Concrete levers for improvement
I help you transform your purchasing, supply chain and ERP into measurable performance levers, rather than sources of daily tension.
The most common situations I encounter
People usually reach out when pressure builds on costs, lead times or reliability, and existing tools no longer suffice.
You will probably recognize yourself in one of these three areas: purchasing, supply chain or ERP & data.
Purchasing
No clear visibility on spend, difficult renegotiations and heavy dependence on a few suppliers.
Supply Chain
Stockouts, excess inventory, unstable lead times and internal tensions between production, sales and purchasing.
ERP & Data
Underused ERP, unreliable data and day-to-day management via Excel.
Areas of intervention
Three main levers to improve your operational and financial performance.
Structuring Purchasing
Clarify perimeters, secure conditions and give visibility to teams.
- • Purchasing strategy & segmentation
- • Targeted renegotiations
- • Pragmatic policies & procedures
- • Supplier performance management
Optimizing Supply Chain
Secure flows, reduce stockouts and optimize inventory levels.
- • Flow & inventory diagnostic
- • Robust replenishment rules
- • Planning reliability
- • Service level improvement
Reliable ERP & Data
Make the ERP a trusted tool for decision making and daily operations.
- • Clarified purchasing / supply / sales processes
- • Pragmatic reconfiguration
- • Data quality (master data)
- • Automated dashboards
Types of engagement
From flash diagnostic to long-term support, depending on your challenges and internal resources.
Flash Diagnostic
2–3 days to clarify your situation, identify issues objectively and prioritise actions.
Project Assignment
3 to 6 months to restructure your purchasing, supply chain or ERP processes.
Monthly Support
1 to 2 days per month to install new ways of working in a sustainable way.
savings in 6 months
order processing speed
critical stockouts
Let's move your purchasing, supply chain and ERP forward.
Discuss your situationFrequently asked questions about services
What type of SMEs do you work best with?+
I mainly work with industrial SMEs between 20 and 100 employees, with physical flows, multiple suppliers and an existing ERP, even if it is poorly used today.
Do you only work on purchasing, or also on supply chain and ERP?+
I work on purchasing, supply chain and ERP together. The goal is to align flows, data and business rules across these three areas.
Can we start with a diagnostic before a longer assignment?+
Yes, that is often the most efficient approach. A flash assessment makes it possible to clarify the situation, prioritise topics and then decide on the right engagement model.
Can you work with an existing management team (CFO, operations director, purchasing manager)?+
Yes. My role is to bring a transversal view, help clarify priorities and secure implementation together with the existing team.