Emilie Vaissiere-Tan

• Brands: Jules, Bzb, Gdm, Pimkie, Auchan (Turkey), Orsay International
• Turnover 23: 220 million Euro, 33 million pieces, 75 persons
• Transformation Management:

1/ Crisis Handling following bankruptcy of key Account: negotiations with Supply Chain Partners on Business forward & Recovery Plan

2/ Business Model Shift: Trading to Services

3/ Lean Operations: Downsizing by 50%, Re-Modeling

• SC: Negotiated favorable contracts with partners for optimized costs and improved conditions (time to market, tier4 transparency...)
• Retained & Leveled-up key team players
• Fostered cross-offices & cross-functional collaboration for improved decision-making processes & for increased expertise.

• Brands: Jules, bzb, gdm, Orsay, Pimkie, RG
• Fashion Cube Ecosystem: Shops>1800, Turnover #1.6 billion Euro
• Buy & Sell Activity: Turnover20: 320 million Euro, EBIT= 3.4 million Euro, 55 million pieces exported, 160 headcounts, 3 Buying Offices
• Developed high-performing teams, with KPIs, tools & reporting, by leveling-up performance cross-functions to lift professional growth.
• Established a culture of continuous improvement by fostering project management run, direct communication & feedback
• Identified Sourcing Risks Map and implemented ahead mitigation strategies to minimize negative impacts on business operations: i.e back-ups channels.
• Sustainability Act: Implemented SC transparency beyond Tier2 & Boost Recycled Fibers Consumption
• Improved Procurement Cycle efficiency with retro plan (70Days), resources optimization (balance between dedicated/mono-customer and consolidated/multi-brands) , and strict milestones deadlines review (time to reply push)

• Buy & Sell Activity: Turnover: 100 million Euro, 18 million pieces, 60 persons
• Set-up 3 Dedicated Agile Teams to boost Sourcing Performance and Efficiency: Raw Materials, Quotations/Cost Breakdown, Time-to-Market Optimization (down to 80Days)
• Secured key partnerships to foster growth and entry margin optimization through Tier1 and Tier2 agreements.
• Ensured 100% Compliant factories

• Established Retail & Trading Companies Process Structure
• Finance: Services Scope & Transfer Price, IT Systems Set-up
• Retail Operations: Implemented Retail Operations: teams, SC/logistics, Replenishment, KPIs
• Demonstrated high level of initiatives and creativity with challenging and complex tasks.
• Acquired strong communication & organizational skills to set-up successfully new business models projects

• Lead Woven Merchandising Team, for South East Asia Sourcing
• Leveraged on Specific Sourcing Expertise of neighboring countries to optimize FOB Purchase Price, to reduce Procurement Cycle and to ensure Quality Standards reliability: FOB Price: -5% comparable season, Procurement Cycle: 120 to 100 Days

• Expanded market share with innovative promotional tactics and better partnerships with vendors for flooring solutions products. Managed 30 customer calls / week

• Enhanced company's market presence by attending networking events, trade shows, and organizing universities/schools workshops: increased sales on stationery items by 8%