my 31 years profesional career summarized in some slides

1. Overview of my Background
Thierry Verlhiac
19/04/2012
March 2012
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2. Several Backgrounds
1. Technical
2. Customers
3. Markets
4. Project Management
5. Contract Management
6. Site Procurement Manager
7. Procurement Target achieved
8. Strong and weak points
9. Conclusion
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3. 1. Technical
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4. 1 - Technical
1 – 1 First job: Turner
– Horizontal
– Vertical
But also on
– Milling machine
– Grinding machine
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5. 1 – Technical / Quality
1 – 2 Organized and Managed Audit in
USA Middle East
• West coast to East Coast, • Israel,
• Turkey,
Canada
Europe
• Quebec and Ontario,
• Switzerland,
Mexico • UK,
• Sonora state, • Germany,
India • Benelux,
• Austria,
• Karnataka state (Bangalore and around),
• Italy,
China • Spain,
• Liaoning (Shenyang), Guizhou (Liyang), • Norway.
Shaanxi (Xi’an), Sichuan (Chengdu)
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6. 1 – Technical / Products
1 – 3 different categories of products
• Forgings • Small Assys
– Compressor blades, flash welding rings, die – Sheet metals and machined parts
press forgings, rolled forgings, • Fasteners
– Titanium, steel, nickel-based alloy and aluminum, – Bolts, nuts, Inserts, Studs, rivets, pins and
• Castings screws
– Die casting (lost wax) • Sheet Metals
– Titanium, steel base and aluminum – From a small bracket to a big frame
• Machining • Harnesses
– All types of machining (Turning, milling, grinding, – Electrical harnesses
drilling (deep), polishing,….)
– All materials
• Special processes
• R/M
– FPI, Coating, anodizing, painting, shoot peening,
– Plates, sheets, strip, bars, heat treatment, marking, X-ray, welding…
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7. 1 – Technical / Documentation
1 – 4 type of customers documentation
• Mainly built to print
But also
• Built to specification
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8. 2. Customers
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9. 2 - Customers
• For Snecma Corbeil/ Evry and Gennevilliers
– General Electric (CFM56, CF6-50, 80A, C & E LM2500, 6000)
– Snecma (All programs)
• For RUAG Aerospace Plan-Les-Ouates
– Snecma (SAM146, TP400, GP7200)
– General Electric (CFM56, CF34-10A & E, F404 )
– Dassault ( Falcon 900 & 7X )
– Eurocopter (NH90)
– Boeing (F/A 18 C/D & E/F)
– Nortrop Grumann (F/A 18 C/D)
• For RUAG Technology Emmen (Lucerne)
– Airbus -UK, Germany and France- (A320/330/340/380)
– General Electric (CF34-10E)
– Dassault (( Falcon 900 & 7X & Rafale)
– Bombardier (CRJ700/900 & 1000)
– Boeing Military (F/A 18 C/D )
– Nortrop Grumann (F/A 18 C/D)
– SAAB (Gripen)
– Pilatus (PC12, 21)
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10. 3. Markets
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11. 3 - Markets
• Sourcing
– India March 2011
– Engineering and production approach
• Benchmarking
– Sheet Metals for Bombardier CRJ series project
• Started in July 2009
• October 2009 proposals
– 80 suppliers approached
– 60 NDA and RFI received
– 42 quoted (partial or completed): +400 P/Ns
– 4 recommendations to the RUAG Management
» South Africa, South Korea, Los Angeles and France (Tunisia)
(Aerosud) (-) ( Swift Cor) (Auvergne Aeronautique)
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12. 3 - Markets
• Surveillance
– Visit Air show
– Aerospace network open
• Technological watch
– During suppliers or customers visit
• RFI
– regularly sent RFI in the market for new suppliers
• Suppliers data base up-to-date
– Request to my suppliers yearly update of their qualification,
machines, new customers contracts, etc…
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13. 4. Project Management
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14. 4 - Project Management
4 – 1 Snecma 1998 – 2005
• Canada, Israel 1998 - 2000
– Team: Leader: Myself - Quality product
– FAI and Ramp up
• China (3 different locations) K-Projects: Offset 2000 - 2005
– Team: Leader: Myself - Quality product - Expatriate in China – Local Engineers
– FAI and Ramp up
• Turkey K-Projects: Offset 2000 - 2005
– Team: Leader: Myself - Quality product
– FAI and Ramp up
• USA, Europe 2000 - 2005
– Team: Leader: Myself - Quality product
– FAI and Ramp up
• Norway K-Projects: most competitive Snecma Competitor 2003
– Team: Leader: Myself - Quality product – Production - Engineering
– Productivity plan
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15. 4 - Project Management
4 – 2 RUAG 2005 - 2011
• Sheet Metals welded
– Production Transfer from UK to Canada 8 P/Ns
• Transfer of tooling with modification
• B/P not updated from the latest customer
• Continue to deliver the assembly line (old source had a delay > 4 months)
• Approved the new FAIR and have a very quick ramp up
• Sheet Metals
– Production Transfer from UK to US (Los Angeles) 300 P/Ns
• Transfer of tooling without modification
• Build a buffer stock (from 1 to 4 months: depending of the complexity of the parts)
• Approved the new FAIR and have a quick ramp up
• Build a buffer stock of 3 months production in 6 months
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16. 4 - Project Management
4 – 3 RUAG 2010 - 2011
• Lead a built to spec project
– Participate to the Customer reporting meeting (Quarterly meeting)
• responsible for purchasing procedures up-to-date
– Report to the project Leader (Weekly meeting)
– Managed all the procurement issues (Weekly meeting)
• 4 strategic Buyers and their operative
1. Turning, Milling and R/M
2. Fasteners
3. Tooling
4. Sheet Metals, Harnesses (myself)
• Keep the prices into the Budget
• Suppliers approvals
• Lead-times
• Export / import Licenses
• KPI’s for the Project Leader
• Provisory B/P’s with the engineering
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17. 5. Contract Management
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18. 5 – Contract Management
• Snecma
– Negotiated and signed LTA
• 3 years in general, 5 for few CFM56-7B
– New or
– Renewal frame contract (China)
• 10 years for spare parts
• RUAG
– Negotiated and signed LTA
• 5 years
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19. 6. Site Procurement Manager
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20. 6 – Site Procurement Manager
• Plan-Les-Ouates 2005 – 2009
• Managed 2 Buyers
– One was responsible for all the cutting tools (10% of the budget)
– One for the indirect procurement (5% of the budget)
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21. 7. Procurement Target achieved
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22. 7. Procurement Target achieved 1/8
• 1990 – 1994: Strategic and operative (Diamonds, abrasives, graphite and copper electrodes &
broaching tools)
– In 1990: 1000 P/Os – 100 suppliers
1. Put 90% of my portfolios in contract (15 suppliers)
2. The rest of 10% in 2 brokers
3. In average between -4% to -20% for the prices per commodity
4. Sold my strategy to the main stakeholders in 2 sites
• 1994 – 1996: Strategic and operative (Turbine Castings)
1. For the department
• Recovered 60% of the cost of the Non Quality Events of the suppliers – 1989/1994 (3 M€)
2. Reduced the delay of my 3 suppliers
• In binomial with quality representative
– Weekly reports and phone call
– Monthly visit to check physically the production
» Inventory
» Final quality inspection
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23. 7. Procurement Target achieved 2/8
• 1996 – 1998: Strategic (Flash Welded Ring)
– Benchmarking of the commodity (5 suppliers in the world)
1. Renegotiated 3 years LTA’s with 2 main suppliers + one for
specific production
2. Put in place buffer stock of 2 weeks in the suppliers
3. In average -2% for the prices per year
• 1998 – 2000: Strategic (Compressor blades and Vanes)
– Transfer parts from a end customer facility to a monopolistic supplier (quality and price
issues)
– Renegotiated a LTA with a monopolistic supplier in Israel
• Mainly formula for the titanium R/M (50% of the price) and labor +1%/year
• Reduce drastically the assembly line stoppage by
– Buffer stock in the suppliers (partially successful)
– Daily phone call + Excel reporting then weekly
– Quarterly visit with one assembly line operative buyer for a complete week
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24. 7. Procurement Target achieved 3/8
• 2000 - 2005: Strategic (Rotating parts: Disks, Blisks, shafts, spools, shrouds, etc…)
– Renegotiated LTA 3 (years) with 3 companies in China with Offset obligations for:
– Parts still in development
– New parts transferred from
– French suppliers: divide the price by 2
– Internal production: divide the price by 2.5
– Mass production parts for 80% of the volume (20% in France) of the program.
– Small volume 100%
– Most of the operative business was thru our expatriate and local Snecma representative in
China with weekly reporting to me.
– Responsible of the KPI’s with reporting to the top management monthly
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25. 7. Procurement Target achieved 4/8
• 2000 - 2005: Strategic (in addition)
– Negotiated a LTA (5 years) in Turkey
– By Make or buy approach
– Price reduced by 40% for the 1st year then -2% /year,
– Mass production parts from 20% (3rd supplier) to 100% of the program,
– Quarterly visit with a quality products representative for a complete week,
– Responsible of the KPI’s with reporting to the top management monthly,
– Negotiated a LTA (10 years) in Switzerland
– End life Spare parts
– Negotiated several LTA (3 years) in USA, Germany, Italy,
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26. 7. Procurement Target achieved 5/8
• 2000 - 2005: Strategic (in addition)
– Negotiated a productivity plan in Norway,
– Leader for a group of 3 persons: Quality + Engineer
– Study the process in detail
• 2005 – 2009: Strategic
– Negotiated LTA with forging and casting companies
– logistics and quality issues for Customers LTA
– 5 years LTA for titanium plates
– Formalized all the special processes strategy
• Initiated Double sources,
• Used new approved customer sources,
• Negotiated logistics terms and reporting
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27. 7. Procurement Target achieved 6/8
2005 – 2009: Site Procurement Manager (Engine and structure parts)
Re-organized the department
• Before: • After:
– R/M were managed by the CEO, – I was responsible for the R/M (for the division from
– the special processes by the logistic (reporting to the 2006: 3 sites),
production manager) and – had one specific technical buyer for the cutting tools
– the rest by the engineering (1MFr./year) and
– One operative buyer for the indirect procurement .
– Create and put in place internal procedures
• Before: • After:
– R/M P/O placed when the suppliers had capacities or – R/M: Linked between sales P/O the lead-times for
when some stock of plates of titanium were available the production and our subcontractor . With in
and prices interesting (stock till 5 years of addition a buffer stock to avoid the production
production) stoppage (divide by 5 the value the stock in 3 years).
– The parts shipped in express (from France and USA) – Schedule the parts for our subcontractors with
– when available from the suppliers (no respect weekly forecasts (+/- 2 days) and a shuttle for the
of the schedule of the P/O) transport (France)
– After a request from somebody from the – Create a procurement request to be signed by the
production (free production capacity) M+1 for the requirement, yearly prices and
conditions approved with the suppliers with 2
suppliers maximum per main products.
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28. 7. Procurement Target achieved 6/8
2005 – 2009: Site Procurement Manager (Engine and structure parts)
• Before:
– R/M P/O placed when the suppliers had capacities or • After:
when some stock of plates of titanium were available – R/M: Linked between sales P/O the lead-times for
and prices interesting (stock till 5 years of the production and our subcontractor . With in
production) addition a buffer stock to avoid the production
– The parts shipped in express (from France and USA) stoppage (divide by 5 the value the stock in 3 years).
– when available from the suppliers (no respect – Schedule the parts for our subcontractors with
of the schedule of the P/O) weekly forecasts (+/- 2 days) and a shuttle for the
– After a request from somebody from the transport (France)
production (free production capacity) – Create a procurement request to be signed by the
M+1 for the requirement, yearly prices and
conditions approved with the suppliers with 2
suppliers maximum per main products.
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29. 7. Procurement Target achieved 7/8
• 2005 – 2009: Site Procurement Manager (in addition)
• Develop the synergies with the division by using the umbrella contracts
• “Sold” the procurement to all the internal Leaders (complete new approach for the
site)
– Production , Quality, engineering, program, finance and Site Manager
• 2009 – 2011: Strategic procurement manager (structure parts)
• Managed an UK supplier unable to deliver 500 FAIRs in 6 months
• In parallel, launched a world benchmarking (see slide 11)
– Shown that the Low Cost market is not necessary in China but can be somewhere else.
» 55% in average of reduction of the cost by transferring 400 P/Ns in L.A. in a supplier
already approved for the complex parts with the customers (Transfer plan: 6 months for all
the FAIRs with 100 parts using tooling from the old source).
– Procurement Leader for a “Built to Spec” project /Dassault
» Managed the schedule of this project with the procurement team (See slide 16)
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30. 7. Procurement Target achieved 8/8
• Nov. 2011 to Now: Procurement Business Partner at Syngenta Crop Protection
1. Direct leadership of major categories/sub-categories of indirect procurement (Capex
and Opex)
• Piping,
• Civil Construction,
3. Sourcing projects strategy by market analysis,
• Fire protection/detection
4. Support stakeholders for suppliers choice,
5. Contracts negotiation,
6. Improvement of the performance of the Key suppliers,
• Simplification of processes
• Load / capacity analysis
• SRM
7. Propose global approach strategy to my colleagues
8. Procurement co-leader for the preparation of the
ISO 9001 certification,
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31. 8. Strong and weak points
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32. 8. Strong points 1/2
• Some characteristics which describe my personality (In disorder):
– Has the ability to predict accurate results.
– Trustworthy and has a stabilizing presence.
– Loyal, conscientious and work hard to produce results.
– A good mediator in the settlement of conflicts.
– Seen by most as a person of integrity and sincerity.
– Fits assuming its function and responsibilities.
– Comfortable in personal reflection and in relations with others
– Good listening. Can help others achieve their goals.
– Tolerant and generous.
– Respectful of the needs of others.
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33. 8. Weak points 2/2
• Some characteristics which describe my personality (In disorder):
– Tendency to focus on past failures rather than successes,
– May unknowingly sacrifice her own needs for others,
– Often feel responsible for others,
– Has a low level of German
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34. To Summarize 30 years in the
Aerospace
Business
12 years in Project
Management
Only 48 Years old
w ith my strong and
w eak points
22 years of
experience
3
Markets
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35. 9. Conclusion
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36. 8. Conclusion
• Experiment Professional with
• Focus in
– Stakeholders satisfaction,
– Partnership with the suppliers
– Objective and result oriented
– Work for the Team and the company not for me
• Motivated and young spirit
• Like to transfer my knowhow to the group
• Would be happy to enter in a strong Aerospace company
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