Hakim Id M'Hand

EMEA Supply Chain Project Manager for Mercury Program (€ 866M Turnover) Mercury program Financial performance targets : EBITDA: +0,3 pts Logistic costs: -5% DIO: -2,5 days NPS scrap: -30% EMEA Mercury Program Streams 1/ On board and align Supply Chain stakeholders 2/ Define Supply Chain Offer (SLA / MTO-MTS / etc) 3/ Optimize BUs product catalogue 4/ 0ptimize BUs client portfolio 5/ Deploy S&OP 6/ Fix manufacturing adherence (production plants) Deployment of the “Mercury Program” in the EMEA subsidiaries of the IA & C&C divisions _ Optimization of EMEA product catalogs: -19% for the C&C division and -15% for the IA division _ Optimization of EMEA customer catalogs: -9% for the C&C division and ISO for the IA division _ Definition of the Supply Chain service offering (MTO vs. MTS) for each country & division in the EMEA region _ Launch & monitoring of “Production Scheduling Adherence” projects for the 23 factories based in the EMEA region MERCURY program to increase profitability & performance in the Supply Chain, Marketing, & Sales. Approach: Redefinition of the Supply Chain & engagement contracts between stakeholders (Sales/Supply Chain/Production/Finance, etc.)

=> PMO France / Supply Chain Senior Project Manager “Mercury Program” (€ 220M Turnover) MERCURY program to increase profitability & performance of the Supply Chain, Marketing, & Sales for the French subsidiary Approach: Redefinition of the Supply Chain & engagement contracts between stakeholders (Sales / Supply Chain / Production / Finance, etc.) : _ Optimization of the C&C France product catalog: 3,300 SKUs, inventory value €20M _ Optimization of the C&C France customer catalog: 2,000 customers, €220M Turnover _ Definition of the Supply Chain / Supply Chain service offering (MTO vs. MTS) _ Launch & monitoring of “Production Scheduling Adherence” projects for the nine factories based in France _ Customer Service Assessment + Action Plan: Improvement of procedures, systems & department organization + acceleration of the Order To Cash process (100,000 orders/year) In 2019, the Group achieved a turnover of 8.7 billion € in 55 countries with 20,500 employees worldwide

€ 160M Turnover 1/ In charge of the new "LDC" warehouse project for the European E-Commerce segment (Budget €9.8M) : _ Audit of E-commerce needs & comparison with Logistics Specifications: processing of Change Requests, drafting & harmonizing procedures (16 trades, 30,000 SKUs, 3.3M units) _ Implementation of the "GO Live" Strategy (planned for January 24) _ Review of current transport plans vs. future needs (amendment or new contract) _ Organization: Review of LDC staffing needs & analysis of IT support & reporting lines 2/ "Value Freight Forwarder" Project (Budget €1M) : _ Transport tender for the establishment of a specialized carrier in Diamond Clearance & Luxury Last Mile (Last Mile White Glove Delivery + Professional Speech)

$ 157 M - 10 ETP _ Offshoring & Relocation of Revlon Cosmetics Europe Customer Services to Barcelona (Spain) _ Management of Mass GMS Customer Service & EMEA INTERCO 10 FTE (5 languages, 61k orders/year) _ Review & Reorganization of the EMEA e-commerce Supply Chain (Amazon Client; GSV $30M) _ Management & Optimization of POSM (Promo) Operations France + Spain (1.5k displays/year) KPIs: Transport Service Rate / Forecast Accuracy / BIAS / MAPE / OTIF / Order cycle time, Distribution costs (Internal & external logistics flows in pushed flows)

Turnover $26M - 6 FTEs _ Reporting to France Benelux General Manager, Comex members (Sales & Marketing Dir, HR & Dir Finance) _ EMEA Supply Chain change (Warehousing & Transport) & Customer Services merge : 25k PAL, 5M uts, 5,6k skus _ Dept organizational design / 6 FTEs Managed (Logistics coordinator, penalty agent, Customer Service + 1 DMD Planner transversal) _ Creation & implementation of the BNL France Supply Chain strategy in 3 blocks ("Hunt of Waste Strategy"): 1/ Customer satisfaction: - Revue of carrier collaboration (Perf +98%) / OTIF Procedure (+4.7% to 98.85%) / Sales Losses (-$21.6M to -$16.7K) 2/ Cost optimization: - Launch of the S&OP process & implementation of Executive Committee / Management Committee meetings - Redesign & automation of Reverse Logistics (returns): Direct gain 156 k € / year & 200 k € / year indirectly - Creation of the Penalty Dispute Service: Gain 4.2% of GSV (General Terms & Conditions, CGV, SLAs quality of service) 3/ Operational excellence: - Management of the logistics warehouse (Frankfurt, Germany): supply, storage, load calculation, coordination - Lean Manufacturing launch: closing of 5 EDI projects (GMS & AMAZON) and task automation (5S) - Optimization of the catalog of 5,6k Refs (risk of obsolescence) & Order To Cash (10k orders per year) KPIs: Transport Service Rate / BIAS / MAPE / Order cycle time, Distribution costs (Pushed flows)

Founding Director (146 k€ - 4 FTE) First shop specializing in the reproduction & repair of car remote control _ Development of 1 Brick & Mortar store (150 m²) & an online sales site www.autoclesplus.com _ 4 FTEs / 500 References & 4 distribution networks in 2 countries: B to C / B to B / Distributors / E-commerce _ Concept sold after 18M activity

Turnover 450 M€ (Subsidiary of Conair US group $ 2 billion turnover, 600 employees, 5 brands) Key Transformation Topics (External logistics flows in pushed flows): _ Audit & Optimization of the EME Supply Chain: 12 subsidiaries, 61 countries, 131k orders / year _ Management of 4 FTEs & Cross-functional management (Logistics - Transporters - Customer Service EMEA) _ Transport costs reduction: -22% (budget of 1M €) _ Operational productivity of the logistics chain: +2.3% (pick to light, voice system, Warehouse physical flow) _ 97% service rate (-50% RETURNS and LITIGATIONS) & 100% of orders monitored & controlled Methodology: Quality management system (QMS) / Quality action plans (PAQ) / PDCA

Internal logistics flows: Just-in-time supply, Synchronous flow production chains _ Kanban management: 0 chain stoppage on my scope (Forecasts, Transport & Cross Docks Schedules) _ Stock rotations: Improvement of demand planning process _ Freight Tracking System: Implementation of the Service (Definition of specifications & creation of monitoring tools) _ Development of versatility across all of the Services workstations Methodology: 5S / Kaizen / SMED ISO 14001 site ("Green, Clean, Lean"), 5k people, Production of 270k cars / year