Supply Chain Project Manager

MARTINE LEBLANC B.Sc., MBA

****, *** ****** – Montreal, Quebec, H1Y 2J7 Bilingual:

 514-***-**** French/English

 sg1rvt@r.postjobfree.com

Education

Retail Management HEC-SAQ Jan - April 2010

HEC Montreal, Canada

Master in Business Administration (M.B.A.) Sept 2003 - Dec 2004

University of Sherbrooke, Canada

Bachelor of Science (B.Sc. Communication/Marketing) Sept 1992 – Dec 1995

University of Montreal, Canada

Computer literacy and IT

Manufacturing environment: : ORACLE, SAP, AS400, WEBPLAN, MANUGISTICS, EDI

Including modules related to operations and logistics such as “ MRP, WIP, quality and warehouse management, production planning and master scheduling, material management ” and demand advanced planning system.

Retail/Distribution environment : GSI, TIMETECH

Including modules related to inventory management and demand planning, POS, distribution/warehouse, Open-to-Buy, time keeping and workforce management.

Office: PC and MAC

Microsoft Office (Excel, Word, Access, Power Point, Outlook, Visio, MS Project)

Adobe Creative Suite CS4 (Photoshop, Illustrator, InDesign)

Career Summary

BCBG Max Azria, Montreal, Canada Oct 2009 - May 2010

Retail – High-end women’s apparel with over 1500 stores worldwide.

Business project manager – Special project – Process improvement

• Managing a team of 6 people for the introduction of a new global private label customer

• Analysis of technological needs, research and presentation of solutions for a time and attendance management system

• Mapping/development/documentation of processes for receiving material, store schedule, e-commerce, new customer introduction, etc.

• Development and Implementation of a new Excel tool for store scheduling

Kunzite Consulting, Paris, France April 2007 – Oct 2009

Consulting in communication/marketing, business development, supply chain and logistics.

Co-founder & consultant

• New suppliers development and customer relationship management

• Research of potential supplier, visit and assess of selected suppliers

• Import/Export

• Creation of marketing documents related to products, services and industry.

• International logistics consultancy and Incoterms

• Project management in marketing, communication and web development

Pratt & Whitney, Longueuil, Canada May 2004 – Nov 2005

Aerospace - A US7B$ company, world leader in the design, manufacture and service of aircraft engines.

Senior analyst Jan – Oct 2005

Supplier development and supply chain capacity management (LEAN)

Creation of a new team to provide logistical and operational support to business units and suppliers on all aspects of the supply chain in terms of planning, review of capacity and information processing (SAP, PW portal).

• Develop and implement tools related to supplier assessment, analysis and performance indicators of the supply chain to identify capacity constraints and manage corrective actions

• Audit and monitor the evolution in supply chain capacity

• Analyze the daily requirement for parts, help buyers follow up with suppliers, and establish a level loaded production plan for each part

• Implementation of supply chain best practices

Project leader LEAN – Supply Chain (MBA internship) May – Sept 2004

Led a pilot project at the strategic level of the supply chain organization. As part of the Lean Manufacturing initiatives of the company, the project sponsors required a technical feasibility and a financial analysis of a new initiative that sought to empower suppliers and give them greater involvement within the supply chain and up to the internal production activities.

Sanmina-SCI Corp. Oct 2000 - Dec 2003

Telecommunication - A US10B$ company, global leader in outsourcing manufacturing services for communication, computers, etc.

Project Manager – Production transfer Tatabanya, Hungary April - Aug 2003

Supply Chain / Planning / Master Scheduling

In the context of transferring to a low cost center, the project was divided into two parts: 1-initiate the introduction of two new customers in terms of supply chain and logistics management, 2 - transfer of the production from the French plant to the Hungarian plant. Position was overseeing a team of 8 people.

• Establish a master plan for the transfer (supply chain, engineering, machinery, documentation)

• Manage relationships with suppliers and customers

• Modeling business processes in VISIO

• Management, training and coaching of the Hungarian supply chain team and resource person for the migration to Oracle

Team Leader – Supply chain management and Planning R&D Montreal, Canada, Oct 2000 - Dec 2003

The management of a portfolio representing an annual turnover of US50M$ and over a hundred suppliers. The main tasks were:

• Production planning, negotiation and procurement of electronic components

• Supervision of two buyers

• Monitoring of product development with internal and external engineers

• Management of engineering changes - in terms of supply chain, BOM, production scheduling, manufacturing of concurrent revision

• Customer services - changes in forecast, build to order

• Management priorities - production and supply chain constraints, time-to-market

KPI: cycle time, on-time delivery, B/O, price variance, inventory reduction.

➢ Team Member Implementation of ORACLE to the planning department / buying: modeling the procurement process and demand planning, configuring rules of procurement, replenishment, production planning, relationship the planning system demand.

Animax Inc., Montreal, Canada Oct 1999 - Oct 2000

Retail – Chain of retail stores specialized in pet food and accessories.

Purchasing Manager

Negotiate the cost of goods and transport, and optimize the distribution of inventory through the stores. Develop and research new products, establish pricing and inventory levels and monitor trends and market competition.

• Define, write and implement a company wide policies and procurement procedures

• Standardize products offered through the stores,

• Reduce back orders

• Increase the accuracy of the inventory on hand

• Reduce the loss of goods

• Increase discounts from suppliers

(volume, program loyalty, share of advertising costs).

KPI: sales growth, inventory turnover, profit margin, variance purchase price, revenue by product category, sales per square foot.

La Cordee Plein Air, Montreal, Canada Sept 1994 – Oct 1999

Retail – a regional leader in outdoor sports equipment.

Buyer

➢ Team leader of the Purchasing Department. Led the migration to the computer system Gemmar Systems International (GSI). Transfer the database, setting up the system, technical support to the buying team.

Personal interest

Master in International Trade of Wines and Spirits (Dec 2008)

École Supérieure de Commerce de Dijon, France

Co-author “Hébergements de charme chez les vignerons français” - in library March 2010

Editions de l’Homme, Quebecor Media, Canada

Photography, food, wines and spirits, new consumer technology, cultural travel, wine tourism, swimming.

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