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A clear method.
Controlled execution.

My supply chain optimisation approach combines data analysis (ERP, flows, stock) and field immersion to understand your real constraints.

The goal: build simple, prioritized action plans that are actually implemented.

An approach designed for industrial SMEs and mid-size companies: simple to understand, demanding in execution.

Data
Diagnosis
Plan
Execution
Results

A 4-step approach

A structured methodology, repeatable from one client to another, but adapted to your industrial context.

1. Immersion & Data

Analysis of purchasing, flows and stock. Extraction of key data (ERP, Excel). Interviews with field teams.

2. ROI Prioritization

Selection of high-impact levers (costs, stockouts, cash, workload). 90-day roadmap.

3. Field Deployment

Workshops, tests, adjustments. Implementation of actions with your teams, not on the side.

4. Steering & Stability

Monitoring of results, KPI review, adjustments and handover to stabilize gains.

The IM Consulting framework

An intervention built around three indispensable pillars.

Discover purchasing and supply chain mission formats →

Data & Analysis

Purchasing & supply chain KPIs, segmentation, TCO, leadtime, stock coverage.

Field Reality

Shop floor/warehouse visits, exchanges with teams, observation of real flows.

Results & Execution

Clear action plans, tracked gains, steering routines, handover to your teams.

What does a typical engagement look like?

Moving from an organization under constraint to clear and controlled steering.

Before engagement

  • •Partial visibility on spend and flows
  • •Recurrent stock-outs on certain references
  • •Many emergencies, little time to structure
  • •Underutilized ERP, scattered reporting

After 6–12 months

  • •Clear mapping of spend and suppliers
  • •Reduced stock-outs and better controlled inventory
  • •90-day action plan followed and adjusted
  • •Simple KPIs shared between purchasing, SC and management

Frequently asked questions about the approach

What does the first week of an engagement look like in practice?

I familiarize myself with your context (site, activity, issues), retrieve key data (purchasing, stocks, flows), meet the main stakeholders, and clarify the scope and objectives with management.

How do you combine data analysis and on-the-ground work?

I don't just look at the numbers. I use your ERP and existing files, but then I go to the field to understand the real flows, and I compare the two to identify true performance opportunities.

How do you work with our internal teams on a day-to-day basis?

Through co-construction: workshops, regular check-ins. I involve operational staff and management with a clear goal: making your teams autonomous and not dependent on my intervention.

Is your approach the same for a small company and a large industrial site?

The skeleton of the method is the same (data + field + plan + steering), but I adapt the depth of analysis, the level of detail of deliverables, as well as the rhythm and format of exchanges.

What kind of steering routines do you put in place?

Weekly or bi-monthly progress updates, KPI reviews, continuous adjustment of the action plan, and a gradual transfer to your internal rituals (steering committees, supplier reviews).