Jérôme Peyron

Within a central team, I supported the group's Maisons (75) on Operations (Supply Chain, Manufacturing) issues.

The objective was to create synergies, support the strategy, and share best practices.

Here are some examples of projects I managed:

-> Scoping, management, and implementation of a group transport carbon footprint measurement project. Approach focused on 3 pillars: carbon footprint measurement - creation of a technical and organizational core model. Definition of the reporting methodology within the framework of CSRD.

Management of the reduction trajectory (in line with group objectives).

-> Management and coordination of a group coordination on the subject of "BtoB & BtoC Transport" - 3 events/year, 40 people (Supply Director, Transport Director, Customs Director, ...). Objectives: sharing best practices, workshops. Topics covered: organization / IS & tools / digitalization / performance and carrier management / CO2 impact /...

-> Deployment of a continuous improvement strategy in group warehouses (Louis Vuitton, Le Bon Marché, ...)

->Operational management of a Premium Last Mile Delivery project (operational mode definition, IT system integration, communication, ...).

Management of finished goods storage, order picking, and shipping activities.

-> Management and leadership of the team's daily activities (activity leaders, logistics managers, forklift operators - 35 people). Assistance in preparing annual reviews.

-> Recruitment, monitoring, and sizing of all temporary staff (approx. 15/year).

-> Project management (storage algorithm, AI, indicator management, ...) and supervision of 2 engineering interns, 1 apprentice.

-> Rotation as on-call manager for staggered shifts (production, logistics... - 250 people).

-> Management of consumable purchases and supplies (budget €1M). Implementation and management of the logistics continuous improvement initiative (5 Whys, forms, flash meetings, steering meetings, monthly meetings).

-> Implementation of general activity reporting via POWER BI through KPI development (activity, maintenance, storage, ...).

-> Creation of activity forecast models (storage, shipments...) and modeling of a "medium-term logistics plan".

Development of the 4.0 digital strategy for the department within Supply Chain, Heritage, Visits, HR departments, etc. Daily monitoring of production teams on our continuous improvement tools (training, needs expression). Drafting of technical specifications, identification of potential service providers, analysis of proposals, and final selection for the installation of a CMMS for the maintenance department.