Brice - Chef de projet ARIBA

Expérience professionnelle

Since June 2012:
SPARRING PARTNER MANAGEMENT
Paris
Lean Management
Coaching

04/2010 to 05/2012:
SOCIETE GENERALE Investment Banking
Paris - La Defense

Lean Management
Process optimization
Continuous Improvement
Kaizen, Problem solving
Appreciative Inquiry
Coaching

08/2006 to 04/2010:
SOCIETE GENERALE GROUP
Paris - La Defense
Project Management
Change Management
Training & Coaching
Lean 6 Sigma
eSourcing
Reverse auctions

DIRECTOR & FOUNDER OF THE COMPANY
Consulting company focused on operational efficiency and performance, using lean management methodology and coaching
 Transformation programs of IT infrastructure Departments using lean management methodology
 Implementation of a performance management system, from strategy definition to cascade of KPIs
 Coaching of the management team on time management and performance management

PROJECT MANAGER IN LEAN MANAGEMENT FOR IT SERVICES
Implementation of Lean management & continuous improvement principles to save 25% of capacity and to reduce operational risks
 Transformation programs of IT Departments, with specific involvement in Process efficiency, Voice of customer, and Mindset & behaviours. Combining top-down and bottom-up approach, I reached a high level of adoption of Lean principles for the team for which I was responsible to transform
 Training of business teams in problem solving, Kaizen, standardization and lean principles
 As one of Lean referents of the team I have been in charge to work on methodology improvements and to train junior Lean consultants
 Coaching of teams, managers and head of departments

HEAD OF PROCUREMENT METHODS & IS FOR SOURCING DIVISION
Modernization of purchasing function through tools, processes and best practices
 Transformation of purchasing organizations in 7 countries (France, UK, US, Rumania Czech Republic, Germany and Italy) including:
o Project management for the roll-out and change management program
o Management of a team of 5 internal consultants
o Sourcing process optimization and standardization, using 6 Sigma methodology
o Implementation of Spend Management Solution (Ariba)
o Training and coaching of 200 Managers and buyers
o Coaching of 6 buyers to get their green belt certification (Lean 6 Sigma)
 New tools and new processes were adopted within 3 years, for a total spending through the solution of € 3,500 billions per year

 Tactical cost reduction program
o Introduction of reverse auctions in sourcing to process to help the management to achieve the objectives of cost reduction
o Training of buyers and advices, including definition of strategy for negotiations
o Definition of a methodology to identify opportunities for reverse auctions
 68 reverse auctions were launched in the first 18 months for an amount of € 170 M. We have saved up to € 24 M (14%). Since 2010, 100 reverse auctions per year were launched.

02/2003 to 08/2006:
BRAVOSOLUTION France
Boulogne Billancourt
Business development
Project Management
Change Management
Purchasing consultancy
Cost reduction programs
Training & Coaching
eSourcing
Reverse auctions

ESOURCING DIRECTOR
 eSourcing transformation programs
o Project management and transformation of purchasing organization for clients such as Cegelec (130 buyers in France, Europe and Asia), RTE (50 buyers, 1.000 suppliers), and also smaller programs for other clients
o Training and coaching of managers and buyers to adopt eSourcing practices
o Reverse auction program for Air France: 40 events for a spending of € 50M and 10% savings
 Purchasing consultancy and cost reduction program
o Management of purchasing consultants in charge of diagnosis for direct or indirect purchasing to identify potential savings
o Management of cost reduction programs, including global sourcing and strategy for sourcing (RFx, negotiations, ...)
 For an example, I managed a 6 months cost reduction program for a project in North Africa, including worldwide sourcing. We achieved up to 12% of savings topping the objective of 7% by far.
 Business development
o Acquisition of key Clients (fortune 500) and management of the relationship.
 In 2003 I acquired 75% of the new Clients of the company. I created a business model for private platforms, based on technology and consultancy.

01/2000 to 11/2002:
BUYING PARTNER
Sophia Antipolis
Entrepreneurship
Business development
Project Management
Purchasing consultancy
Cost reduction programs
Training & Coaching
eSourcing
Reverse auctions

CEO & FOUNDER OF THE COMPANY
Buying-Partner was an eSourcing provider focused on large sized companies. In early 2000, we were precursors on the French market.
 Creation and management of the company
o Management of a team of 35 people, with offices in Paris and Sophia Antipolis
o Funds raising (€ 3,9 M) and management of relationships with investors
o Development of the concept of eSourcing (RFx, Reverse auctions, ...)
 Purchasing and eSourcing consultancy
o Leading operations and management of purchasing consultants for clients such as Bouygues Telecom, Air Liquide, Nexans, Snecma, Steelcase, Thales, ...
 Business development
o Marketing and communication of the company to create a strong corporate brand name to acquire visibility on the market
o Acquisition of key clients (large sized companies)

06/1994 to 01/2000:
ACCENTURE
Sophia Antipolis
Purchasing Management
Purchasing organization
Process definition
Cost reduction
eProcurement

PURCHASING MANAGER
 Creation and management of the purchasing function
o Responsible to define the organization, processes and procedures
o Management of a team of 4 buyers
o Implementation of an eOrdering system (Oracle)
 Cost reduction program
o Diagnosis and analysis of spending
o Management of the cost reduction program including sourcing and negotiations
o Direct report to the Managing Director of Accenture Sophia Antipolis
 Achievements: 20% global savings (3 years program), reduced supplier base by 20%, cut out of maverick orders (< 5%)