Baptiste Petrilli

After 20 years of career (almost 100% in sales), I have held various positions and carried out numerous missions. Whether in large retail groups or SMEs, in physical store chains or e-commerce, I was successively or simultaneously in charge of IT, project management, upstream and downstream supply chain, data, or management control. I have acquired varied and often very specialized skills in the areas entrusted to me, in easy economic contexts, and others less so (not to say more), so I have known the best, the everyday, and the worst (which ultimately proves to be the most enriching as a solution must be found to a problem every day).

And what to do with this knowledge/experience today? How to flourish and be useful (because being useful is an end in itself, and being useful in a company is not pejorative or venal)?

Few companies need all these skills at the same time, yet many need one or the other (sometimes several combined) and give up on their development (or maintenance) due to a lack of flexibility from the people who could support them.

Based on this observation, I created BIPR Conseils and today I support companies that have needs in:

- Logistics and supply chain management (process optimization and economic aspects, transition management);

- Project management (AMOA);

- Business process audit and optimization/Management control (activity analysis, development of monitoring indicators);

- CIO (organizational and strategic).

Teaching of range management and purchasing basics in Master 1 (Fashion Master)

Scope of responsibility:

- Logistics & Supply Chain (upstream and downstream)

- Management Control (creation and operation)

- Internal Processes

- Operational management of the administrative and financial department and treasury management

The main missions were:

- Establishment of KPIs and reporting to reduce inventory levels while ensuring product availability for sales (particularly Asian imports managed from upstream to downstream)

- Creation of monitoring and cash flow projection tables integrating all company expenses

- Budgetary management approved by the board of directors.

Achievements:

- Creation of management tools (economic, procurement, and treasury)

- 15% reduction in inventory value while maintaining sales growth at +11%.

- Following the company's acquisition, with upstream involvement during the study and acquisition phase, the relocation of the logistics activity (during the first lockdown) with a reduction in occupied space from 4800m² to 2600m² (picking warehouse + overflow warehouse for storage and management of Asian containers).