Sonia Daviaud, Managing Director
Sonia Daviaud has been working in consulting since 1995. Prior to 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 reengineering, collaborative solutions implementation, process optimization for demand/supply management and advanced planning, Working Capital efficiency, supply chain operation improvement programs, lean production systems design and implementation...
Moreover, she has been member of the APICS Board from 2013 to 2015.
Rémi Tuizat, Consultant
Rémi Tuizat started working at Decision Value in October 2017, after an engineering school (University of Technology of Compiègne – Mechanical Engineering specialized in Integrated Production and Logistics). After two internships in the aeronautic (workshop engineer) and pharmaceutical industries (project engineer) in France and Switzerland, he joined our team as a junior consultant.
Karl Rouzé, Senior Consultant
Karl Rouzé joined Decision Value in April 2018. Karl graduated from a double master degree program from Grenoble INP – Industrial Engineering and IIT Chicago – Industrial Technology & Operations in 2014. He worked for 3 years for the food industry in the Chicago area taking on different roles as operations analyst, production scheduler and production planner & inventory analyst where he developed metrics and reports as well as implementing improvements projects and rolling on SAP planning modules. Then, he traveled for a year across South America developing his language skills and learning about sustainable development before joining our team.
Jennifer Dupont-Fauville, ex-Senior Consultant
Jennifer Dupont-Fauville contributed to Decision Value's developpement from 2012 to 2017, after an engineering school (Chimie ParisTech, Specialization in Chemistry of Materials). She realized missions of Supply Chain diagnosis on different industrial sites, of demand management and planning processes rationalization and standardization (S&OP, MPS) with the implementation of KPIs and decision making tools but also customer or supplier ligation management as a part of OTC and STP approaches. She is now working for Amazon Logistics.
Amandine Bayard, ex-Senior Consultant
Amandine Bayard worked at Decision Value from February 2015 to June 2018, after an engineering school (Grenoble INP – Industrial Engineering, Specialization in Logistics). She took a part in some missions of Supply Chain diagnosis on different industrial sites in order to implement the decision making tools needed for the processes efficiency (sales forecasting and charge/capacity adequation: S&OP, MPS) – but also in the reflexion about data governance for a retail company. She is now working for the company Club Med.
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.