Mickael Ilic

Sector: Power Electronics | Mission: Sylob 9 ERP consulting & optimization | Context: multi-site, multi-BU, significant EMS subcontracting

Successes and achievements:

– Net Requirements Calculation (MRP): reliability of configuration and key behaviors (targeted MRP, excess inventory, induced demand), test scenarios, and team training.

– Subcontracting & MES: definition of subcontracting flows (fixed price, component transfers, card serialization) and securing changes to orders during production.

– Inventory & Data Architecture Redesign: management of a consolidation plan from ~30 sites to 4 (inventory of 3,000+ items), with end-to-end impact analysis, migration methodology, and change management.

– AI & Automation (Claude via API): exploration and implementation of AI utilization to leverage Sylob data — automated reporting and analysis (REST web service / API), with extension to writing for automating ERP processes.

– Purchasing Document Management: automation of supplier document publication (integrated into purchase orders or as attachments based on format).

– Management & BI: design of indicators and queries (OTD, revenue to be invoiced by BU).

– Methodology: source-first approach (all tested and documented), user training, stakeholder alignment (management, QHSE/ERP, supply chain, R&D).

– Digital Transformation: transition from Excel-based management to actual Sylob 9 utilization; implementation of barcode traceability (handheld scanners) in production and logistics, and definition of stock transfer to third-party logistics providers (3PL).

Sector: Wholesale of electronic components and equipment | Staff: 25-49 | Purchasing Revenue: €3.5M

Successes and achievements:

– Sourcing: Research, evaluation, and integration of new suppliers from Eastern Europe and Asia into the strategic portfolio, diversifying supply sources and reducing labor costs by up to 80% for certain projects.

– SYLOB ERP Optimization: Complete overhaul of the procurement system, activation of the subcontracting module, and automation of orders with attached plans, reducing order processing time from 20 minutes to 3 minutes, saving 133 hours/year.

– International Supply Chain Strategic Management: Diversification of transport methods from China (air, sea), cutting logistics costs by four and adapting delivery times to operational needs, thereby improving cash flow.

– Supplier Scorecard Implementation: Objective evaluation based on cost, quality, delivery times, and reliability, strengthening collaboration and improving the performance of strategic suppliers.

– Lean Management and Waste Reduction: Implementation of processes to eliminate errors in order management, standardization of internal procedures, and team training, increasing operational efficiency.

– Subcontracting: Management and coordination of subcontractors in Eastern Europe and China, ensuring compliance with deadlines, quality, and costs.

– Inventory Optimization: Pareto 80/15/5 analysis to identify high-value items, adjustment of purchasing levels, and implementation of min-max stock, reducing dead stock and improving the availability of critical parts.

Sector: Manufacturing of electrical equipment | Staff: 20-49 | Purchasing Revenue: €3M

Successes and achievements:

– Global Purchasing Strategy Development: Application of Supplier Consolidation, reduction of the supplier portfolio from 6 to 3, negotiation of framework agreements, leading to a 30% increase in turnover (from €4.5M to €6.1M).

– Digital Transformation of Purchasing: Optimization of SAGE 100C ERP usage, automation of inventory management processes, elimination of manual tasks, improving data accuracy and responsiveness.

– Subcontracting of Electronic Parts: Management of subcontracting for PCB manufacturing, sending specific parts to France and China, ensuring compliance with quality standards and deadlines for critical applications.

– Supplier Performance Management: Implementation of objective KPIs to evaluate suppliers, based on measurable criteria, enabling transparent management and continuous performance improvement.

– Inventory and Flow Optimization: Introduction of minimum stocks through framework agreements inspired by Vendor Managed Inventory (VMI), ensuring constant availability of critical parts and reducing stockouts.

– Leadership and Change Management: Leading a cultural transformation to adopt new practices, training teams on ERP usage, fostering buy-in to new processes, and improving team cohesion.