Pascal Josso
About
Pascal Josso is from Amiens, Hauts-de-France, France. Pascal works in the following industries: "Automotive". Pascal is currently Europe Purchasing Director at REYDEL AUTOMOTIVE then SMRC (Samvardhana Motherson Reydel Companies), located in Harnes, France. In Pascal's previous role as a Field Supply Chain, Quality and Process Director at Carrier Corporation, Pascal worked in Paris until Jan 2015. Prior to joining Carrier Corporation, Pascal was a Supply Chain Director at Carrier Corporation and held the position of Supply Chain Director at Rueil-Malmaison. Prior to that, Pascal was a Purchasing Director at Carrier Corporation from Jan 2008 to Jun 2010. Pascal started working as Purchasing Director at Valeo in Dec 2005. From Jan 2003 to Jan 2005, Pascal was Purchasing Director at Valeo Electrical Systems Inc.. Prior to that, Pascal was a Purchasing manager at Valeo from Feb 1999 to May 2003. Pascal started working as Outsourcing Manager at Nortel Networks in Châteaudun in Nov 1998.
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Pascal Josso's current jobs
Manage Purchasing in Europe within an automotive tier one Supplier. 8 plants from Morocco to Russia- Covering new programs & serial life, plant Cost Reduction and People management. Set up collaborative tools Turn around the organization and make it progress to the right level.
Pascal Josso's past jobs
Manage the purchasing for all the entities in Europe, the logistics from the factory to 25 different countries, quality with non-quality cost reductions and the processes (ACE: Achieving Competiveness for Excellence) for CCR Europe.
On top of my Purchasing responsabilities, I was also in charge of managing the transportation from the manufacturing sites to the 25 different entities. I was deeply involved in an industrial transfer from Italy to Hungary from March 2011 to October 2011. . Manage logistics (Transport, warehouse) . Crisis management . Hiring in Hungary . Project management . Management of people spread all over Europe
Managed Purchasing for 7 sites(Germany, Cz Rep, France, Hungary, Sweden) . Transfer of the coordination team from Germany to Czech Republic. Managed to recruit from internal and external a complete team by the end of 2008 and set up directions on commodity strategies for the next 2 years. Developed the team and performance as one of the strongest contributor to the EBIT in 2009. . 20 people management . Purchasing tools & Processes set up . Communication (Purchasing team, finance, HR..) . Competency development . Strategy definition . Supplier reduction
Gave some momentum back to the purchasing team Create and manage a new European coordination in order to leverage some productivities Outsource the Iron casting activity
I arrived in the position after 6 months of vacancies. The environment was downsizing year after year (-50% of turnover in 2 years). My role was to adjust as much as possible the organization and deal with the main challenges: get cost reductions despite the increase in raw material, outsource any of the internal activities (turned parts, stamping, injection molding) . Cost Reductions achievements: 5,2% in 2003, 3,5% in 2004 (incl. Raw Material) . Supply base located in North America, Mexico, Brazil, China (40% Purchasing in Low Cost Countries)
Manage purchasing for 2 plants: Reilly (Wiper Blades) and Châtellerault (Wiper Motors) Purchasing coordinator for the packaging in Europe Manage Supplier Quality, General Expenses, Commodity buyers, Projects buyers.
In cooperation with the corporate strategy, I was in charge of implementing an outsourcing strategy on new and current products. This gives me some basis in project management, activity transfer, supplier selection, price and contract negotiation.
Implementation of a local technical organization to support manufacturing and purchasing activities for any technical or quality actions in relation with suppliers. Supplier Quality Strategy | Coordination with sister factory in Raleigh (NC)- USA
I started as a quality engineer in the incoming inspection department. Then I took the lead of that department and merging it with the reception. After we needed to prepare the take over by Nortel of the factory and I was in charge of implementing a procurement department with the support of a centralized organization for negotiation.