Supply Chain Management | Mews Partners

Flavien Lamarque

Co-Präsident | ESTP

Mikaël Pichavant

Senior Partner | ENSTA

Christophe Bressange

Senior Partner | EMLyon

“Our mission? Adapt our customers’ Supply Chain processes and organizations to help them meet the challenges of their own markets.”

Flavien Lamarque

Co-Präsident | ESTP

Herr Lamarque hat sein Ingenieurstudium an der ESTP, der Grande Ecole für Bauingenieurswesen, absolviert.  Seit fast 25 Jahren begleitet er seine Kunden aus Industrie und HandelHandel  bei den Transformations-, Integrations- und Performanceprogrammen für ihre Geschäftsprozesse. Flavien Lamarque kam 2010 zu Mews Partners, um die Aktivitäten in den Bereichen Lieferketten und betriebliche Performance auszuweiten. Darüber hinaus zählen die neuen KI- und digitalen Technologien sowie deren Einfluss auf die vorhandene Organisation und Praxis zu seinen Interessengebieten. Herr Lamarque leitet Mews Operations und ist Co-Präsident der Gruppe.

Mikaël Pichavant

Senior Partner | ENSTA

Mikaël Pichavant begann 1998 bei Pea Consulting. Nach drei Jahren im operationellen Umfeldder Lieferkette, spezialisierte er sich auf die Lieferkette und leitete Performanceprojekte (Lager und Fertigung) sowie strategische Projekte, in denen es um die Definition von Leitlinien ging. Herr Pichavant ist seit Beginn der 2000er-Jahre auf Einzelhandel und E-Commerce spezialisiert und ist für die Lenkung des Angebots im Bereich digitale Transformation verantwortlich. Weiterhin zählte er 2010 zu den Mitgründern von Mews Operations.

Christophe Bressange

Senior Partner | EMLyon

Herr Bressange legte sein Diplom an der EM LYON ab und bringt mehr als 15 Jahre Erfahrung aus Beratungsgesellschaften mit Schwerpunkt Supply Chain mit. Darüber hinaus übte er sieben Jahre lang Betriebs- und Managementfunktionen bei der Geodis- und bei der Casino-Gruppe aus. Herr Bressange kam zu unserem Bereich Operations, weil er seine Kenntnis der Sektoren CPG, Retail, Transport & Logistik sowie seine Erfahrung aus einigen Transformationsprojekten für eine internationale Lieferkette einbringen wollte.

Supply Chain is at the heart of industrial and distribution companies challenges in terms of development and transformation. Market volatility, increased competition and reduced time cycles are no longer the only factors requiring Supply Chain robustness and flexibility. Indeed, new concepts such as extended enterprise, multi-channel, or the emergence of digital technologies also contribute to this need for adaptation.

Beyond product offerings, manufacturers are now forced to evolve and develop innovative and efficient services. This evolution encourages them to rethink their operational models and therefore their Supply Chain.

50

dedicated experts

120

assignments per year

70%

recurring customers

Supply Chain as a competitive advantage and profitability lever

Few companies within Europe reap the full benefits of their Supply Chain. However, a recent study in the United States shows that the most advanced companies in the implementation of “Supply Chain best practices” are among the most profitable of their sector. An optimized Supply Chain has an impact on both company profitability (costs reduction, out of stock limitation) and its balance sheet (working capital reduction through stock optimization), but also allows to attract and retain new customers.

Varied experiences for a unique expertise

Our experts have a background in the industry, retail and consulting sectors and share a common vision of Supply Chain projects and challenges. Using methods and tools developed and capitalized by Mews Partners, our teams offer innovative, flexible and robust solutions and approaches.

5 pillars for a reactive and efficient Supply Chain

To support our customers in their Supply Chain definition and implementation, we articulate our methodology around 5 pillars. This approach ensures consistency between the company’s strategic decisions and its tactical processes. We thus make sure to set up Supply Chain processes and organization fitting with the challenges of each company.

1

Adapt network and infrastructures to companies development strategy: industrial and logistics footprint, internalization vs outsourcing, central vs local distribution, customer catchment area optimization, service offer definition, etc.

2

Road to market

Analyze the value chain to define best suited distribution strategy to address a market: direct customer delivery or through a distributor, analyses of market and regulatory constraints, cost model and pricing scheme definition, etc.

3

Supply Chain models

Design relevant operational models depending on the different product/service segments (MTO vs MTS, push vs pull…).
Implement processes and organization to support these Supply Chain models.

4

S&OP: forecasting, planning and inventory management

Integrate sales forecasts into means, resources and stock planning, to improve service level and decrease costs throughout the Supply Chain.
Foster collaboration with suppliers and customers in an extended enterprise logic (VMI, Collaborative forecasting…).
Set up an S&OP process involving all functions within the company.

5

Supply Chain governance and organization

Define and implement robust Supply Chain organization, adapted to strategic, tactical and operational processes.
Ensure the sustainability of this organization through governance instances, management tools (performance KPIs…) and operational planning tools (APS, WMS, TMS, etc.).

Sind Sie in diesen Themen interessiert?

Trete der Community bei

Folgen Sie uns auf Social Media