Guillaume Martin

Experience

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  L'Oreal

  Jan 2001 - Dec 2008

  On the borderline between luxury and pharmaceuticals, Biotherm aims to be accessible while being highly effective and strong in its perceived value. OUR DEEP UNDERSTANDING OF THE BRAND POSITIONING combined with a very good technical expertise of the team, were fundamental levers in the effective support of the marketing teams in the project of relaunching the range. OUR INNOVATIVE PROPOSALS and industrially viable made it possible to reach our objectives of quality & perceived value, planning and economic equation. Show less

  • Product Launch Team Leader, Skincare Biotherm, Luxe Division

    Jan 2004 - Dec 2008

  • Product Launch Project Manager, Skincare Garnier, Consumers Division

    Jan 2002 - Jan 2004

  • Launch Products Coordinator, Maybelline and Garnier, Consumers Division

    Jan 2001 - Jan 2002
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  L'Oreal

  Feb 2009 - Jul 2018

  In the midst of double-digit growth, the Asia-Pacific region and its 13 countries needed to structure its purchasing activity to better control its spending while identifying suppliers/partners able to support it in terms of capacity, innovation and CSR. THE STRUCTURING OF PURCHASING into short and medium-long term teams, as well as the implementation of processes and methods as fundamentals of internal control, have made it possible to support and protect the business.THE CO-DEVELOPMENT AND DEPLOYMENT OF A "PURCHASE TO PAY" TOOL with a very user-friendly interface has resulted in the concentration of our purchasing actions, thus allowing us to analyse relevant data and thus increase our leverage.THE PROPOSAL OF INNOVATIVE SOLUTIONS such as the decoupling of media post-production or the cataloguing of POS elements, carried out jointly with our suppliers, have been key in reducing "time to market" and operational efficiency. AN AMBITIOUS CSR PROGRAM fully integrated by the community of buyers in the area, has enabled the switch of more than 70% of our paper and cardboard to the FSC label and the accompaniment to active professional life of more than 650 people who were far from it. Show less The Africa Middle East zone is a formidable growth driver for the L'Oreal Group. This area, which is geographically immense, culturally rich and varied and economically very complex, requires local development and production to meet the needs. BUILDING A PURCHASING TEAM established in Egypt, Lebanon, Pakistan and Morocco has contributed, among other things, to the identification, integration and activation of two subcontractors and six local packaging suppliers. It has also allowed the purchasing activity to be brought under control.The activation of the two subcontractors, from Pakistan and Egypt, was achieved in 18 months thanks to the collaboration of the Group's central entities. This collective success made it possible to eliminate the import taxes that were prohibitive to any competitiveness of the products and thus accelerate the business.THE INCREASE IN RAW MATERIALS COSTS coupled with the monopoly of certain suppliers in South Africa has given us the opportunity to work in conjunction with our formulation laboratories to diversify our supplies and thus reduce the impact while being more agile. Show less In its constant search for innovative technical products that meet the needs of a demanding clientele of professionals, the Marketing Department simultaneously launched a new range of colouring products while at the same time carrying out an in-depth renovation of its emblematic range of shampoos. The IDENTIFICATION AND UPSTREAM INTEGRATION of suppliers/partners able to offer innovative packaging solutions for new complex formulas, enabled the launch of the breakthrough hair colour range within the allotted time. THE ANALYSIS AND TECHNICAL RATIONALISATION of all the secondary packaging of the shampoo range was a key purchasing action lever allowing its renovation at "iso cost" while improving its perceived value. Show less

  • Indirect Purchasing Director Asia-Pacific

    Jan 2012 - Jul 2018

  • Purchasing Director Africa Middle-East

    Jan 2010 - Jan 2012

  • Product Launch Purchasing Manager, Professional Division

    Feb 2009 - Jan 2010
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  L'Oreal

  Sept 2018 - Dec 2022

  In the context of the COVID crisis and tension on raw materials, we had to thoroughly review our logistics organisation (structure & process) and our production strategy to gain in reactivity and agility in order to regain the 15-20% service rate lost at the beginning of the pandemic.OPTIMIZATION OF OUR PLANNING PROCESS from 1 to 2 days, through the implementation of a "value stream mapping", allowed us to accelerate both the validation of our production plans and the transmission of our short and medium term needs to our suppliers, THE SET-UP OF THE INTER-PLANTS SUPPORT AND THE SUBCONTRACTING ACTIVITY in an emergency mode (identification of partners, coding, industrial feasibility, etc.) were key levers for supporting demand while establishing a business continuity plan.THE TRANSFORMATION OF THE TEAM STRUCTURE generated interoperability of certain functions and organisational agility. It also allowed the creation of a Master Data Manager position, fundamental to the optimised operation of the entire plant. Show less With the evolution of consumer habits and customer needs, L'Oreal has pivoted its business model, entering an era of digitalization, to proactively respond to the volatility of demand. This response cannot be effective without the joint transformation of our suppliers. In agreement with the Top Management, 3 programs have therefore been carried outTHE SETTING UP OF A 3-day LEARNING EXPEDITION within L'Oréal itself, aimed at the managers or decision-makers of our top suppliers, has created an awareness of the benefits of this digitalization and a formidable emulation of multi-party collective projects.A TEST AND LEARN ON IMPROVING OUR UPSTREAM AGILITY with the objective of proposing technical, process or structural solutions in a short time. To do this, we activated methods of situational analysis, ideation in "co-dev" mode and P.O.C. in iterative approach.LAUNCHING OF THE 1st BEAUTY ACCELERATOR in collaboration with the BPI, the FEBEA and 5 other major players in the French cosmetics industry. Aimed at SMEs and ETIs, this program combines consulting, networking and training to help them, among other things, to think about their digital strategy. Show less

  • Plant Supply Chain Director

    Jun 2020 - Dec 2022

  • Director of Suppliers Digital Transformation

    Sept 2018 - Jun 2020
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  Innovative Beauty Group (IBG)

  Oct 2023 - now

  Directeur Supply Chain Europe