Céline Geslin

• • Management of complex and strategic projects for an autonomous production workshop (stamping and painting), cross-functional team leadership, stakeholder coordination, and implementation of solutions optimizing industrial performance

◦ • Make or Buy

◦ • Integration of new group R&D product for the pilot plant in compliance with the industrialization process and plant strategy

◦ • New production equipment For each project:

◦ • Search for internal/external opportunities

◦ • Capacity load / technical feasibility analysis

◦ • Call for tender

◦ • Profitability analysis across the entire logistics flow to the various production plants (production price, packaging, logistics, and transport)

◦ • Compliance with quality, cost, and time industrialization processes with adequate reporting

◦ • Transversal focal point at group level to advocate for the plant's and corporate interests

• • Within the framework of the Haliade X project (International wind project)

◦ • Development of purchasing strategy (legislation by country - Standards and payment terms)

◦ • Sourcing: contracting all suppliers on a global panel in conjunction with plant planning

◦ • Compliance with the industrialization schedule (coordinator between R&D and suppliers)

• ▪ KPI management through visualization tools from "Toyotaism"

• ▪ Project purchasing

◦ • Supplier portfolio strategy vs. financial and supply chain risk analysis

◦ • Co-development plan review with suppliers for product cost improvement

◦ • Budget and schedule monitoring

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• ▪ Serial life purchasing

◦ • Contractual monitoring (indexing of raw material cost increases)

◦ • Supplier relations for daily management in support of procurement

◦ • Management of relations with Japan on product evolutions and implementation of changes

◦ • Reduction of industrialization costs for forklift cabin by (-10%)