Henri Ayard

Responsible of Dyson APAC Demand end-to-end operations and revenue growth optimization via trade promotion optimization, portfolio maximization, smart inventory allocation and trade exclusivity, managing 18 people Team. • Established the demand planning and revenue optimization function within APAC, selected talents to support the transformation across APAC, bridging company objectives with supply chain and Business, Global and Market. • Step changed demand & inventory planning via establishing right culture among senior leadership, processes, capability and system. Turned around forecast accuracy by +25% and excess reduction -20% within one year via robust run to target and clear accountability settings. • Established revenue growth optimization KPIs, governance, analytics and insights. Focused strategy on high gross margin market, channel and products while supporting promotion activities delivery optimum revenue with -4%/-13M savings.

In charge of RPM sufficiency, Production & capacity planning, Distribution, new product supply chain readiness, Logistics Cost and Inventory globally, managing a 23 people Team • Developed an agile and resilient Supply chain via building efficient IWS, loss elimination and embracing synced and touchless supply strategy/tools with digital control tower (99% fill rate, -50% leadtime /-10% inventory, -1$M cost) • Achieved best service globally during COVID via efficient RTT/ BCP, without significant inventory hurt • Inspired my Team to become a highly successful organization via energizing business vision, high delivery targets and, through COVID, established fatigue prevention measures. +5 pts on employee satisfaction survey, best in SG

In charge of Demand Planning Operations & S&OP process globally, managing a 9 people team • Established the Central Planning Team, set the vision for the new global team and operationalized all processes, R&R, capability program which delivered subsequently 15% accuracy improvements • Drove S&OP, accelerating needed interventions in the context of Covid-19 and prevented 15% cash hurt globally • Delivered -20% OOS at counter by implementing intelligent fulfillment for Japan, HK/TW Double hatting role, SK-II ASEAN Market Go to Market change Director, ASEAN, turnover $0.2Bn In Charge of setting up the new logistics go to market from P&G to Luxasia Distributor, managing a 2 people team • Assessed, built capability, closed critical gaps and qualified 5 Luxasia distribution centers and 4 regulatory stickering sites to P&G quality standards • Established the new centralized market logistics team, processes, R&R, capabilities to serve the 5 Luxasia countries • Pioneered the first SK-II plant direct shipment. Reapplied for other customers, driving 1$M yearly cost savings.

In charge of the supply, cross-border and customer logistics, managing a 5 people Team • Optimized RTT process across the supply, physical distribution and order management Teams to deliver +15% service improvements. • Achieved Regulatory stickering and shipment control perfect quality via process standardization and digitalization. • Managed strong customers and Business Team relationship during 2-year global supply constraint crisis and ensured rolling 3-month supply commitments (+-1% accuracy) across 3 supply chains serving 25 countries globally. • Established export logistics compliance/3PL governance/best in class BCP benchmarked across SK-II and P&G.

In charge of multi-category ordering/supply/cross-border and distributor logistics, managing a 3 people Team • Strong service and timely delivery improvements +5% Fill rate/+15% OTD, between 10 sources and 17 distributors • Standardized & Simplified the Ordering and shipment RTT by 80% (-3 contractors) • Assessed, trained and qualified 4 new distributors across ASEAN (MESA VN, RPG PH, DKSH TH, Sangla Foods MY)

In charge of demand (S&OP Leader) for Braun across 40 CEEMEA, EA and ASEAN countries. • Led 25 Distributors Braun demand transition & capability building

In charge of establishing a new supply network to serve 1+ consumers in Africa with top European products • Established the first consolidated P&G export DC in Western Europe to serve distributors in Sub-Sahara countries.

In charge of demand (S&OP Leader) for Hair care brands, Pringles, Duracell • Reduced S&OP reporting workload by 90% and ensured forecast accuracy compliance and bias within +-5% range.

I was operational warehouse stock externalisation project Leader • Led the operational moving steps 2500m² of stock, 500 references for 7 vehicles projects to Toyota Tsusho contractor. Project part of global space optimization in order to create more production capacity. • Used social, reactivity and management skills to study the processes and the ground reality, to prevent and solve problems. • Design and optimisation of new processes and tools to satisfy the pull flow, the FIFO, the part outsourcing and the call processes, the quality controls, the emergency processes to reach the target of 100% stock inventory match and 100% on time delivery. • Successfully audited and trained 8 warehouse and Toyota employees to the new platform

I was Supply Planner for Pampers, Always, Alldays and Tampax for all Nordic Countries. • Responsible of 250 different product stock levels in Nordic Warehouse. • Contact for all 4 brand logistic problems between 4 factories and the warehouse. • Contact for Customer Services for Supply and features’ feasibility. • Used SPA (F6P) and excel tools to manage the stock levels. • Ensured 99 % availability (P&G most important figure). Reached for 4 month upon 5. • Study, Achieve, set up an optimisation communication project between 8 Nordic Supply planners and 26 supplying Plants.

Engineering department, project management • Led the installations of a complement of a palletizer and 3 pallet labellers on shampoo lines to increase the speed or the productivity of the line with the coordination of 5 contractors. • Managed installation and commissioning within planning and budgeted costs. • Achieved eventually speed increase on equipment of approximately 10%, • Audited administrative staff and managers to understand root cause of late payments of engineering department invoices. • Designed a SAP (EGP) procedure to decrease the number of late invoices. • Implemented new procedure and trained department. Achieved payment on time improvement to reach 95% target