Concrete results.Measurable, repeatable, sustainable.
I support industrial SMEs and mid-size companies in reducing costs, stabilising flows and modernising their Purchasing & Supply Chain processes. Here are three representative engagements showing a clear link between initial issues, actions taken and measured impact.
The figures shown come from ERP data and internal reporting, validated with general management or finance departments.
Three engagements to illustrate results
Contexts vary (SME, mid-cap, division of an international group), but the logic remains the same: clarify the problem, structure actions, steer results and ensure purchasing performance.
Rail maintenance division – International industrial group
Turnaround of an unprofitable division.
Initial problem
- Unprofitable division and financial losses.
- Production inefficiencies and high downtime.
- Compliance and legal risks.
Key actions
- Purchasing restructuring (cost analysis, pricing).
- Framework contracts to secure supplies.
- Production optimization (reduced downtime).
- Process and systems compliance.
Impact & results
Revenue
+0 %
growth for the division
Profitability
Restored
Back to financial breakeven
Compliance
0 %
Legal risks controlled
"A coherent adjustment of prices, contracts and working methods can transform an unprofitable division into a performing activity."
Industrial SME – Electrical infrastructure equipment
Structuring growth and digitalizing flows.
Initial problem
- Lack of structure and informal purchasing processes.
- High inventory risks and stockouts.
- Limited visibility on suppliers and orders.
Key actions
- Optimization of inventory (min/max, coverage).
- Implementation of modern purchasing processes.
- ERP digitalization to steer flows.
- Supplier panel rationalization.
Impact & results
Growth
+0 %
revenue in 3 years
Flows
Reliable
Better visibility stocks/purchases
Errors
Reduced
Fewer entry/order errors
"The combination of digitalization + purchasing process structuring creates a sustainable leverage effect on revenue."
Industrial Mid-Cap – Custom harnesses & cables
Purchasing optimization and logistics costs (multi-sector perimeter).
Initial problem
- Critical supplier shortages.
- Unreliable purchasing processes.
- Sharply rising transport costs.
Key actions
- ERP purchasing module optimization.
- Implementation of rolling forecasts.
- Logistics diversification and negotiation.
- Supplier scorecard and review.
Impact & results
Savings
-45k€
logistics costs / 6 months
Shortages
-0 %
critical shortages (targeted)
OTD
+0 %
customer performance improvement
"More structured purchasing and fine-tuned flow steering can generate rapid gains without degrading service."
How I measure the success of an engagement
Beyond immediate savings, I look at operational stability and the long-term autonomy of your teams.
Financial Impact
TCO, generated savings, margin improvement, reduction of cash tied up in inventory. Gains are calculated with your financial assumptions.
Operational Impact
Reduction of stockouts, reliability of announced deadlines, simplification of physical flows. The goal is to make your daily operations smoother.
Organizational Impact
Increased visibility, quality of tools (ERP, reporting), team autonomy and role clarity to sustain results over time.