Carole Lécaillon

▪ Lead, unite, manage, and organize the supply chain department and project teams (4 to 6 people)

▪ Create and ensure effective management of departmental and project budgets

▪ Manage calls for tender for the acquisition of logistics and transport services

▪ Manage relationships with about ten logistics and transport subcontractors (negotiate, contract, supervise) - €50 million/year (costs, 2022 figures)

▪ Streamline the distribution system for military restaurants across all geographies (e.g., promote and implement new types of goods flows)

▪ Lead the technological upgrade project for the commercial management ERP – €3.5 million project over 15 months (2017 figures)

▪ Ensure the interface between customer needs, internal constraints, and suppliers for the benefit of sales and stakeholder satisfaction

▪ Promote the diversification of product offerings (from 1900 to 2300 food items) and services (e.g., dematerialization of invoices and payments) and implement it

▪ Improve operating income (e.g., +5 percentage points of profit over the first two years for activities in mainland France)

• Manage procurement, warehouse, and distribution teams (80 people including 10 managers, 34,000 SKUs, 100,000 locations - tri-temperature - all formats, 15,000 m²)

• Ensure coordination with purchasing, marketing, management, and telesales teams at headquarters and with other logistics teams (USA, India, Switzerland, Germany)

• Merge the activities and stock of two warehouses into one and centralize the management IT system

• Reduce operational costs by 5% and increase production capacity by 8%

• Implement new processes for specific and recurring operations

• Achieve and maintain a customer service rate of 97% (units ordered/delivered)

▪ Supervise recruitment and promotions, IT developments, budget and results, reporting, client relations, and institutional relations

The site grew from €6 million annual revenue / 80 people to €8.2 million annual revenue / 140 people in less than 5 years.

▪ Ensure the preservation of products entrusted by client AELIA in perfumes, cosmetics, alcohol, fine gastronomy, and duty-free tobacco (14,000 SKUs, 40,000 locations, 4 units of operation, 13,000 m²), and maintain the required performance level

▪ Halve the costs of overtime surcharges from 2008 to 2009 by applying the 35-hour amendment and reorganizing work

▪ In 2008, coordinate the project for building modification, relocation of the bi-temperature fine gastronomy section of the activity, and flow reconfiguration

▪ Obtain contract renewal with the client in 2007 for 4 years, without a call for tender

▪ In two years, improve productivity by 10% and the overall customer service rate by 0.2 points from 99.6% to 99.8%.

In the first six months, improve production capacity by 20%