BORIS S. 29 years – Double Degree: ESC + MASTER SUP of LOG
ELYSIS invites you to discover the Logistics Project Manager by sharing the career of Boris S. Supply Chain Consultant since June 2002
Boris, can you explain to us your activity at ELYSIS?
For 18 months, I have been consulting as a consultant on different stages of supply chain and logistical issues, with major industrial groups, in very varied fields of application:
- Coordinate transportation for large projects abroad,
- Manage cross-trades flows, cross-border trade practice,
- Analyze and optimize specific inventory management
- Define and implement a turnkey logistics organization for an infrastructure project
These missions consist in immersing myself in customer needs, analyzing the logistics structure and providing relevant, profitable and effective solutions over time. My double degree, international trade and logistics, completed with several years of experience in freight forwarding allow me to quickly adapt to different situations, and bring quick-win solutions to companies.
What are the stakes of your customers and why do they use consulting?
The recent economic context and the increase in logistical costs explain to a large extent the change in the positioning of my activity within organizations: the supply chain has become a strategic function of optimization and differentiation.
The needs of our customers are primarily focused on flexibility and visibility: analyzing, understanding, anticipating and managing the flow of supply, manufacturing and distribution. The speed of delivery of products, parts, is also a strong argument of competitive advantage.
Our intervention therefore becomes strategic since we are able to objectively evaluate their logistics organization in place, and to provide sound advice in a timely manner. My role does not stop there since I am often asked to pilot the actions prescribed, which allows our customers to make sure that the project is correctly deployed.
Is there a “typical” logistics organization model?
The unique model does not exist. Each industry requires solutions adapted to its type of manufacturing, but the methodology remains the same: the logistic choices must be related to the interactions between the physical, financial and information flows of each project. Communication is also a key factor on industrial projects, in the phase of change support, to make accept by all the modifications of methods ofjob.
What difficulties do you encounter most of the time?
The non-adherence of internal stakeholders to change is one of the main obstacles to the progress of projects. To avoid any conflict, it is necessary to understand, from the beginning, the different positions that could be affected, directly or collaterally, by the project. In agreement with the client, we propose the participation of these people in the interviews, the consultations, which can also be interesting on the ideas to be exploited, while taking care not to be locked in a unique solution. In any case, we must ensure the mobilization of all teams, providing regular information, always in agreement with the owner, throughout the progress of the service.