Nicolas Desombre

Partner | CentraleSupélec

Philippe Herrerias

Managing Partner | Supaero

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

Nicolas Desombre

CentraleSupélec

A graduate of Ecole Centrale Paris, Nicolas first held operational positions in the automotive industry for 9 years. He then worked for about ten years at the consulting firm PwC. In 2016, he joined the Operations practice as a partner to strengthen Supply Chain expertise in industry (Lean approach, cost reduction, process re-engineering). Certified coach (HEC Executive Coaching), he is also in charge of the Executive Coaching practice.

Philippe Herrerias

Supaero

Philippe is a graduate engineer from Supaero. He began his career in the Middle East space industry with Spot Image (Airbus DS – Intelligence), before joining Mews Partners where he is responsible for the development of the Aerospace & Defense sector. Philippe has a solid and diversified experience in Product Lifecycle Management (PLM) and has worked on innovation and value development issues, particularly in the field of customer services. He manages Mews Innovation.

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.

75

projects conducted in the luxury sector

5

partners expert in luxury

25%

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!

Discover our stories

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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News

Luxury Survey: five major challenges to be met!

2017/11/22

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

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