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Michel Delvenne

Senior Consultant Supply Chain Optimisation

Kan reizen naar Bruxelles, Liège, Luxembourg, Lille

  • 50.8466
  • 4.3517
  • Indicatief tarief €1.050 / Dag
  • Werkervaring 7+ jaar
Een opdracht voorstellen De opdracht kan alleen van start gaan nadat je de offerte van Michel hebt geaccepteerd.
Een opdracht voorstellen De opdracht kan alleen van start gaan nadat je de offerte van Michel hebt geaccepteerd.

Locatie en reizen

Bruxelles, Belgique
Kan bij je op kantoor werken in
  • Bruxelles en 50 km rondom
  • Liège en 100 km rondom
  • Luxembourg en 100 km rondom
  • Lille en 100 km rondom


Tijdsduur van de opdracht
  • ≤ 1 maand
  • tussen 1 en 3 maanden
  • tussen 3 en 6 maanden
  • ≥ 6 maanden
  • Automobiel
  • Scheikunde
  • Consultancy & auditing
  • Primaire sector
  • Machinebouw
+1 andere
  • 50 - 249 personen
  • 250 - 999 personen
  • 1000 - 4999 personen
  • ≥ 5000 personen



  • Français

    Tweetalig / moedertaal

  • Anglais

    Volledige professionele capaciteit


Vaardigheden  (15)

Michel in het kort

Plus de 25 ans d'expérience dans l'optimisation et la transformation de supply chains globales dans des contextes avec de fortes attentes en matière de réduction du cash et des coûts, de service client et de réponse à une demande volatile. Bâtit des relations de confiance avec ses clients et partenaires, et construit avec eux des supply chains agiles et durables. Met en place des solutions adaptées qui délivrent des résultats sur le long terme. Facilite la prise de décision au travers d'une supply chain intégrée qui donne de la visibilité sur l'ensemble de la filière.


DMi Consult

Consultancy & auditing

Consultant & Owner  - Als freelancer

Namur, Belgique

augustus 2021 - Vandaag (3 maanden)

Independent consulting practice specialized in industrial supply chain optimization.

Career Snapshot: Partner with industrial enterprises to deliver breakthrough results across customer service, cash, cost, and sustainability metrics via highly visible end-to-end supply chains and business alignment.

Strategy: Conduct deep-dive analyses into clients’ needs to identify opportunities to implement best practices that are adapted to the local environments. Co-create processes and governance to generate value delivery and future readiness. Drive cross-functional alignment by identifying siloed activities and correcting breakdowns in collaboration and information sharing.

Results Offered:
 Enable management of volatile demand without shortages or delays.
 Align end-to-end visibility across sales, operations, procurement, and finance.
 Optimize inventory and asset utilization.
 Build agile, resilient businesses that respond quickly to external factors and market conditions.
 Deliver robust supply chains that generate improvements across operational, financial, and customer service KPIs.

ArcelorMittal Flat Carbon Europe S.A.

Logistiek & Supply Chain

Manager Raw Materials and Operations Planning

Liège, Belgique

juni 2012 - juli 2021 (9 jaren en 1 maand)

Responsibility expanded during tenure in role from Flat Carbon Europe Business Division North (production of 14.8M t steel) to oversight of all primary plants in Flat Europe Segment (production of 35 M t steel, €8.5B in purchasing, and €1.8B inventories).

Opportunity: Challenged to turnaround Business Division North—and subsequently the entire European segment—to resolve recurrent cash flow issues and deteriorated relationships between various departments. Tasked with introducing a robust planning process for a more stable, predictable, and transparent business.

Strategy: Championed an approach based on supply chain and S&OP principles and led its implementation through communication with stakeholders, training sessions with critical leaders and their teams, communication of shared outputs, and KPI monitoring. Advocated strongly for information sharing and alignment between business divisions, mills, and sourcing, eliminating detrimental siloes and enhancing transparency in the interfaces with sourcing. Promoted a common IT system for all mills. Established clear governance related to management and planning of raw materials inventories.

Results:  Enhanced the visibility of main drivers of European-wide inventory performance.
 First restored Business Division North’s credibility and regained trust of management through a successful turnaround and was then asked to deploy strategy across all European mills.
 Achieved budget–target alignment for Business Division North: performance was 3% better than targeted compared to a 26% overrun in prior years, leading to an expansion of the scope of the initial project to all of Europe.
 Reduced inventories rotation by 13% in Business Division North and met expected targets Europeanwide, freeing up significant cash flow.