Freelancer profile translated to English.
Back to original languageAbout Gaël
I intervene in consulting and transition management Supply Chain on missions ranging from a few days to several months to stabilize, manage, or turn around a situation or project: digital project management, continuous improvement, etc.
I support teams to unblock critical situations, optimize processes, and structure a simple, robust, and operational organization.
I am capable of managing an engaging and effective change process by empowering teams.
I provide rapid diagnosis, resolution of blockages (shortages, inventory, forecasts), coaching of business teams, reliability of results, and implementation of effective and sustainable routines.
French
Native or bilingual
English
Fluent
Japanese
Conversational
Can work on-site
Lille (up to 50km), Paris (up to 10km), Bruxelles (up to 10km)
Experience
- Exotec SASIndependent Supply Chain ConsultantLOGISTICS AND SUPPLY CHAINJuly 2025 - January 2026 (6 months)Croix, FranceContext:
- EXOTEC's Service Centers had high inventory levels, varying by site, and a poorly harmonized procurement strategy.
- The DDMRP tool was underutilized, and teams applied different practices, leading to overstocks, shortages, and poor visibility of actual needs.
Objectives:- Define and deploy a global inventory reduction strategy.
- Ensure reliability of procurement parameters.
- Harmonize operational practices across the entire network.
- Improve and stabilize the main KPI (On Time Delivery) -> return to 90%.
Action Plan:- Comprehensive review of inventory management strategy and mapping of local practices.
- Optimization of the DDMRP model: recalibration of buffers, improvement of the forecasting model (linear regression, exponential smoothing), process audit, and correction of deviations.
- Creation of new standardized processes and facilitation of training sessions for all Supply & Service Center teams.
- A3 PDCA on the OTD project and management of continuous improvement actions.
Results Obtained:- Measurable reduction in global inventory levels while securing availability (-25%).
- Improved forecast accuracy and reduction in critical shortages.
- Harmonization of practices and skill development of teams, enabling more robust and consistent management.
- Improvement of OTD (50% of the path completed) and empowerment of stakeholders on subsequent actions.
- JULESIndependent Supply Chain ConsultantRETAIL (LARGE RETAILERS)November 2024 - June 2025 (7 months)FranceContext:
- JULES wanted to undertake a global transformation of its Supply Chain and needed to align its logistics operations with new omnichannel challenges.
- Projects were numerous, scattered, and lacked clear transverse management, which slowed down execution and limited operational gains.
- It was necessary to clarify the current situation (diagnosis) and the target (recommendation).
Objectives:- Identify, structure, and manage priority supply projects, while initiating a continuous improvement dynamic to ensure flow reliability and reduce inefficiencies.
- Conduct a complete Supply diagnosis (organization, process, tools), in line with the Vision.
- Propose a target organizational, process, and tool structure for the Supply scope.
Action Plan:- Mapping of existing Supply projects and qualification of their impact on the transformation.
- Selection and prioritization of high operational ROI projects (e.g., End to End Supply dashboard).
- Implementation of project management: scoping, planning, governance, progress meetings.
- Deployment of continuous improvement projects (Lean, problem-solving, standardization).
Results:- Clarified and managed project portfolio, enabling faster and more consistent execution (on Monday).
- Identified and secured operational gains on key logistics flows.
- Progressive adoption of a continuous improvement culture within the teams.
- KIABIDemand/Supply Planning LeaderApril 2021 - November 2024 (3 years and 7 months)Hem, FranceContext:
- I joined the position during a complete company transformation: Offer, IT, Performance, Omnichannel Commerce, Supply, etc.
- Teams had not been managed for 2 years.
- The role of buyer was supposed to disappear (replaced by future tools).
- Overall performance (inventory, product availability, volume visibility, ...) was declining.
Objectives:- Stabilize, secure, and relaunch the Supply function.
- Redefine a target Supply Chain model (organization, process, tools) capable of supporting Kiabi's global transformation: omnichannel, Marketplace, second-hand, Offer, IT, Performance.
- Re-establish reliable performance management (inventory, availability, volume visibility) to bring Supply back to the expected level.
- Engage and onboard the business ecosystem in the transformation, ensuring buy-in, skill development, and change management.
- Sustainably equip the Supply chain with a modern APS (Relex) to ensure reliable decisions and improve economic performance.
Action Plan:- Define recommendations and target supply: organization, process, tools (functional requirements).
- Onboard business teams and their ecosystem (omnichannel commerce, Offer, ...) and implement change management from the project's inception (information, appropriation, and roadmap challenge workshops).
- Validate CAPEX and OPEX.
- Drive, as sponsor, the project launch and monitoring.
- Measure and adjust the trajectory based on results.
Results:- 100% buy-in from business teams and the ecosystem on the evolution of roles.
- Process: mastered through a versatility matrix.
- Tools: replaced by APS (Relex). 100% functional coverage, reduction of in-store inventory, and increased product availability.
Kiabi achieved its best year in history in 2025 in terms of revenue and results.
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Education
- Engineering schoolHEI - Hautes Etudes d'Ingénieur2002
- Master of Business Administration - CAAE (Certificate of Aptitude for Business Administration)IAE Lille2003
Certifications
- CSCP - Certified Supply Chain ProfessionalAPICS