Romain Lucas

• Managed a senior team of 9 planners and achieved the best business growth in the Great Places To Work engagement score (increasing from 68% to 99%) by hiring, directing, and motivating experienced team members during challenging business transformations. • Led forecasting, purchasing, and supplier management activities for 30,000 SKUs, 350 suppliers, and a $100M inventory of consumables, equipment, and spare parts while achieving targets on service levels, backorders, working capital, and revenue. • Successfully designed, implemented, and facilitated a comprehensive Sales and Operations Planning (S&OP) process for the Senior leadership team, which streamlined cross-departmental communication, resulting in enhanced operational efficiency. • Cross-functional team leadership on projects, including machine learning to predict backorders, digital transformation for e-commerce, and a DIFOT monitoring system. Utilized analytical skills to create BI dashboards for business process improvement. • In 2023, acting as a part time Consultant from the US to advise on Supply Chain Optimization for Australia.

• Progressively increased responsibilities leading to the hiring and development of a junior team of 5 people responsible for consignment stock analysis and management, expiry coordination, New Product Introduction, and product lifecycle management. • Managed a $50M inventory across five regional distribution centers and 350 hospitals, and reduced consignment stock by 5% throughout the business through supply chain optimization stock strategies without any service impact. • Achieved outstanding results in expiry management, with zero expired products across the network, by redesigning the expiry removal process and leveraging full sales team engagement. This accomplishment is a first-time achievement in the business. • Previously in charge of Equipment Planning and projects on Salesforce CRM, analysis for freight tender, and ERP integration.

Fast-tracked a management program for six graduate engineers in Western Europe, providing them with challenging positions and exposure to top management, thus accelerating their professional development in Operations management. • Sustainability Manager (2013): Successfully prepared the factory for ISO 14001 certification and achieved the best European water ratio. Spearheaded technical projects to enhance rainwater pipe systems, energy consumption, and waste treatment. • Engineering Project Manager (2012): Installed a new dissolution system, reducing sugar unloading time by 40% while ensuring uninterrupted production. Led projects in the manufacturing plant on fire systems, production conveyors, and office ventilation. • Logistics Performance Manager (2011): Accountable at the head office for the performance of five warehouses and seven 3PL warehouses (250,000 pallets and 800 trucks per day). Improved DIFOT by 1% and contributed to SAP migration across six sites. • Production and Continuous Improvement Team Leader (2010): Managed a team of 20 individuals on four can lines (120,000 liters/h per line). Led a successful manufacturing improvement Kaizen that reduced production loss by 60% in specific packaging.

Ensuring the design conformity and technical drawings of Key Characteristics from 9 civil engines (CFM56, GE90, SaM146) and 4 military engines (TP400, M53) in interface with clients (BOEING, AIRBUS).

Developed new warehouse storage mapping to optimize space and truck loading, resulting in 5% increased warehouse capacity and 12% faster loading time.

Assisted Lean Manufacturing Consultant by conducting 5S internal audits to prepare industrial sites.

Capstone Thesis: Supply Chain Risk & Resilience

France