I am indebted to my clients for the chance for serving them either through advisory missions and trainings events. Advisory projects for instance for Michelin, Point P, Saint-Gobain Placoplatre et Isover, Airbus, Saint-Gobain Glass and training at TRIUM at HEC have doubtless pushed me beyond my comfort zone and beneficially to innovate. Those actions run in around 30 countries on all continents have contributed to develop as well a strong multi-cultural dimension.
I have been looking for developing tools and methodologies specifically to the supply chain management essentially oriented to the technical perspective. For instance, in 2005 for a mission for Saint-Gobain Point P, I have invented with applied maths team from Saint-Gobain Research the Route-to-Market methodology and tool, which enables to link the upstream vendors and the downstream customers within multi-scale distribution networks. I keep on fding this technical axis particularly on the planning strategy linked to the service charters and on the stock models.
But I have launched a deep reflection of supply chain not dedicated to itself but as leverage for creating business value. My fundamental assumption is that supply chain management is the preferred leverage of any company to operationalize the expected value of any value model.