Guillaume Revenu is a supply chain and lean management expert. 
His industrial experience is vast ranging from small and medium companies to giants such as Thales and Airbus. 

But Guillaume Revenu’s objective is always the same:  bring industrial companies to maturity so that delivery be on time, goods or services be to the required level of quality and that Good Practices be respected.  One project Guillaume Revenu participated to has been the Industrial Process Control Referential Assessment with Airbus which is currently being expanded to all Airbus suppliers, regardless of size

 The ultimate objective is, of course, to develop the same spirit of supply chain quality despite the difference in means.  We decided to try to find out a little more about Guillaume Revenu’s activities and he kindly agreed to answer our questions. 

“ M Revenu, your ‘are a SUPPLY CHAIN & LEAN MANAGEMENT EXPERT. Could you define this activity ?

Supply chain and Lean Management deal with flows management. Supply Chain management focuses on anticipation, collaboration and load / capacity balance. Lean management focuses on speeding up the flows
There are three types of flows in a supply chain : material flow, information flow and financial flow. And of course they interact with one another. Well managed information and material flows have a positive impact on a company’s revenue, profit and working capital.
These flows usually run through a very complex network. One given company may manage hundreds and sometimes thousands of suppliers. This is the physical supply. The company then has to control its internal production or service activities thanks to a manufacturing and planning control system. And finally the products have to be delivered to the customers.
The mission of a Supply Chain and Lean expert is to coordinate the flows to provide the required level of customer service while making the best use of resources

• How are Supply Chain  manager integrating sustainable development issues in their strategy?

Sustainability has three dimensions : economical, social and environmental.  The path towards sustainable development requires that business takes actions such as changing consumption and production behaviours, seting policies and changing practices. Businesses have to find innovative ways to be profitable and at the same time improve the environmental performance of production processes and products. In the business community, the term “triple bottom line” was coined to explain the importance of achieving sustainability. Supply Chain management is obviously a major stakeholder whose job it is to come up with new systems that cover the complete product life cycle : extraction of raw material, product design and production, packaging and distribution, use and maintenance, recycling and reuse.
Example of “RE approach”

• RE-think the product and its functions to use it more efficiently
• RE-place harmful substances with safer alternatives
• RE-duce energy consumption by innovative logistic systems
• RE-cycle

For example, the A380 has been designed in order to optimise environmental performance at each stage of the aircraft life cycle. In particular, the use of new light weight materials has decreased the energy consumption per passenger dramatically. The A380 uses less than 3 litres of fuel per 100 passenger-kilometres

• What do you forecast Supply chain management’s main challenges will be for 2012? What are the main trends in the aeronautics industry?

Designing the next generation supply chains requires attention to dimensions such as configuring the right logistics network, engaging the right alliances and partnerships, developing contingency plans against uncertainties and selecting appropriate production, inventory and distribution strategies
The main challenge in the aeronautics industry is to improve value all along the chain. Some examples:

• collaborate on New Product Introduction processes and share data on market demand
• manage working capital
• manage supplier performances (monitor and share Key Performance Indicators, assess industrial maturity, define securisation processes, organize performance meetings)
• analyse and mitigate risks
• secure ramp up.”