Luxury Goods - Mews Partners

Mikaël Pichavant

Senior Partner (Paris) | ENSTA

Sabine Dehais

Partner (Toulouse) | ESCP Europe

By nature, luxury means exclusivity and feeling unique. Our consulting support cannot only deploy best practices: we must also invent, co-create.

Mikaël Pichavant


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.

Sabine Dehais

ESCP Europe

A graduate of ESCP, Sabine began her career in 1999 at Capgemini Consulting and then Capgemini Aerospace & Defence. During her career, she worked for various industrial sectors: luxury, automotive, energy, dermo-cosmetics, aeronautics and space. Sabine joined Mews Partners in 2012 and is involved in transformation and change management issues. She also works on operational excellence and performance. She develops our offers related to new modes of organization, management and governance.

The luxury sector is undergoing a transformation that is both profound and quick. The development of sales on the internet and the reinforcement of a differentiating in-store customer experience make omnichannel mastery a must. The challenge of capturing the “millennials” market favors the introduction of innovations such as augmented reality, artificial intelligence or IoT, while developing a sustainable luxury brand image with the responsible sourcing of raw materials, the end of property, recycling….

So many projects where our customers rely on our expertise. The success of these projects depends on the respect of the specific codes of the sector: industrial best practices must be adapted to the artisanal state of mind, creators’ freedom must be guaranteed and brand image preserved.


projects conducted in the luxury sector


partners expert in luxury


on line sales in 2025

Omnichannel: an unavoidable model

To master the omnichannel model, luxury players have to meet several challenges, such as the implementation of shared catalogs and data management tools, the homogenization of standards, the definition of a digital management team well positioned within the company, without forgetting a total visibility on stocks. This leads to tools integration projects allowing real-time supervision and for the most advanced, setting up OMS (Order Management System).

Mastering the innovation pace

The luxury sector constantly reinvents its iconic products in many possible variations, and at an ever-increasing pace (e.g. emergence of jewelry collections). This acceleration leads to a need to revise forecasting models – especially at product launch – to facilitate inventory reallocation based on local sales and to better anticipate supplies: a revamped S&OP!

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Supplier capacity management for a leading jewelry maker

Which organization could facilitate the management of subcontractors?

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Structuring the innovation process

Creating an environment which promotes innovation requires a delicate balance between structured processes  – to better control spending – and an evolution of culture that allows the emergence of breakthrough ideas.

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Support in the definition and implementation of a PLM for a luxury player

We helped develop an ambitious PLM approach for this luxury leader in order to provide its businesses with the processes and collaborative tools to support the materials and product development process, from creation to production.

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Luxury Survey: five major challenges to be met!


Interview with Mikael Pichavant, Associate director, in Supply Chain Magazine, November 2017.

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