Sonia Daviaud created Decision Value in November 2008 in order to offer high value niche consulting services in Supply Chain to companies willing to take benefits from extended supply chain optimization.Prior founding Decision Value, Sonia acted as Senior Executive in large consulting companies as Accenture and BearingPoint. She is experienced in a wide range of consulting assignments covering internal and external supply chain strategies, collaborative and advanced planning solutions selection, demand and supply management processes efficiency studies, supply chain operation improvement programs, inventory reduction methods, logistics network strategies and outsourcing studies, lean production systems design and implementation.
Sonia has served on the Board of APICS from 2013 to 2015.
Non exhaustive list of her accomplishments as a consultant includes:
The industries in which Sonia Daviaud has specific experience include retail, consumer products, communications, manufacturing, heavy industrial equipment, automotive and healthcare. Her clients include the following corporations:
Alstom Power (ABB), GE (ex Alstom Grid, T&D, Areva), Alstom Transport, STX (ex Aker Yards)
GKN Driveline, Valeo, Radiall, Danfoss, Stanley Tools, LISI aerospace, Daher
BioMérieux, Merial, Merck Lipha, UCB Pharma, Yves Rocher, Sanofi
Amora-Maille, Cadbury-Schweppes, Sodiaal, Sara Lee (Playtex)
Castorama, Jardiland, Salomon-adidas, Vogica, Mobilix (FT)
Prior to joining consulting in 1995, Sonia was employed by a high-tech engineering company as a project manager for payload development in space industry and product development for medical applications. She holds an Engineer degree from Ecole Centrale de Paris (ECP 86) and a Doctor degree in Physics from Paris VI University.
She is native French and German, and speaks fluent English.
Point of View - October 9th 2018
How to capitalize on SCM expertise to implement CSR strategy
In the previous Point of View, we highlighted the historical key stages leading to the emergence of CSR.
In the early 1980’s, the Supply Chain Management (SCM) concept arose to allow a better transversal integration of the company and valorization of its resources to serve customer satisfaction and profitability, with fundamental principles a CSR approach can only approve.
However, one could object SCM focuses only on economics, while CSR integrates 3 axes: economy, social and the environment. Is this really the case? Although SCM seems to consider the interests of only 2 stakeholders (the shareholders for the profitability and its customers for the service), we ought not to under estimate the indirect social and environmental gains it creates. For example, the pacification of relationships within silos of the company, as well as with its suppliers and customers, or chasing down waste to limit scraps and material losses, without talking about transportation optimization decreasing greenhouse gas emissions.
Thus, Supply Chain Management, while being focused on the economic stake, directly or indirectly contributes to most of the CSR axes.
Therefore, it’s completely logical today to think about how to take advantage of SCM experience to facilitate the integration of CSR practices into the company?
To learn more about it, click here.