Willy B.

2012-12-01 - Today

Managing Director

Management of continuous improvement in Sourcing and quality for Chinese and foreign companies Sourcing of components and qualification of suppliers for customer based in Europe, Africa and USA. Project management for Indian and Chinese customers

2011-01-01 To 2012-12-01

China Area Sourcing Director

Management of a team of 56 persons including Quality, Sourcing, Supply-chain and Industrialization. My team was in charge of managing all the Industrialization and sourcing of components in China coming from various Alstom transport sites in the world and we had to guarantee the QCD performance. Implementation of a project management process with clear steps in order to meet the QCD targets and reduce risks.

2009-08-01 To 2010-12-01

Asia-Pacific Supplier Quality Director

With a team of 36 persons located in China, India and Bahrain, I had to set a competent quality structure able to manage the quality of all components ordered in Asia / Pacific by our production sites located worldwide and increase my team ‘s competency in order to ease the transfer of responsibility from sites to the team in Asia. Development of a supplier base of 110 suppliers, of which 46 are VIP suppliers, currently in use worldwide Improvement of our supplier performances by giving training to suppliers and coaching them. Reduction of non-quality cost by 75% and customer complaints by 60%.

2007-03-01 To 2009-07-01

Worldwide Indirect Sourcing Director

In charge of creating the department which had to manage the general expenses and capital investments for all Alstom Transport Worldwide. This represented a global turnover managed of 1,1 billion of Euros. The team located worldwide was of 89 persons. I was in charge of defining the scope of indirect sourcing and re-organize the function worldwide (General expenses and Capex). Recognition of the function worldwide and empowerment of buyers Elaboration of the indirect sourcing strategy for the coming 3 years, savings reached 11% on the third year. Total savings over 3 years overpassed 240 million of Euros, with a pipeline of 50 million identified.

2006-09-01 To 2010-02-01

Branch Sourcing Director

Branch purchasing Director, managing all Purchasing and Supplier Quality team (207 persons) of the branch Engine cooling (1.5 billion euros of budget). Cost reduction achieved 3.4% and quality improved by 2%.

2003-05-01 To 2006-08-01

Branch Indirect Sourcing Coordinator

General expenses and investments coordinator, manage operationally all indirect sourcing buyers of the branch (25 persons) located worldwide. The budget managed was 150 million of Euros. Savings reached 8%. In charge of managing all the transport flow from Chinese suppliers to any site worldwide (savings: 9.8%), The global budget was 47 million of Euros.

2001-07-01 To 2003-04-01

Supplier Quality Manager

Management of a team of 17 persons in charge of suppliers and components qualification. Management of quality incident and supplier improvement. Incidents have been divided by 10 in 2 years. Reduction of PPM from 1200 to 110 and NCR from 25 per month to 8 per month.

1998-11-01 To 2001-06-01

Group leader Indirect Sourcing

Manage the general expenses of the Valeo Division located in Etaples sur Mer (France) and the capital investments purchases for the entire electrical systems branch. Sites were in Brazil, Mexico, China, South Korea, Poland and France. The budget was of 50 million of Euros. Global cost reduction of 6% by bundling our purchases and implementing a Low-Cost Strategy for tooling

1991-04-01 To 1998-10-01

Project Manager

In charge of managing all Capital Investments projects of all furniture division (4 sites in France). I was in charge of defining specifications, qualifying suppliers, follow-up the development and validating the equipment when delivered in one of our production sites. The global budget was 45 million Euros with a team of 7 persons. Management of more than 70 projects for all our sites. Elaboration of a Supplier selection process with purchasing department

1988-09-01 To 1991-03-01

Supplier Quality Manager

Management of 15 persons in charge of Incoming inspection and final product quality. Increase of incoming inspection efficiency (non -products in production decreased by 20%) Implementation of a IT tool to manage our Cost of Non-Quality (CONQ)