Florian Comte

1. Support for tender responses

Assisted sales teams in responding to referencing and SaaS integration tenders. I provided procurement expertise to validate proposals with IT and Procurement stakeholders. During presentations, I handled the technical aspects and functional specifics of the VMS platform, ensuring a precise presentation tailored to each client's needs.

2. VMS integration project management

Once tenders were won, I managed the integration of the VMS platform into clients' processes. This included: identifying and onboarding internal stakeholders, referencing suppliers in the tool, training users on platform usage, and providing level 1 support during the startup period. A true transversal project management role, acting as the interface between the publisher and its clients.

3. External Procurement Consultant (EDF, ENEDIS)

In parallel with the VMS mission, I worked directly with EDF and ENEDIS as a Procurement Consultant to support them on various projects: process audits, supplier panel structuring, and improving procurement maturity. This field presence strengthened client relationships beyond the software aspect and positioned OPTEAMIS as a strategic partner.

4. Supporting IT departments in negotiations

Supported IT departments throughout the sales and contracting process: analyzing the value of needs, structuring specifications, and defining framework agreements. This close collaboration with clients' technical and economic stakeholders ensured informed decisions and contracts better adapted to operational realities.

1. Creation of the Procurement function from scratch

Started from nothing: no processes, no framework agreements, no panel. I implemented supplier referencing, built the contractual framework, negotiated the first commercial agreements, and created management tools. This methodical construction laid the foundation for a professional Procurement function, recognized internally and generating value from the first year.

2. Change management with internal stakeholders

One of the major challenges was human: convincing internal stakeholders—accustomed to dealing directly with their suppliers—to adopt the new procurement processes. I led this change management by concretely demonstrating the benefits these new practices brought them: contractual security, better conditions, and maintained responsiveness.

3. Governance of the staff augmentation portfolio (€35 million) & fixed price portfolio (€15 million)

Managed the staff augmentation supplier panel: qualification of ESNs and consulting firms, segmentation by domains (infrastructure, development, cybersecurity, data), negotiation of framework agreements and pricing grids. Managed fixed-price tenders in collaboration with IT departments, including a major QA project carried out in Portugal with cross-border contracting.

4. Application of the PDCA method & ISO 9001:2015 standard

Continuous improvement was structured around the PDCA cycle (Plan, Do, Check, Act). Within the framework of the ISO 9001:2015 standard, I conducted a formal annual evaluation of suppliers based on selection and evaluation criteria compliant with the standard. These reviews informed decisions on renewal, strengthening, or exclusion from the panel.

5. Prevention plan and legal security

Implemented a prevention plan to secure the liability of external service providers working on SUEZ premises.

1. Audit & mapping of the existing situation

Comprehensive analysis of the active supplier portfolio, segmentation by skill profiles, volumes, daily rates practiced, and employment models. Identification of redundancies, underperforming suppliers, and contractual risk areas. This mapping served as the factual basis for all subsequent decisions.

2. Design of the specifications

Drafting of structured specifications including: referencing criteria (financial capacity, business coverage, HR policy), pricing grids by skill family with degressivity tiers, and panel exclusion conditions. The document was designed to be compatible with transparency obligations related to the status of an awarding entity.

3. Creation of a dynamic referencing system

Implementation of an unprecedented mechanism: the status of a referenced supplier is not permanently acquired. An annual scoring system allows for the requalification, reclassification, or exclusion of inactive suppliers, and their replacement by new entrants identified during sourcing campaigns. This dynamic panel ensures the supplier base remains active, competitive, and aligned with the organization's evolving needs. Nearly 40 suppliers were referenced following the initial process.

4. Contractual performance mechanisms (Rebates, bonuses/penalties, free services)

Structuring of End-of-Year Rebates (RFA) retroceded in N+1, rewarded as free services or discounts applied the following year based on volumes achieved. Implementation of a bonus/penalty system conditioned on quality criteria and adherence to deadlines. Development of international pricing grids for profiles sourced outside France, ensuring price consistency regardless of geography.