Performance Supply Chain 2026

The deployment of a new Warehouse Management System (WMS) is often perceived as a technological challenge, but its greatest challenges lie in the human and operational spheres, particularly around change management and adoption by teams. As the Project Manager who led this major transformation with a multidisciplinary team, this conference will dissect the concrete challenges encountered. We will explore how to anticipate resistance, effectively engage employees, and adapt processes to ensure a smooth transition. Far from a technical approach, we will highlight the crucial importance of a human- and organization-centered strategy, which is essential for turning a WMS project into a powerful lever for performance and sustainable innovation for the supply chain.

We present an innovative solution that embodies our culture: act early and automate to reduce friction and improve fluidity. - Zero complexity for suppliers - Up-to-date ERP signals, effortlessly - Greater responsiveness, visibility, and predictability A key step toward improving upstream performance and strengthening our overall efficiency.

When all attention is focused on the machine, logistics remains in the shadows... until the day it becomes the key to success. Come and discover how, despite the pandemic, the departure of resources, and a tight or even non-existent budget for logistics, the team rose to a colossal challenge and broke records after almost three years of operation. A story of resilience, innovation, and collaboration that propelled logistics to the heart of the organization.

ALDO demonstrates how an optimized supply chain becomes a strategic lever for offering style, accessibility, and sustainability. By integrating advanced planning and optimization tools, the company balances logistics performance and social responsibility. It's an approach where technology supports people to create a memorable and responsible customer experience.

This conference presents how a structured S&OP (sales & operations planning) process was key for a pharmaceutical company to successfully transition from a co-manufacturing model to a brand manufacturer model following an acquisition. In a context of increased regulatory pressure from the FDA, particularly on eye-drop products, and capacity constraints, S&OP has become a critical lever to ensure alignment between sales, operations, quality and finance. The approach supported the management of the end and product launch phases, the integration of a new automated production line and the consolidation of a clear and credible master plan for the acquirer.