a member of the management committee, he/she manages large teams through the Plant Supply Chain Managers who report to him/her. This reporting line may be functional, but will preferably be hierarchical.
The scope of the Supply Chain Manager's responsibilities covers a number of sites, including the company's own entities as well as those entrusted to the logistics and transport service providers on which he/she relies.
Working closely with the Sales and Production Departments on the company's PIC and PDP, he/she analyzes processes in all departments during the procurement, production and delivery stages, verifies that programs are being carried out, and adapts his/her master plans accordingly.
The Supply Chain Director is in charge oflogistics organization (warehouses, logistics or distribution forms) and supports the development and evolution of Information Systems (ERP, SCM, TMS, WMS, EDI, etc.). He defines the global inventory policy in agreement with General Management, and ensures that coverage and service rate objectives are met throughout the chain. He works closely with the Purchasing department to ensure that logistics constraints are taken into account in their negotiations. He also coordinates all internal flows.

The Supply Chain Director defines the Group's transport policy between production and/or storage sites, suppliers and customers; he supervises relations with carriers and/or logistics subcontractors, and modifies and negotiates subcontracting contracts.
In addition to his operational responsibilities, he is also the guarantor of all performance optimization projects. The most common trend in industrial logistics projects is the deployment of a pull-flow organization, most often based on the implementation of Lean concepts, in particular flow tension, inventory reduction, Milk Run, Kanban, Petits Trains, Supermarkets, etc.
In some organizations, the Supply Chain Director may also be called upon to manage the Purchasing Department.

Coordinating all the players involved in the management of physical flows, he/she acts as a facilitator capable of optimizing the interface between the Logistics/Transport, Sales and Marketing teams and the Logistics/Transport partners to improve the quality/cost/time triptych. He/she may be involved in drawing up transport specifications and studying responses to calls for tender.
Within the Logistics Department, he/she coordinates and optimizes supplies and secures sales forecasts, in coordination with the Sales, Marketing and Flow Departments.
He/she monitors and optimizes stock levels and supply management in order to trigger the necessary actions with the Sales and Marketing Department and thus ensure product availability.
He/she manages logistics partners (storage and transport). Monitors customer service levels and suggests improvements if targets are not met. May be required to negotiate annual contracts and monitor costs on a monthly basis (invoice control and management). He/she responds to customers' logistical requests.
He/she contributes his/her business expertise to study the cost and feasibility of specific requests in close collaboration with the Sales or Marketing teams. Once the study has been validated, he/she implements best practices and procedures to deliver to customers.
He/she analyzes disputes on a monthly basis to assess the impact on the customer service rate, and monitors product returns in order to update stocks and re-invoice suppliers if necessary.
He/she maintains accurate data on stock movements to respond to auditors' requests.
He provides advice and support on transport and materials storage legislation.
He provides regular reporting and progress monitoring to his direct hierarchy and to the head office.
Within large groups, the Logistics Coordinator is more involved in managing logistics and transport service providers and flows(Logistic Manager). He/she is involved in drawing up network strategy, coordinating flow and transport plans, and may take part in negotiations with Purchasing.
As the guarantor of the budget and performance of service providers and/or internal players, he/she implements indicators and optimizations to boost productivity, and chairs supplier steering committees. He/she works with network teams, supervises improvement action plans and measures performance.

The Information Systems/Supply Chain Project Manager plays a highly cross-functional role, bringing together support and operational functions and intervening in all of the company's upstream and downstream processes. He/she identifies the challenges, conducts scoping studies and pilots projects to implement the Supply Chain strategy.
Working with operational contacts (Supply Chain, Finance, Sales, Operations), he/she manages preliminary studies aimed at identifying, qualifying, prioritizing and implementing the Group's Supply Chain projects.
The Information Systems/Supply Chain Project Manager is the bearer of these objectives, which he translates into a project plan with the IT Department teams to consolidate and upgrade tools.
With his IT Project Manager partner, he coordinates projects to optimize the entire supply chain, from supplier to end customer.
He/she takes into account business rules, and prepares and leads change management with his/her operational contacts.
He/she is responsible for the projects entrusted to him/her, from the gathering of requirements to their adoption by operational staff.
In this role ofassistance to the project owner, he/she draws up the requirements expression booklet, estimates the project ROI and monitors its completion, validates the technical specifications and steers the functional acceptance.
As coordinator of the implementation and change management, he/she steers the project schedules, budgets, risks and ROI, and reports to the steering committee.

The role of the Methods and Organization Project Manager consists of working on theoptimization
of performance within the framework of Supply Chain projects in the Group's countries and Business Units.
A true "control tower", he/she coordinates synergies and portfolios of cross-functional Supply Chain projects across the company.
He/she acts as an interface between users and the IT Department on the evolution of ERP and business Information Systems within the company, and coordinates and communicates any arbitrations.
He/she promotes synergies in project management methods and best practices, and leads a team of Business Organizers responsible for cross-functional business areas.
He/she manages projects aimed at identifying, qualifying, prioritizing and implementing key Supply Chain projects.
He coordinates with business teams to develop performance indicators and associated targets for optimizing the entire supply chain (procurement, inventory and customer service).
He implements efficiency measurement methods and empowers the company's Business Departments.