Sabine Bensemhoun

Since 2015 Naval Group - Naval defense industry European leader - 13000 employees. Corporate team based in Paris (75). Corporate Supply Chain Director - direct report to the Executive VP, Industry . Mission: define and deploy the Supply Chain development strategy in a context of great Company transformation plan. Create the Supply Chain strategy, standard organization and jobs, 7 factories Supply Chain teams dotted-line management. – in 2 years: creation of Supply Chain functions communities and animation (Industrial planning, Procurement, Logistics, customs and transportation) Define the Supply Chain mission, harmonized processes and interfaces with other company processes – in 2 years 80% of the processes documented and deployed. Monthly KPI’s definition and follow-up: in 1 year 70% unavailable stocks reduction, deployment of MPS accuracy. Develop Supply Chain maturity on production sites: Supply Chain maturity roadmap creation, annual sites evaluation, plans follow-up – in 2 years all the sites have developed a maturity development plan follow-up. Leading a transvers program of logistics sub-contracting for all the factories: processes harmonization, common logistics specification covering all sites requirements, negotiation. In 2 years, reducing from 4 providers to 1 and saving 12% budget with improved service level.  ERP evolution: Supply Chain requirement, deployment and change management.

Alstom Transport - French worldwide leader of trains manufacturing. Central Supply-Chain team based in Saint-Ouen (93) - 2500 employees - covering the Supply-Chain on-sites worldwide. Mission: support the Supply-Chain teams on-sites to improve their Supply-Chain performance. KPI’s management for 17 sites on a worldwide scope: consolidation, analysis, performance follow-up, individual action plan. Inventory coverage reduced by 15%, 10% reduction of unavailable inventories. Project Manager for a worldwide program of “Development of Supply-Chain Competences on-sites” covering a total population of 1300 employees - Definition of 2 main axis: Talents Management, critical resources development. Main deliverables: Job descriptions and competence level harmonization, talent team retention, common and individual development plans, succession planning, internal and external marketing of the Supply-Chain functions in order to attract new talents, definition of the Supply-Chain career path. First common development program for procurement team launched (200 people worldwide). Business Process Owner for a project « stock policy » to define and deploy a tool and some processes dedicated to optimize the safety stocks management while decreasing missing components in production. Principles definition based on operational indicators, tool requirement, contribution to the provider selection, deployment plan, change management.

Nokia Komarom - Hungary factory - direectly reporting to the Factory Manager. Serving Europe, Eurasia and MEA. Mission : Secure the customer satisfaction and the supply-chain optimisation. Team leadership (250 people including 6 mid-managers in direct reporting) : competence development, talent management, succession planning. Forecasting and orders handling - Orders hadling and OTD KPI's improvement (OTD from 75 to 98%). Leading a cross-functionnal project among the 3 european factories in order to : increase the market and customer understanding within the production units - Service level harmonization, Sales maximization with key customers. Définition and creation of the factory production capacity plan - increasing the factory capacity of 40%. Responsible for planning sub-contracting shipping activities with suppliers, including transportation and customs compliance.

Nokia France - Saint-Ouen (France) Finnish Group - worldwide leader on mobile phone market - French Sales Unit - Sales: 700M€ Supply-Chain Manager - Customers France and Benelux - Operators, Retailers, Distributors. Managing up to 10 people team, reporting to European Logistics Manager (located in Finland) and local General Manager. Mission : team set-up and customer satisfaction improvement (products availability, financial and quality claims handling). Team management (10 people) - Stabilizing 80% of the team and improve the productivity by 25% within an 18 months period of time. Planning and orders: mid-term forecasts consolidation, procurement, priorities management and delivery instructions. Development of collaborative planning with major global customers. Customer orders handling and direct relationship management: Orange, SFR, Bouygues, distributors and retailers. Responsible for mid-term forecast consolidation, update and transmission. Leading progress follow-up and implementation of new processes within the local Logistics team: benchmark, KPI’s follow-up. Logistics and financial customers’ claims, collaborating with Business Control and factories. Follow-up on factories quality and service level. Continuous improvement: benchmark, working process definition and implementation, definition and follow-up of KPI's. Taking care for LSP service level agreement and performance follow-up.

Mission : secure automotive customers satisfaction - Leading a 6 people team. Forecasting and orders handling responsibility. Procurement from factories Customised logistics models definition and implementation for OEM and automotive customers : consignment stocks, buffer stocks... Improvement and corrective actions definition. Service level follow-up and customer satisfaction KPI's follow-up. Crisis management in direct contact with customers : line stops and claims – No line stop penalty charged by automotive customers. Responsible for inventory management – average stock level decreased from 28 to 16 days within a 18 months period thanks to an improved procurement process and a re-negotiation of the logistics contracts with the major customers.