Carole Taleb

Reporting to the HR director. Responsibilities include defining the Learning & Development strategy as well as the training offer. Conducting employee surveys (Danone people Survey & Best workplaces survey), defining a company action plan & coordinating its implementation, building the internal communication strategy and ensuring delivery with the main actors.

Major Achievements:
•Improved employees’ commitment to development after creating a development campaign: 97% of employees had a development plan in 2007 & 90% of the development actions were completed.
•Designed 20 training courses within the Company learning plan, delivered by Danone internal trainers.
•Improved Learning & Development budget utilisation (£250k) by optimising the offer between internally delivered & externally sourced courses.
•Obtained the nomination of Danone Waters in the top UK workplaces in 2007 & 2008 with a 93% response rate in 2008 by sharing the survey results across the organisation & coordinating the implementation of the action plans and
•Improved the communication tools by regularly auditing their purpose, target & effectiveness.

Reporting to the IS Director, this role was composed of half time on Change management and half time on Inventory Interface within the “SAP fast implementation pilot ” between February & November.

Change management responsibilities included conducting the impact analysis, supporting the directors in the organisation projects, defining end users authorisations and mobilising all employees for a successful Go live.

Inventory responsibilities included Designing & implementing inventory interface with external parties: factories & third party logistics, training inventory end users & measuring their readiness for Go live.

Major Achievements:
•Achieved an on time inventory interface delivery with 96% inventory accuracy which allowed 99.7% Customer service level by managing a team of system experts & business users.
•Trained all inventory users on the new tool within Supply Chain.
•Helped the directors identify all organisation changes needed as well as possible solutions by a thorough understanding of the tool functionalities & by working closely with the business owners in Supply Chain & Finance.
•Achieved a smooth Go live with no disruption to the business by managing an accurate training plan for all users as well as an effective communication campaign.

Reporting to the Supply Chain Director. Responsibilities included designing & implementing Supply Chain core processes: forecasting, replenishment, inventory control and month end, managing the projects portfolio within the department, recommending a Supply Chain organisation: roles definition and sizing.

Major Achievements:
•Formalised all Supply Chain processes by agreeing with all the actors ownership of the main steps
•Implemented a Supply Chain dashboard which facilitated decision making & communication
•Managed 25 different projects related to process definition or systems improvements
•Contributed to stabilise the Organisation by a thorough understanding of the UK model and an accurate roles definition as well as a succession planning.

Reporting to the Business Unit Director. Responsibilities included forecasting and controlling inventory for 350 dairy products with 21 days shelf life, carrying out CPFR (Collaborative Planning Forecasting and Replenishment) with the main retailer Auchan.

Major Achievements:
•Maintained a 99% Customer service level following improved forecast accuracy.
•Created and maintained a good customer relationship on the supply-chain side of the business by meeting supply-chain decision makers regularly.
•Managed a regional Customer service team in charge of order taking & claims resolution.

Reporting to the Operations director. Responsibilities included managing the Customer service team (10 people), managing the consolidation of order to cash flow as the company has acquired the brand Delacre in 1998, implementing an integrated system GENACOD, for sales & Operations.

Major Achievements:
•Ensured business continuity while UB acquired an additional brand (Delacre) within their portfolio.
•Managed a smooth Go live for the operations by training all customer service staff on the new system.
•Maintained a functional team whilst the company was destabilised by strikes in the main factories by managing a clear communication to both Customers & staff

Reporting to the Customer service manager. Responsibilities included building a Customer partnership with Casino (2nd biggest customer) based on VMI (vendor merchandise Inventory).

Major Achievements:
•Decreased stock levels in all Customer depots whilst securing a 98% service level by improving the usage of the tool and closely managing relationship between IT experts & customer contacts.