Aurélien MILLOT

1) SUPPLY-CHAIN & S.O.P (Standard Operating Procedure) OPTIMIZATION :

• Optimization of sourcing tools (websites, fairs, Yiwu, networking,...) identification of new suppliers & products :
o For demands from the clients for « Adhoc » requests
o For suggestive business (Sourcing Books)
• Creation, update and improvement of suppliers data base :
o Audit/profile of new suppliers
o Follow-up of suppliers performances
o Checking data base
• Creation, update and improvement of product base:
o Product sheets : technical files
o Structure of the data base
o Checking data base
• Creation, update and improvement of internal documents for quotations:
o Template for comparaison for quotations (quantitative & qualitative analysis)
o Template for risks analysis (probabilities, costs...)
o Presentation of choice of selected suppliers
o Update and improvement of contractual external documents:
P/O vs P/I; P/L & C/I; Claim Form; Corrective Actions reports…
• Creation & Implementation of tools for project follow-up::
o Strategical priorities chart per order (minor, major, critical)
o Production, schedule: creation, follow-up
o Implementation of structured Assurance Quality (QA) policy
o Policy of audits & supplier visits
o Certifications management
o Creation of templates & follow-up of QC reports: DPI, PSI,...
• Logistical process optimisation:
o Analysis of competition for forwarders
o Negociations of conditions with partners forwarders
o Management of special offers
o Creation & implementation of a Standard Operating Procedure (SOP)

2) MANAGEMENT:

• « Translation » of customers needs as road map for purchasing department
• Optimization of projects allowances to buyers according to following criteria: working load, past experience, seniority, abilities for certain backgrounds, psychologies…
• Follow-up and control of buyers in daily tasks : training of time management, methods…
• Control of external documents (P/O, P/L, C/I, etc.)
• Control of buyers weekly reports
• Employment, integration & training of new buyers & Quality Control team : training+management
• Follow and control of QC controllers in their daily tasks
• Follow-up of minor problems of buyers
• Personal involvement in bargaining in case of major & critical problems

3) SOURCING & DIRECT PURCHASES:

• Management of sourcing & supply-chain on key requests
• Direct weekly reporting to CEO based in Denmark

4) SALES MANAGEMENT

• Management of both biggest key accounts of the company

ARMAND THIERY: 165 stores in France. N°2 of citywear in terms of volumes, Margin: +4% vs LY

Mission: Overall strategy of citywear (1/3 of menswear turnover: portfolio of 90 millions of euros per year)
Assessment: Rebuilding of citywear dpt with real legitimacy on market, with solid and relevant assortment

• Vision & organisation of the brands policy :
o Rebuilding & complete repositioning of mid & high level prices (Per l’Uomo et Executive)
o Revision of the fashion part by opening up to larger target (Studio)
• Budget:
o Margin Mix: establishment of purchasing prices (target prices), positioning of selling prices, calculation of unit margins, volumes,...
o Affectation & scope of the products, deliveries organisations, repeat order policy (strategy of near or far import balancing all options)
• Collections development:
o Selection among international sourcings of fabrics & garments makers (active & passive way): Italia, France, Spain, Portugal, Rumania, Turkey, India, China, Viet Nam, South Korea, Taiwan…
o Prices Negociations
• Products creation:
o Choice of fabrics, colors, different technical details invented or inspired by diverse worldwide shoppings
o Products development: visits of factories for quality controls

METRO: 100 stores in France. National Strategy based on Professionalisation

Mission : Revision of the structure assortment
Assessment : Rebuilding of sectors on evolutionary, healthy and positive trends

• Sector 1 : Menswear & shoes, luguage (B to C&B)
o Introduction of new brands on sportswear: Esprit, Mexx, Chevignon, Camel, Lee Cooper, Best Mountain, Hero by Wrangler, DIM, HOM….
o Enlargement of the city assortment (suit, blazer, shirt, ties, underwear)
o Creation of a real own brand label policy: entree price (« l’Homme »), midrange (« Authentic »), luxury product (« Taylor & Son »)
o Sourcing : numerous trips in Asia : China, India, Bengladesh, Pakistan, Indonesia…
o Development of B to C by creating niches & new offers
o Positioning as a textile wholesaler for collectivities and textile shops (B to B)



• Sector 2 : Professional textile (B to B)
o Creation of a stylistic différenciation : complete new offer on the market
o Enlargment of the french concept within World Metro Group