Pascal

Oil & Gas Industry – Oil Field Services Provider – 100,000 employees – 33Bn$ (2019)
- Led department transformation (1.1Bn$ a year & 905 suppliers): analysis of suppliers’ performances & competitiveness vs. contracts & market, assessed team skills & sizing, reorganized, hired & developed local talents to set up best in class supply chain
- Created appropriate strategies to develop local manufacturing aligned with Saudi IKTVA program and Vision 2030, and rejuvenate supplier base (40% of spend tendered yearly)
- Localized 85% of spend in KSA to support IKTVA initiative (+7% IKTVA score)
- Involved in P&L reviews to adjust strategies and be agile to support our market share gains and encroachments and increase our profitability and cashflow
- Engaged with internal stakeholders for activity forecasting and support operations.
- Achieved -5% cost reductions by resourcing, renegotiating, reallocating business and -20% inventory reductions with better planning and setting VMI or consignment stocks.
- Created or renegotiated contracts with top suppliers to introduce back to back liabilities and reduce exposures.
- Set up & managed a team of 30 persons dedicated to Supplier Management, Sourcing, Account Payable and Compliance (with promotion of local talents to management roles)
- Supported entrepreneurship, innovation and ESG initiatives in the Kingdom

- Managed transactional Procure to Pay (P2P) center for all Asia, China and Middle East (about 65,000 Transactions & $110M USD monthly).
- Monitored and analyzed productivity level, team sizing vs. targets and budget allocated.
- Established improvement plans to increase productivity by 40%, reduce cost per transaction by 20% and enforce compliance.
- Secured more activities by centralizing account payable and joint ventures transactions.
- Managed & developed a 100+ people team, distributed workload, created a customer focus, hired local talents and promoted them.
- Generated 3M$ savings by enforcing compliance to strategies.
- Reduced financial exposures to old open purchase orders (not received) by 90%.

- Created in full autonomy a completely new department in SLB: the Global Procurement Support Team (GPS).
- Centralized, create and maintain the entire vendor master data + price lists, improving process efficiencies by 90%.
- Led with the project team Galileo the transformation initiative of procurement transactions centralization.
- Defined and published standard processes related to master data management of suppliers’ information and pricing.
- Invented and provided tools (buying guide, catalogs, Ariba deployment, etc.) and trainings to procurement teams.
- Published KPIs for visibility & analysis on procurement and drove improvement on catalog coverage by 50% for the whole SLB
- Transferred and hired talents locally (36 persons), trained them and promoted them to management roles.
- Built buyers' capabilities with more robust procurement processes using preferred suppliers (leverage & price discipline).
- Implemented Sourcing strategies to convert them into business transactions.
- Improved data quality and integrity for vendors and pricing information.
- Engaged with local authorities in Malaysia to get incentives to set up new Schlumberger entity (got 5 years of rental cost reimbursed, as well as trainings for local people and taxes subsidiaries).
- Reduced entire supplier base from 110,000 to 43,000
- Participated to SAP roll out for the blue print writing for procurement
- Achieved 100M$ of savings in 2 years by insuring compliance to processes and routing transactions to preferred suppliers via the catalogs and buying guides.

- Managed a portfolio of $330M: OEM (Original Equipment Manufactured), pumps, engines, transmissions, electrical motors, power generators, maintenance, repair and remanufacturing for oil & gas field equipment.
- Monitored international suppliers performances (90% of them with quarterly reviews and yearly audits) & established global agreements for 95% of the spend.
- Defined worldwide strategies for OEM procurement, develop global suppliers for engines, generators and electrical motors.
- Created remanufacturing solutions for field units (frac pumps, blenders...).
- Conceived a global supplier audit template (capabilities, operations and management systems).
- Captured and implemented synergies in purchasing and supply chain for OEM portfolio following Smith acquisition.
- Achieved cost reduction of 10% on the portfolio and improved the delivery performances by 30%.
- Trained category team to Should Cost Modeling and Total Cost of Ownership

Heavy Machinery Industry – Paving Road Products sector – 99,000 employees – 43Bn$ (2010)

- Managed suppliers’ performances, contracts, quality, productivity plan for heavy fabrication, machining, forging and casting parts (portfolio of 80M euros with international suppliers)
- Achieved yearly cost reductions of 5%, delivery performances of 90% and less than 1% of cost of poor quality.
- Participated to S&OP meeting to establish forecasts and validate volumes vs. suppliers' capacity.
- Set up kanban and VMI with suppliers to reduce lead times and inventory levels.
- Sourced suppliers and parts for new products range (compactors) in Europe, Middle East and Asia
- Led projects (scrap recovery, design to cost, capacity improvement, Kaizen, etc.) as 6 Sigma Black Belt with cross functional teams internally and with suppliers with a total of +3M euros savings generated.
- Deployed tools like Should Cost Modeling, Total Cost of Ownership, cost monitoring, projects tracking tool.

Automotive Industry – Trucks & Powertrain sector – 83,000 employees – 25Bn€ (2005)

- Purchased engine parts for oil and water circuits (aluminum casting, machining, plastic parts, etc.) and monitored worldwide suppliers
- Managed sourcing projects and set cost workshops improvement to launch new engines 9 et 11 liters and others HDEP Volvo engines
- Managed suppliers with focus on continuous improvement, contracts & cost reductions
- Initiated resourcing in Asia and others emerging countries
- Achieved on cost reduction of 3% on portfolio, 100% of delivery on time for new products & 99% for current production and quality level below 100ppm of rejection.