Susie DRUEZ

• Manage team of 8, from Demand & Supply Planning, Master Data and Customer Service
• Deliver forecast accuracy, service level and inventory targets
• Optimize existing supply chain processes, deliver cost reductions
• Lead monthly Integrated Business Planning process for Benelux
• Sustain master data and customer service quality
• Collaborate with key retailers, maximize sales & enhance logistics
• Collaborate with other EMEA markets on improvement projects

• Build and manage team of 4 regional Demand Planners
• Lead demand planning and S&OP for Clinique EMEA region
• Collaborate with cross-functional teams to improve Service Level and decrease excess/inventory

• Oversee schedule of New Fragrances launches on time, at cost and at quality, from marketing concept to market launch
• Coordinate various departments: Demand & Supply Planning, Plant, R&D, Purchasing, Marketing

• Oversee a team of 2 Demand Planners
• Manage operations for 13 mass cosmetics markets in Asia
• Lead monthly S&OP consolidation, KPI tracking, and sustain results during the transition from P&G to Coty systems.
• Coordinate and track the handover of demand planning tasks from Central Geneva teams to 16 new local BU teams

Submit 18-month sales forecast for Gucci and Dolce&Gabbana make-up products. Collaborating with 10 different markets’ multi-functional teams to align new business assumptions then adjust the forecast on a monthly basis in the S&OP cycle:
• Maintain master data and SAP statistical model for 12 000 SKUs (570 x 7 markets on Gucci + 800 x 10 markets on Dolce&Gabbana)
• Gather, align and document assumptions on commercial initiatives and new product launches
• Use reasonability tools to validate the forecast
• Manage forecast within current month to provide accurate visibility to the rest of the supply chain
• Measure and track performance (root cause analysis on a monthly basis) to improve forecast accuracy

Project Leader
• Develop new tool to report forecast accuracy measures for all markets and global team needs, exiting costly external systems (100K/year savings).
• Renew ABC classification tool for Prestige division demand planning, flagging SKUs with forecasting inaccuracy and sharing recommendations to fix it.
• From Sep-16 to Dec-16: project leader on KPI integration for P&G Prestige and Coty merger. In charge of defining new KPI tracking processes and tools for former P&G brands throughout integration in the new forecasting system.

Team leader on 3 projects in global supply planning, with multi-functional teams on the following topics:
• Map the whole P&G Prestige supply chain flows. Gathered all data from multi-functional teams working documents then crosscheck the information to map the whole network. Shared the supply chain mapping in an on-boarding document deployed to the whole Prestige business unit.
• Clean the ineffective tracking of service-related KPI. Lead a team of 5 from different markets and planning centers to map the data all teams needed to track and then define an optimal way to report them while eliminating the duplicates.
• Optimize a standard process meant to check forecast flows between 2 SAP systems. The process missed to flag some key errors every week. Designed a new one supported by an automatized Excel tool triggering automatic actions for the new defined owners.

• Forecasts for Rochas, Lacoste and Escada on short and long term horizons (3 months to 2 years)
• Gift sets forecasts for seasonal activities for all brands of P&G’s Prestige portfolio, dealing with long lead times (8 months to 1 year ahead of the season).
• Monitoring forecasts accuracy, issuing reports on KPIs and taking corrective actions.
• Co-lead in an improvement project on gift sets’ forecasting. Redesign of the forecasting process, development of a new tool in collaboration with the process engineer locally, then taken worldwide. Animations of deployment sessions to other Prestige units worldwide.