Flavien Lamarque

Managing Partner | ESTP Paris / IAE

Mikaël Pichavant

Partner | ENSTA ParisTech

Christophe Bressange

Partner | EM Lyon

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

Flavien Lamarque

ESTP Paris / IAE

Flavien is Managing Partner of Mews. He is responsible for the Operations practice, which covers Sourcing, Supply Chain, S&OP and Logistics & Industrial Excellence. For more than 20 years, he has been supporting his industrial customers and distributors in their transformation, integration or performance programs for their Business Model Operations. He is also interested in the emergence of new AI & Digital technologies and their influence on existing organizations and practices.

Mikaël Pichavant

ENSTA ParisTech

Mikaël began his career in 1998 at Pea Consulting. After 3 years’ experience in Chain Design, he specialized in Supply Chain and leads both performance improvement missions, in warehouses or factories, and strategic missions to define master plans. He is specialized in retail and e-commerce since the early 2000s and also manages digital transformation offers. Mikaël co-founded the Operations practice in 2010.

Christophe Bressange

EM Lyon

Christophe is a graduate of EM Lyon and has more than 15 years of experience in leading supply chain consulting firms. He also held operational management positions for 7 years in the Geodis group and the Casino group. Christophe joined the Operations practice to bring his knowledge of the GIC, Retail, Transport & Logistics sectors, as well as his experience in international supply chain transformation projects.

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

Physical network design

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.).

Discover our stories

Products and Services Offer strategy for a tobacco manufacturer

Define the offer strategy and customer promise for the launch of a new product on the e-commerce channel.

Find out more

Supplier capacity management for a leading jewelry maker

Which organization could facilitate the management of subcontractors?

Find out more

Review of the Korea road to market for a food manufacturer

This business model transformation project has improved the subsidiary’s profitability.

Find out more

News

AI & Supply Chain video

2018/11/07

Discover the video of the first edition of our AI & Supply Chain meetings.

How to (re)boost your S&OP?

2018/12/26

Our new point of view is online!

Event dedicated to Healthcare & Supply Chain with GS1 France

2018/11/20

Data Management: a performance lever to face regulatory changes in healthcare!

AI in the Supply Chain business

2018/10/12

Feedback on the first edition of the AI & Supply Chain Meetings.

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