MBA DAUPHINE-SORBONNE-RENAULT

PRSENTATION DES

MISSIONS PROFESSIONNELLES
DES TUDIANTS DE LA PROMOTION 2009-2010
DAUPHINE-SORBONNE-RENAULT MBA PRESENTATION OF PROFESSIONAL PROjEcTS MADE By THE STUDENTS OF THE cLASS OF 2009-2010

MBA DAUPHINE-SORBONNE-RENAULT
PRSENTATION DES

MISSIONS PROFESSIONNELLES
DES TUDIANTS DE LA PROMOTION 2009-2010

Le MBA Management International DAUPHINE-SORBONNE-RENAULT, cr spcialement pour les tudiants boursiers de la Fondation dentreprise Renault, est une formation unique, sanctionne par un diplme dlivr sous le double sceau de lIAE de Paris (Universit de Paris 1 - Panthon Sorbonne) et de lUniversit de Paris-Dauphine, habilite EQUIS en 2010. Il accueille chaque anne des tudiants dj diplms dans leur pays et ayant en gnral une premire exprience professionnelle, issus majoritairement des universits de Hokkaido, Tohoku, Keio, Sophia, TokyoTech, Tokyo, Hitotsubashi, Meiji, Waseda, Nagoya, Kyoto, Osaka, Kyushu au japon, de lEscola Politcnica de lUniversit de Sao-Paulo au Brsil, de lUniversit Nationale de Soul et du Korean Advanced Institute of Technology (KAIST) en core du Sud, de lUniversit de Thran en Iran, de lUniversit Technique de Bauman en Russie. La formation, dispense en langue franaise Paris, dure un an, et comprend dix mois de cours lIAE de Paris (Universit de Paris 1 - Panthon Sorbonne) et lUniversit Paris-Dauphine - dont trois mois et demi de stage en entreprise - un mois de cours de franais de spcialisation et un mois de voyage dcouverte conomique et culturelle de lEurope. lissue du cursus, les tudiants devront comprendre et matriser les techniques de management dune entreprise dans un contexte multiculturel et international, et avoir acquis des comptences dencadrement leur permettant dvoluer vers des postes de responsabilit en entreprise. La pdagogie du MBA Dauphine-Sorbonne-Renault repose sur des cours dispenss par des professeurs de luniversit et par des intervenants extrieurs issus du monde de lentreprise, sur une large utilisation des nouvelles technologies de linformation et sur le stage en entreprise, principalement chez Renault.

Les cours sont rpartis en 11 modules : 1 p conomies, institutions et cultures europennes 2 p Management comptable compar 3 p Finance dentreprise et finance internationale 4 p Management des ressources humaines dans un contexte globalis 5 p Marketing et marketing international 6 p Systmes dinformation et management de la connaissance 7 p Management de la production 8 p Organisation et stratgie internationales 9 p Management interculturel 10 p Management transversal : simulation de management stratgique 11 p Projet professionnel Dans le cadre du projet professionnel (module 11 du cursus), les tudiants effectuent un stage de trois mois et demi (gnralement de mi-mars fin juin) dans une entreprise ou une autre organisation. Ce stage est loccasion de raliser un projet professionnel qui permet lapplication de comptences acquises pendant la formation. Au cours du stage, chaque tudiant est assist par un tuteur en entreprise. Ce tuteur accueille ltudiant dans son secteur et le suit pendant la dure de son projet professionnel en entreprise. Paralllement, un tuteur pdagogique est dsign parmi les enseignants du MBA Dauphine-Sorbonne-Renault, en fonction du sujet du stage de ltudiant. Ce tuteur assure un soutien pdagogique au candidat dans le cadre du module projet professionnel. lissue de leur stage en entreprise les tudiants rdigent un mmoire de master, prsent lors dune soutenance lIAE de Paris (Universit de Paris 1 - Panthon Sorbonne) ou lUniversit Paris-Dauphine. Les rsums des missions professionnelles des tudiants de la promotion 2009-2010 du MBA Dauphine-Sorbonne-Renault sont prsents ici.

DAUPHINE-SORBONNE-RENAULT MBA

PRESENTATION OF

MADE By THE STUDENTS OF THE 2009-2010 gRADUATION cLASS

PROFESSIONAL PROjEcTS

Specially created for grant-holding students of the Renault Corporate Foundation, the DAUPHINE-SORBONNE-RENAULT International Management MBA is a unique study programme leading to a degree jointly awarded by the IAE de Paris, the Sorbonne Graduate Business School and Paris-Dauphine Universities, EQUIS habilitated in 2010. Each year it welcomes students who have already graduated in their own country, some of whom have already acquired preliminary work experience. The students predominantly come from Hokkaido, Tohoku, Keio, Sophia, TokyoTech, Tokyo, Hitotsubashi, Meiji, Waseda, Nagoya, Kyoto, Osaka and Kyushu universities in japan, Sao-Paulo Universitys Escola Politcnica in Brazil, the National University of Seoul and the Korean Advanced Institute of Technology (KAIST) in South Korea, the University of Tehran in Iran, the Technical University of Bauman in Russia Institut. The course, taught in French, takes place in Paris and lasts for one year. It comprises a ten month study period at the IAE de Paris, the Sorbonne Graduate Business School and Paris-Dauphine universities including a three-and-a-half-month internship, a one month Specialised French course and a one month Economic and Cultural Discovery Tour of Europe. By the end of the course, the students must be able to understand and master corporate management techniques in a multicultural and international context and have acquired the management skills needed to move on to a higher level of corporate responsibility. Teaching of the MBA focuses on courses given by the University professors and by outside speakers from the world of business, on the wide-scale use of new information technology and on in-company training, mainly at Renault.

The courses are divided into 11 modules: 1 p European economies, institutions and cultures 2 p Comparative accounting management 3 p Business and international finance 4 p Human Resources management in a global context 5 p Marketing and international marketing 6 p Information systems and knowledge management 7 p Production management 8 p International organisation and strategy 9 p Intercultural management 10 p Cross-functional management: strategic management simulation 11 p Professional project Within the framework of the professional project (module11), students undertake their in-company training for three months and half (from mid-March until end of June). This training is a good opportunity to make a professional project in order to apply the skills achieved during the courses. During the training course, each student is assisted by a corporate tutor. The tutor receives the student in his specific sector and is responsible for him throughout his in-company professional project. In parallel, an educational tutor is appointed among the MBA Dauphine-Sorbonne-Renault tutors, according to the students training course subject. Such tutor provides educational support for the candidate with respect to the professional project module. At the end of the in-company training course, the students produce a Masters thesis which they present during examination at the IAE de Paris, the Sorbonne Graduate Business School or Paris-Dauphine University. The corporate assignments of the students from the 2009-2010 DauphineSorbonne-Renault MBA graduation class are presented here in the form of a synopsis.

PLANNINg DES SOUTENANcES p PROMOTION 2009 / 2010

Mercredi 16 juin 2010 10:30 11:15 HARUNA Okazaki MARIA DanilOva Cration dune stratgie Achat pour le projet Renault ELFE --> Diminution de lmission CO2 des vhicules Le rle de la Direction des Partenariats et du Dploiement lInternational au sein de groupe Renault : essai danalyse et dvaluation de fonctionnement Analyse du contrle du cash chez Alstom Transport Benchmark Monde Logan Optimisation des sourcings dans le cadre des vhicules internationaux multi-industialiss Dfinition des modes de fonctionnements pour la Gestion des pices communes plusieurs projets tude du renforcement de lintgration locale du vhicule x70 au Mercosur Analyse et optimisation de la performance dachat de Pices de Rechange Stratgies pour lamlioration des performances achats de Software et Licence

jeudi 17 juin 2010 09:45 10:30 11:15 12:00 14:30 15:15 PETRA Frent JIN WON kim JOyCE JIE xUAN lim AyANO SaSaki AyAKA kOizumi HOUDA GueSSOuS Dployer projet V3P aux achats tude sur la mthode dachat des mtaux du groupe platine (PGM) Analyse de lexternalisation des fonctions de la mobilit internationale laboration dun cahier des charges fonctionnel proposant une offre de services innovants - Renault Master Dfinition dune offre de Mobiles-services innovants Optimisation des outils de management de la performance monde - Service Plateforme DCV

12:00 12:45 14:00 14:45 15:30 16:15 17:00

ARTEM StrOkOv ALExANDRE Schujmann OLGA tabalina ACHRAF Ourti EDUARDO SuaiDen RICARDO GantuS SEUNGKI lee

Vendredi 18 juin 2010 14:00 14:45 15:30 OMAR kaab MAROUANE jbili HADI jeiranpOur HIROKO aiba yUKARI ShiGeta Analyse des stratgies de diffrentiation de la concurrence Optimisation des portefeuilles produits accessoires Dveloppement de processus dvaluation des prestataires de transport des vhicules finis Promovoir limage de Renault par la mise en valeur de son patrimoine volution du secteur transport et logistique lhorizon 2020

jeudi 17 juin 2010 09:00 JULIANA carvalhO Oliveira tude, modlisation et simulation technico-conomique des marchs de llectricit pour la valorisation de nouveaux services associs aux vhicules lectriques 16:15 17:00

PRESENTATIONS ScHEDULE p ACADEMIC yEAR 2009 / 2010

June 16, 2010 10:30 HARUNA Okazaki Developing a purchasing strategy for Renault project ELFE (Electricity From Elsewhere) --> Reducing CO2 emission from vehicless The role of Partnership and International Deployment Direction within the Renault group: attempt of analysis and assessment of functioning Cash control analysis at Alstom Transport

June 17, 2010 09:45 Department 10:30 11:15 12:00 PETRA Frent JIN WON kim JOyCE JIE xUAN lim AyANO SaSaki AyAKA kOizumi HOUDA GueSSOuS Deployment of the V3P project within the Purchasing Study on the Platinum Group Metals (PGM) Purchasing Way Analyse of international transfers operations outsourcing Specifying a range of innovative services - Next-generation Renault Master Defining an innovative Mobile Services offer Optimizing worldwide performance management tools DCV Platform Department

11:15

MARIA DanilOva

12:00 12:45 14:00 14:45 15:30 16:15 17:00

ARTEM StrOkOv ALExANDRE Schujmann OLGA tabalina ACHRAF Ourti EDUARDO SuaiDen RICARDO GantuS SEUNGKI lee

Logan World Benchmark 14:30 Sourcing optimization for international multi-industrial vehicles 15:15 Defining the operating methods for the management of the common parts of several projects Study on the strengthening of the X70 vehicules local integration in Mercosur Performance Analysis and Optimization of Spare Parts Purchasing Strategies for Performance Improvement of Software & License Purchasing June 18, 2010 14:00 14:45 15:30 OMAR kaab MAROUANE jbili HADI jeiranpOur HIROKO aiba yUKARI ShiGeta

Analysis of differentiation strategies of competitors Optimization of portfolios of the accessories products Development of assessment process of finished vehicles transport providers Promotion of the image of Renault through a value of its heritage Evolution of the transport and logistic sector to the horizon 2020

June 17, 2010 09:00 JULIANA carvalhO Oliveira The technico-economic study, modeling and simulation of electricity markets for the purpose of measuring the potential gains from the new services related to electrical vehicles.

16:15 17:00

ACHRAF OURTI

COLE MOHAMMADIA DINGNIEURS

UNIVERSIDADE FEDERAL DO RIO GRANDE DO SUL (UFRGS)

ALExANDRE SCHUJMANN

DIREcTION DES AcHATS-RNPO Purchasing DiVision-rnPo

TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

DAPV (DIREcTION AcHATS PROgRAMME VHIcULE) Purchasing DePartment Vehicle Program

TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

THIERRy cROSNIER

CHRISTINE TRIOMPHE

ANTOINE gATIgNOL / ALAIN gENTILINI

JEAN FRANOIS cASTA

Maroc Morocco

Brsil Brazil

DFINITION DES MODES DE FONcTIONNEMENTS POUR LA gESTION DES PIcES cOMMUNES PLUSIEURS PROjETS
Le Rle de la Direction des Achats est primordial, car les achats reprsentent ~80 % du prix de revient dun vhicule. La rduction des couts dachats est donc vitale pour Renault et parmi les diffrents leviers, le plus important est sans aucun doute la transversalisation des pices entre projets Renault mais aussi avec Nissan : rationaliser les investissements, rduire les frais dtudes internes et externes et diminuer les prix par effet volume. La mission du stage a constitu via la mise en place dun groupe de travail adapter les processus et les outils utiliss dans le pilotage des projets aux attendus dfinis pour la gestion des pices communes.

BENcHMARK MONDE LOgAN

laborer une synthse de comparaison des prix des composants de la Logan. Comparaison en priorit de B90 et L90 version E1 entre Roumanie, Brsil et Russie. Trois tapes ont t ralises: 1. Diagnostic : Enqutes auprs des diffrentes Directions des Achats locales, des Lead Buyers et des diffrents Suppliers Account Managers (SAM) concerns. Attendu : slection des primtres les plus importants analyser. 2. Analyse : Vrifier la performance conomique de chaque pice pour chacun des pays par rapport la Roumanie et la comparer au rfrentiel N-Value pays DCV. Comprendre les carts de performance auprs de lingnierie et des Lead Buyers en Roumanie (technique, matire, niveau dintgration locale, logistique, douane). Attendu : Matrice de comparaison des prix monde et Model Change pice/pays. 3. Plan dAction : Proposition de gain potentiel et de pistes daction damlioration de la comptitivit pour chaque pays / commodits concernes par le primtre de ltude.

DEFININg OPERATINg METHODS FOR THE cOMMON PARTS MANAgEMENT WITHIN THE FRAMEWORK OF SEVERAL PROjEcTS
The role of the Purchasing Division is vital, since purchases make up to 80% of the production cost of a vehicle. Therefore, reducing the cost of purchases is essential for Renault. In order to achieve this, the most important action to be taken is the crossing of parts between Renault projects, but also with Nissan. This helps to rationalize investments, cut the cost of market research and reduce prices due to volume effect. My mission is to set up and organize a working group that adapts all processes and tools needed for managing the common parts.

LOgAN WORLD BENcHMARK

Summary of the price benchmark for Logan parts. Mainly, comparing the B90 and the L90 (both in E1 version) between Romania, Brazil and Russia. Three stages are to be carried out: 1. Diagnosis: Make a survey with different local Purchase3s Directions and Lead Buyers as well as different Suppliers Account Managers (SAM). Requirement: Selection of the most relevant perimeters. 2. Analysis: Verify the economic performance of each part and each country in comparison with Romania on the one hand, and with the N-Value - DCV (Cost of Sales Department) country reference, on the other hand. Understand the variations of performance working with the engineering team and with Lead Buyers in Romania (technical, raw material, level of local integration, logistics, customs). Requirement: Matrix of world prices comparison and Model Change part/country. 3. Action plan: Carry out analysis of potential profit and possible ways of improving competitiveness for each country/part concerned with the perimeter of the study.

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ARTEM STROKOv

BAUMAN MOSCOW STATE TECHNICAL UNIVERSITy

BAUMAN MOSCOW STATE TECHNICAL UNIVERSITy

MARIA DANIlOvA

ALSTOM TRANSPORT DIREcTION FINANcE RgION EUROPE DE SUD alstom transPort Finance Direction south euroPe region
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

DIREcTION DES PARTENARIATS ET DU DPLOIEMENT INTERNATIONAL - DIVISION VHIcULES UTILITAIRES PartnershiP anD international DePloyment Direction, light commercial Vehicle Business unit
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

RGIS FOUcHET

JEAN-FRANOIS cASTA

PHILIPPE cONTE

FABIEN BLANcHOT

russie russia

russie russia

ANALySE DU cONTRLE DU cASH cHEz ALSTOM TRANSPORT

Dans les priodes dincertitude conomique et de crise, la gestion des problmatiques de cash est devenue essentielle pour la bonne performance voire la survie des entreprises. Compte tenu de ses projets levs en cots et inscrits dans le long terme, Alstom Transport porte une attention particulire ces sujets qui se matrialisent trs concrtement par lallongement de la dure pour la signature de nouveaux contacts ou des retards de paiement. Le but de la mission, effectu dans le dpartement financier de la Rgion Europe de Sud a t danalyser le suivi de cash dans toutes les tapes de la vie des projets afin de permettre de prvoir, danticiper et de grer les flux des liquidits.

LE RLE DE LA DIREcTION DES PARTENARIATS ET DU DPLOIEMENT LINTERNATIONAL AU SEIN DE gROUPE RENAULT : ESSAI DANALySE ET DVALUATION DE FONcTIONNEMENT
Au sein de la Direction des Partenariats et du Dploiement lInternational de la Division Vhicules Utilitaires, ma mission a consist une assistance dans la coordination des reprsentants des mtiers associs, le pilotage des partenariats et les ngociations contractuelles. Jai galement t amene participer la conception et la mise en place des schmas de gestion associs un partenariat, lorganisation et lanimation des instances de pilotage et la mise en place du suivi de son management. Mon projet professionnel sest appuy sur une analyse et approche valuative des points de vue organisationnel et stratgique du fonctionnement de la Direction des Partenariats, de ses missions, des activits et de lorganisation, ainsi que des modes de prise de dcisions.

cASH cONTROL ANALySIS AT ALSTOM TRANSPORT

During periods of economic uncertainty and of crisis, cash management becomes essential for good performance or even company survival. In view of its higher costs and long-term projects, Alstom Transport pays special attention to these issues materialized very concretely by the lengthening of new contracts signing or by overdue. The purpose of the mission conducted in the Finance Department South Europe Region consists of analysing the cash monitoring in all phases of project life in order to predict, anticipate and manage the cash flow.

THE ROLE OF PARTNERSHIP AND INTERNATIONAL DEPLOyMENT DEPARTMENT IN RENAULT gROUP: ANALySIS AND ASSESSMENTS
Within the Partnerships and International Deployment Department of the Light Commercial Vehicles Business Unit, my mission consisted to assist the coordination and the process to manage partnership and the representatives of associated professions, as well as in the contractual negotiations. I also participated in the conception and implementation of management plan associated to a partnership, in the organization of steering committees and in the establishment of the management follow-ups. My professional project includes the description, the analysis and an evaluative approach of the organizational and strategic points of view of the working way of the Partnerships Direction, its missions, activities and its organization, as well as the ways to take the decisions.

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JULIANA CARvAlHO OlIvEIRA

UNIVERSIDADE FEDERAL DO CEAR

UNIVERSIT WASEDA

AyANO SASAKI

DREAM (DIREcTION DE LA REcHERcHE, DES TUDES AVANcES ET DES MATRIAUX) DiVision oF research, aDVanceD stuDies anD materials
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

DIREcTION DU PRODUIT, DIREcTION DE LA gAMME ET DES SERVIcES ProDuct DePartment, ProDuct range anD serVices DePartment
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

ALAIN PIPERNO

PATRICE gEOFFRON

SBASTIEN cROcHEMORE

PIERRE-yVES LAgROUE

Brsil Brazil

Japon Japan

TUDE, MODLISATION ET SIMULATION TEcHNIcOcONOMIqUE DES MARcHS DE LLEcTRIcIT POUR LA VALORISATION DE NOUVEAUX SERVIcES ASSOcIS AUX VHIcULES LEcTRIqUES
Le projet sinscrit dans le cadre de ltude exploratoire des nouvelles opportunits de business associes aux vhicules lectriques. Il consiste valoriser et analyser la faisabilit, technique et conomique, de services lis au march de llectricit. La mission sest donc articule autour de deux axes de dveloppement : 1. Modlisation et simulation technico-conomique des nouveaux services proposs aux propritaires des vhicules lectrique et aux acteurs du march de llectricit. 2. tude et benchmarking des marchs de llectricit europens pour lidentification des opportunits et des contraintes pour les nouveaux services.

LABORATION DUN cAHIER DES cHARgES FONcTIONNELS PROPOSANT UNE OFFRE DE SERVIcES INNOVANTS RENAULT MASTER
Ma mission a consist rdiger un cahier des charges synthtisant une offre de services innovants permettant Renault de disposer dun avantage comptitif lors du lancement dun futur vhicule industriel. cette fin, jai t charge de : 1. Dtailler et clarifier aux yeux du client professionnel les concepts imagins lors dun brainstorming. 2. Finaliser et hirarchiser les concepts en fonction des rsultats dune enqute client. 3. Rdiger un cahier des charges des services dfinissant prcisment le contenu et les fonctions clients associes aux concepts service retenus. 4. valuer les volumes du business plan.

TEcHNIcAL AND EcONOMIc STUDy, MODELINg AND SIMULATION OF ELEcTRIcITy MARKETS WITH A VIEW TO MEASURE POTENTIAL gAINS FROM NEW SERVIcES RELATED TO ELEcTRIcAL VEHIcLES
The project is part of an exploratory study on the new business opportunities associated to electrical vehicles. It consists in measuring and analyzing technical and economic feasibility of services in the electricity market. The mission comprises two parts: 1. Technical and economic modeling and simulation of the new services provided to electrical vehicles owners and electricity market companies. 2. The study and benchmarking of European electricity markets in order to identify opportunities and threats regarding the new services.

SPEcIFyINg A RANgE OF INNOVATIVE SERVIcES NEXT-gENERATION RENAULT MASTER

I have been given responsibility to draft a scope statement specifying a package of innovative services to the customers of the next-generation Renault Master; so that Renault enjoys a substantial and lasting competitive advantage upon its launch. Thus, I had to: 1. Spell out draft concepts so that the organization has a clearer, more detailed understanding of them and how they would address needs from professionals. 2. Select some concepts, work out their details and rank them following analysis of customer survey results. 3. Draft a scope statement based on the abovementioned tasks so that both service content and how they would be performed and by which department are specified. 4. Figure out turnover and draft business plan.

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JOyCE, JIE xUAN lIM

UNIVERSIT DE TOKyO

UNIVERSIT DE MEIJI

HARUNA OKAZAKI

DIREcTION POLITIqUES ET SySTMES DE RMUNRATION SERVIcE MOBILIT INTERNATIONALE comPensations anD BeneFits international transFers DePartment
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

RNPO (RENAULT NISSAN PURcHASINg ORgANIzATION) rnPo (renault nissan Purchasing organization)
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

SyLVIE DUgENEST

JOS ALLOUcHE

ALAIN PORcHER / SBASTIEN POUNEAU

FABIEN BLANcHOT

Japon Japan

Japon Japan

ANALySE DE LEXTERNALISATION DES FONcTIONS DE LA MOBILIT INTERNATIONALE

La mission principale du stage est danalyser limpact de lexternalisation des mobilits internationale, et de proposer des solutions potentielles pour le Service Mobilit Internationale face aux problmatiques rencontres. Lenjeu principal auquel est confront le SMI est de conserver son expertise mtier tout en ayant externalis une grande partie de son activit oprationnelle. Lanalyse a t ralise travers un diagnostic examinant les opportunits et les contraints de lexternalisation/la dlocalisation dactivits. Cette analyse a t complte par des points de vue de fonctions Renault concernes: fonction support (informatique) et fonction mtier (ingnierie).

cRATION DUNE STRATgIE AcHAT POUR LE PROjET RENAULT ELFE

Diminution de lmission cO2 des vhicules - Support sur la gestion dun portefeuille achat en vie srie. - Participation au sourcing Monde (Renault / Nissan) de nouvelles fonctions sur la future gamme de vhicules Renault (Nouvelle plateforme commune Renault-Nissan 15-40 ). Cette mission a eu pour objectif daider mieux collaborer avec Nissan en terme dachat, et renforcer ainsi la performance achat de lAlliance.

IMPLIcATIONS OF OUTSOURcINg INTERNATIONAL TRANSFERS OPERATIONS

The principal mission of the internship is to analyse the impact of outsourcing the international transfers, and to propose potential solutions to this issue faced by the International Transfers Department. The main issue for the ITD is to preserve its core expertise after outsourcing a substantial part of its operations. The analysis is carried out using a theoretical approach in examining the strengths and weaknesses of outsourcing / offshoring business activities. This approach will then be completed by the point of view of two different activities within Renault: the support function (IT) and the core activity function (engineering).

DEVELOPINg A PURcHASINg STRATEgy FOR RENAULT PROjEcT ELFE (ELEcTRIcITy FROM ELSEWHERE)
reducing co2 emission from vehicles - Providing support on purchasing portfolio management for the serial production. - Participation in World sourcing (Renault / Nissan) new functions on the future range of Renault vehicles (New Renault-Nissan joint platform 15-40). This mission helps to know how to cooperate better with Nissan in terms of purchasing, and to strengthen the performance of the alliance.

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RICARDO GANTUS

ESCOLA POLITCNICA DA UNIVERSIDADE DE SO PAULO

UNIVERSIT NATIONALE DE SOUL

SEUNGKI lEE

RNPO (RENAULT-NISSAN PURcHASINg ORgANISATION) AFTER-SALES rnPo (renault-nissan Purchasing organisation) aFter-sales
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

RNPO BODy AND ELEcTRIcAL rnPo BoDy anD electrical

TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

EMMANUEL PELLETIER

BRIGITTE OgER

VINCENT gILLI

BRIGITTE OgER

Brsil Brazil

core du sud

ANALySE ET OPTIMISATION DE LA PERFORMANcE DAcHAT DE PIcES DE REcHANgE

Au sein de la Direction Aprs-Ventes de RNPO, dans le contexte de la stratgie achats des pices de rechange, le projet a consist lanalyse et loptimisation de la performance achat sur le segment Carrosserie. La mission fut de comparer et analyser la diffrence entre les prix des pices des vhicules en production srie et celle de vhicules hors srie. Suite ces actions, les leviers de ngociation permettant dobtenir des rductions de prix ont t identifis : - Rengociation des emballages des pices de rechange. - Cration dun panel fournisseur international avec les diffrentes entits du groupe, notamment Dacia, Nissan et Oyak-Renault. - Ressourcing de pices avec important potentiel de gain.

STRATgIES POUR LAMLIORATION DES PERFORMANcES AcHATS DE SOFTWARE ET LIcENcE

Les achats, dont la mission est dacqurir des biens ou des services pour atteindre les objectifs de lentreprise, constituent prt de 80 % du cot de la production en particulier dans le secteur automobile. Lentit dachats commune de Renault et Nissan, RNPO (Renault-Nissan Purchasing Organization) a la responsabilit datteindre le meilleur niveau de comptitivit (Qualit, Cot, Dlais) des achats de lAlliance. Dans ce contexte, lobjectif du projet a t non seulement lanalyse de la situation actuelle, mais aussi la proposition de stratgies pour lamlioration des performances achats de Software et Licence. Ce projet sest compos de quatre grandes tapes: 1. Rorganisation du systme de contrats (tablir un contrat type / Sourcing / Prparatifs), 2. Analyse dinducteurs de cots (la performance de lanalyse / Les tapes de lestimation / La proposition et le pralable), 3. Dfinir les fournisseurs potentiels (la Mthodologie de recherche / Lidentification de fournisseurs potentiels pour chaque type de Software), 4. Stratgies de la ngociation daffaires (la Gnralisation / Le contexte culturel / La Prparation / Guide de bonnes pratiques).

south Korea

PERFORMANcE ANALySIS AND OPTIMIzATION OF SPARE PARTS PURcHASINg

Within the RNPO After-Sales Department, in the context of the Spare Parts Purchasing Strategy, the project consisted in the performance analysis and optimization of parts purchasing in the vehicle body segment. The mission was to analyze and compare the price difference between the serial production vehicle models and out of production models. After that, the following price reduction drivers were identified: - Renegotiation of spare parts packaging. - Creation of an international supplier sample list within the various entities of the group, in particular Dacia, Nissan and Oyak-Renault. - Resourcing of parts bearing important gain potential.

XSTRATEgIES FOR PERFORMANcE IMPROVEMENT OF SOFTWARE & LIcENSE PURcHASINg

Purchasing, which refers to a business aiming at acquiring goods or services to accomplish the goals of the enterprise, accounts for over 70% of the cost especially in automobile production. Being the common purchasing entity for Renault and Nissan, RNPO (RenaultNissan Purchasing Organization) has the responsibility to achieve the high level of competitiveness (quality, Cost, Delivery). Accordingly, in this context, the purpose of this project is not only limited to the current situation analysis, but also focused on the proposal of Strategies for Performance Improvement of Software & License Purchasing. This project is composed of four main categories as below: 1. Reorganization of Contracting System (Establishment of Standard Contract / Sourcing / Preparations), 2. Analysis of Cost drivers (performance of analysis / Estimation steps / Proposal & Requirements), 3. Finding Potential Suppliers (Research Methodology / Identification for each type of software), 4. Business Negotiation Strategies (generalization / Cultural context / Preparation / Guide Line).

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19

AyAKA KOIZUMI

SOPHIA UNIVERSITy

ECOLE MOHAMMADIA DINGNIEURS

MAROINE JbIlI

RENAULT DIREcTION DU PRODUIT gAMME SERVIcE renault Direction Du ProDuit gamme serVice
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

DIREcTION STRATgIE ET MARKETINg, DIVISION PIcES ET AccESSOIRES marKeting anD strategy oF Parts & accessories DiVision
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

SBASTIEN cROcHEMORE

ANTHONy HUSSENOT

FLORENCE DUMONTOy

DELPHINE DION

Japon Japan

Maroc Morocco

DFINITION DUNE OFFRE DE MOBILES-SERVIcES INNOVANTS

1. Benchmarker les usages du tlphone mobile de diffrents utilisateurs (les 12-18 ans, les propritaires alimentaires automobiles, les non propritaires automobiles). 2. Benchmarker les offres produits dentreprises non concurrentes dans le domaine de la mobilit (Exemple: aronautique, rseau ferr). 3. Contribuer la dfinition de la stratgie Renault en termes doffre applications mobile.

OPTIMISATION DES PORTEFEUILLES PRODUITS AccESSOIRES

Avec plus de 10 000 rfrences Accessoires, le service Marketing Produits Accessoires a entam un travail doptimisation de ses portefeuilles produits afin dassurer une gestion rationnelle de son offre Accessoires. Dans le cadre de ce travail, une nouvelle segmentation des familles commerciales sera ralise, avec pour objectif damliorer la fois la rentabilit et lorganisation du service. Les missions du projet professionnel ont t les suivantes : - Remettre plat toute la segmentation de loffre produit accessoires. - Sparer prcisment les accessoires des pices de rechanges et valuer le vrai impact de chacun en termes de chiffre daffaires total. - Raliser un clean up des portefeuilles (chiffre daffaires / contribution). - Raffecter les produits dans les nouveaux segments / sous-segments Marketing. - Proposer un plan daction futur contenant des recommandations chiffres pour une meilleure gestion de loffre.

DEFININg AN INNOVATIVE MOBILE SERVIcES OFFER

1. Benchmark mobile phone services by different users (non-automotive clients, 12 to 18 years old, clients not owning cars, clients owning cars, 18 to 55 + years old). 2. Benchmark application/widget offers coming from non-competing iconic sectors, and businesses operating in transport and mobility (eg: train, plane) and car manufacturers. 3. Help define Renaults strategy for mobile phone offers.

AFTERSALES AccESSORIES PORTFOLIO OPTIMIzATION

With over 10,000 Accessories references, Accessories Marketing Department has started an optimization of its products portfolios in order to ensure a rational management of its Accessories offer. As part of this work, a new segmentation of products families will be conducted with the aim of improving both the efficiency and the team organization. The main tasks of the professional project were as follows: - To sort out the segmentation of all the Accessories offer. - To separate precisely the accessories from spare parts and measure the impact of each in terms of total turnover. - To make a clean up of portfolios (sales / contributions). - To reallocate products in new Marketing segments / sub-segments . - To suggest a future action plan containing recommendations with precise figures for better product offer management.

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21

HOUDA GUESSOUS

ECOLE MOHAMMADIA DINGENIEURS

UNIVERSIT PARIS III SORBONNE NOUVELLE

HIROKO AIbA

DIREcTION DU cOT DES VENTES cost sales Direction

TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

PROgRAMME VALORISATION DU PATRIMOINE HISTORIqUE ET cULTUREL historic anD cultural heritage DeVeloPment Program
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

CATHERINE EVO

CHRISTOPHE ELIE-DIT-cOSAqUE

HLNE gALzIN

GRALDINE MIcHEL

Maroc Morocco

Japon Japan

OPTIMISATION DES OUTILS DE MANAgEMENT DE LA PERFORMANcE MONDE - SERVIcE PLATEFORME DcV

Au sein du service Plateforme DCV , deux indicateurs sont importants pour le suivi de lactivit : les enjeux identifis sur les pices des diffrents vhicules monde et les gains raliss sur ces vhicules, qui gnrent un impact MOP (analyses sur vhicules srie) ou du non cash out horizon DMS (analyses sur vhicules en dveloppement). La mission consistait concevoir un outil commun tous les services de la DCV pour suivre ces indicateurs et pouvoir raliser des analyses pertinentes en terme de management. Elle sest droule selon les tapes suivantes : - Analyse de ltat de lart : processus courant au sein des services pour la mesure des enjeux levs et des gains associs. - Rdaction du cahier de charges du besoin, en relation avec les chefs de services de la DCV et dfinition des indicateurs pertinents pour chacun dentre eux mais aussi pour la direction. - Dveloppement de loutil standard monde et rdaction du processus associ.

PROMOUVOIR LIMAgE DE RENAULT PAR LA MISE EN VALEUR DE SON PATRIMOINE

Conseiller, fderer et orienter les acteurs impliqus dans la conservation, lexploitation et la valorisation des biens matriels et immatriels de lentreprise. Cet objectif a t ralis selon 3 axes majeurs : - Participation la ralisation dactions de communication en coopration avec la Direction de la Communication, du Marketing et des RH. - laboration dun programme de confrences dans le cadre des Rendez-Vous Du Patrimoine - Benchmarking auprs des grandes entreprises internationales. tude des moyens mis en uvre par ces entreprises pour tirer parti de leur patrimoine : 1. amliorer leur image de marque auprs des cibles externes, 2. motiver les salaris. Les critres ont pu cibler des entreprises ayant un Historique ancien et pertinent, ainsi quun rayonnement international. Lexamen des entreprises juges les plus performantes dans ce domaine a permis des interprtations et une appropriation innovante et personnelle par Renault, des extrapolations concrtes possdant une relle valeur ajoute.

OPTIMIzINg WORLDWIDE PERFORMANcE MANAgEMENT TOOLS DcV PLATFORM DEPARTMENTS

In the DCV Platform department, two indicators are important for activity monitoring: stakes identified per part on worldwide vehicles and savings, leading to a MOP impact (mass production vehicles analysis) or no cash out at SOP (in development vehicles analysis). The mission consisted in designing a common tool for all DCV departments to follow these indicators and to be able to do relevant analysis for management. It was implemented in the following steps: - State of art analysing: Study the current processes within the departments for measuring the raised stakes and the associated savings. - Writing specifications in connection with the DCV department general managers and defining the indicators which are relevant for them and for the direction. - Standard tool development and drafting the associated process.

PROMOTINg RENAULT IMAgE THROUgH A VALUE OF ITS HERITAgE

22

Council federetion and orientation with people concerned in the conservation, development and value-addition of tangible and intangible assets of the company. The objective is achieved through: - Participation in the establishment of communication in cooperation with the Department of Communication, Marketing and HR. - Development of a Conference Program, in partnership with the Rendez-Vous du Patrimoine. - Benchmarking with major international Companies. Study of the means used by these Companies as to how to make use of their assets: 1. to improve the image of mark among external targeted people, 2. to raise motivation for employees. The criteria targeting companies could be a long and relevant History, as well as an international reputation. An examination of the companies considered as being among the most successful in this field has led to innovative interpretations and appropriation adjusted by Renault, and thereby practical development with a real added value.

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HADI JEIRANPOUR

UNIVERSIT DE THRAN

SEOUL NATIONAL UNIVERSITy

JIN-WON KIM

DIREcTION DES AcHATS - RNPO LOgISTIqUE (RENAULT NISSAN PURcHASINg ORgANIzATION) Purchasing DiVision - rnPo logistic (renault nissan Purchasing organization)
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

DIREcTION DES AcHATS - RNPO LOgISTIqUE (RENAULT NISSAN PURcHASINg ORgANIzATION) Purchasing DiVision - rnPo logistic (renault nissan Purchasing organization)
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

DOMINIQUE MONTEUX

GRALDINE MIcHEL

xAVIER gRUSON

PIERRE-yVES LAgROUE

iran iran

core du sud

DVELOPPEMENT DE PROcESSUS DVALUATION DES PRESTATAIRES DE TRANSPORT DES VHIcULES FINIS

RNPO, Renault-Nissan Purchasing Organisation est lentit dachats commune de Renault et Nissan. Cette organisation envisage dtablir une segmentation fine du positionnement de ses prestataires logistiques. La mission a consist analyser le positionnement des fournisseurs des prestations logistiques aval et ce avec deux objectifs principaux : 1. soutien au niveau SAM Achats logistiques Outbound en vue dune identification claire des forces et faiblesses des fournisseurs par typologie dintervention. 2. contribution la mise en place de prparation de la stratgie fournisseurs et du plan moyen terme.

TUDE SUR LA MTHODE DAcHAT DES MTAUX DU gROUPE PLATINE (PgM)

RNPO souhaite optimiser les achats des PGMs (mtaux prcieux). Ltude ralise a comport trois tapes: 1. Comparer les mthodes dachat Renault et Nissan pour les PGMs. 2. Benchmark sur lindustrie des PGMs et les mthodes dachats utiliss par dautres constructeurs automobiles. 3. Analyse SWOT et financire : chiffrage de lconomie par achat direct des PGM.

south Korea

STUDy ON THE PLATINUM gROUP METALS (PgM) PURcHASINg WAy

RNPO is working on cost optimisation related to PGMs in auto catalysts. This study is divided into the following three areas: 1. Detailed comparison between the Renault and Nissan purchasing way of PGMs for catalysts. 2. Benchmark the PGM industry and the various purchasing methods used by other automobile manufacturers. 3. SWOT et Financial analysis: assess economical saving of directly the purchasing PGMs.

DEVELOPMENT OF ASSESSMENT PROcESS OF FINISHED VEHIcLES TRANSPORT PROVIDERSS

RNPO, Renault-Nissan Purchasing Organization is the independent entity of common purchases of Renault and Nissan. This organization plans to establish a precise segmentation of its logistics providers position in market. This work is to analyze the role of downstream logistics services providers. The mission of internship in the department has two objectives: 1. Support for the logistic Procurement SAM as regards identification of strengths and weaknesses of suppliers by type of intervention. 2. Contribution in preparation of preliminary study of supplier strategy and medium term plan for supplier panel committee.

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25

OMAR KAAb

ECOLE MOHAMMADIA DINGNIEURS

UNIVERSIT DE KyUSHU

PETRA FRENT

RENAULT DIREcTION DU PRODUIT - ANALySE ET PROSPEcTIVE DE LOFFRE ProDuct Planning - comPetitiVe & exPloratory analysis
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

DIREcTION DES AcHATS RNPO /PURcHASINg DIVISION - RNPO renault nissan Purchasing organization
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

MICHELE PUjO

DELPHINE DION

FRDRIC RAIMBAULT

PIERRE ROMELAER

Maroc Morocco

Japon Japan

ANALySE DES STRATgIES DE DIFFRENTIATION DE LA cONcURRENcE

La mission ralise au sein de la direction du Produit, a permis de dgager une analyse des pratiques des concurrents en termes de diffrenciation. Cette analyse a port sur les principaux marchs internationaux, et sest appuye sur des exemples au sein dune mme marque, dun mme groupe, dun partenariat ou bien dune adaptation un march spcifique. Lobjectif de ce travail a t de confronter une mesure du niveau de diffrentiation des modles aux rsultats dtudes clientles et leur succs commercial. Ceci a permis dapporter des lments de comprhension de limpact de la diffrentiation sur les donnes clientles et de lister les expriences retenir pour les futurs modles Renault.

DPLOyER PROjET V3P AUX AcHATS

Renault doit assurer la refonte de son processus de dveloppement dans le but de rduire les dlais de mise disposition des vhicules sur les marchs. Ce projet baptis V3P impacte lensemble des directions oprationnelles de lentreprise notamment les achats. Objectif : tudier limpact de V3P sur la maquette effective des projets achat et identifier les actions faible valeur ajoute. Mission : identifier et quantifier les principales taches des acheteurs en projet. Identifier les impacts en terme de ressources, des modifications de planning et dactivit sous V3P. Elargir ltude au mode de fonctionnement Nissan (Europe et Japon).

ANALySIS OF DIFFERENTIATION STRATEgIES OF cOMPETITORS

The mission carried out within Product Planning, was to analyze of the competitors practices in terms of differentiation. This analysis, with respect to the leading international markets, is based on examples within the same brand, of the same group, of a partnership or of an adaptation to a specific market. The aim of this mission was to confront a measure of the differentiation level of the respective models with the results of market research and with their commercial success. This allowed better understanding of differentiation strategies on customer perception, and a number of lessons to be learnt by Renault for its coming models, was compiled.

DEPLOyMENT OF THE V3P PROjEcT WITHIN THE PURcHASINg DEPARTMENT

Renault ensures the overhaul of its development process with the intention of reducing the time to marketof its vehicles. This project, called V3P, has an impact on all the operational departments of Renault and, in particular, on the Purchasing Department. Objective: to analyze the V3P impact on the Purchasing staff involved in the project phase and to identify the tasks of little value-added. Missions: to identify and to quantify the main tasks of project buyers. To estimate the impact of V3P in terms of resources, planning modifications and revisions of project buyers activities. To extend the scope of the analysis to the way Nissan (Europe and Japan) is organized.

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27

OLGA TAbAlINA

BAUMAN MOSCOW STATE TECHNICAL UNIVERSITy

ECOLE POLyTECHNIQUE DE LUNIVERSITE DE SAO PAULO

EDUARDO SUAIDEN FIlHO

RNPO (RENAULT-NISSAN PURcHASINg ORgANISATION) rnPo (renault-nissan Purchasing organisation)

TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

RENAULT DIREcTION DES AcHATS - PROgRAMME VHIcULES FOURgONS LOURDS Purchasing DiVision lcVs Program
TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

PIERRE-BENOIT HAMON

CHRISTINE TRIOMPHE

BRUNO ROUgER

CHRISTINE POcHET

russie russia

Brsil Brazil

OPTIMISATION DES SOURcINgS DANS LE cADRE DES VEHIcULES INTERNATIONAUX MULTI-INDUSTRIALISES

La mission ralise au sein du primtre Accessoires Extrieurs a constitu dfinir le panel (nombre et localisation) des fournisseurs de composants automobiles dans le cadre des vhicules multi-industrialiss de manire optimise (moindre logistique, moindre investissement...). Cette mission a t conduite en quatre tapes: 1. Identifier des couples vhicules/familles de pices candidates ce type danalyse. 2. Collecter auprs des services : achats centraux, locaux, logistiques, douanes Les donnes dentre ncessaires la ralisation de ces analyses. 3. Raliser une tude conomique en disposant dun outil doptimisation du sourcing OASIS . 4. Planifier les amnagements de sourcings avec les acteurs concerns.

ETUDE DU RENFORcEMENT DE LINTgRATION LOcALE DU VHIcULE X70 AU MERcOSUR

Dans le cadre de la production et de la commercialisation des voitures au Mercosur, Renault fait constamment face aux contraintes imposes par le bloc conomique sudamricain. En particulier, le taux dintgration local (ICR) mesure le poids des pices importes sur le prix de vente du vhicule. Afin de ne pas subir de surtaxes de lordre de 35 % sur le prix de vente, le taux dintgration local doit tre suprieur 60 %. Le vhicule x70 est produit au Brsil mais son ICR est limite des 60 % et donc sensible aux variations de taux de change entre la monnaie europenne et brsilienne. La mission portait donc sur ltude du transfert de la fabrication de certaines pices au Mercosur afin daugmenter son taux dintgration local et ainsi dassurer la poursuite de sa commercialisation dans la rgion.

SOURcINg OPTIMIzATION FOR INTERNATIONAL MULTI-INDUSTRIAL VEHIcLES

Within Exterior Trim perimeter, the mission was to define automotive components suppliers panel (number & localization) in the context of multi-industrial vehicles in an optimal way (lower logistics costs, lower investments...). This mission was achieved in four steps: 1. Identifying vehicles couples / families of parts for the analysis. 2. Collecting the input data necessary to accomplish the analysis at the Purchasing Central Division, Purchasing Local Division, logistics costs, custom. 3. Performing economic analysis thanks to sourcing optimization OASIS tool. 4. Planning of the sourcing arrangements with experts responsible for the project.

STUDy ON STRENgTHENINg X70 VEHIcULES LOcAL INTEgRATION IN MERcOSUR

As regards producing and selling vehicles in Mercosur, Renault continuously faces the restrictions imposed by the South American economic block. In particular, the regional content index (ICR) measures the weight of imported parts on the selling price of the vehicle. In order to avoid the 35% surcharges on the selling price, the local integration rate must be higher than 60%. The X70 produced in the Curitiba (Brazil) plant is facing this kind of problem, since its ICR is just about 60% and thus exposed to the variations of the exchange rate between the European and Brazilian currencies. This work aimed to study of the transfer of the manufacturing of certain parts to the Mercosur in order to increase its regional content index and so assure the continuation of its commercialization in the area.

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yUKARI SHIGETA

KyOTO UNIVERSITy

LISTE DES ENSEIgNANTS LIST OF PROFESSORS

DIREcTION DE LA cONNAISSANcE cLIENT xxxx

TUTEUR ENTREPRISE CORPORATE TUTOR TUTEUR ACADMIQUE ACADMIqUE TUTOR

NICOLE ALLIOT

SOPHIE RIEUNIER

Japon Japan

EVOLUTION DU SEcTEUR TRANSPORT ET LOgISTIqUE LHORIzON 2020

Ces dernires annes la concurrence sest fortement intensifie dans le secteur du Vhicule Utilitaire Lger. Dans ce contexte, la capacit dinnovation constitue un atout majeur. Il sagit daller chercher cette capacit dinnovation, via une rflexion prospective sur lvolution des secteurs dactivit, et le positionnement du VUL dans la chane de cration de valeur de lentreprise. Au sein de la Direction de la Connaissance Client, la mission a consist raliser une premire tude, cadre sur le secteur logistique et transports en France, en utilisant la mthode prospective des scnarios: - Secteur devant subir des volutions importantes suite entre autres aux contraintes de circulation en centre-ville - Secteur relativement avanc qui pourrait donner des ides transfrables dautres activits. Cette tude a eu pour but de construire une photographie de lorganisation dans ce secteur en France lhorizon 10 ans, partir de laquelle il sera possible de dcrire les cibles clients de Vhicule Utilitaires Lgers.

EVOLUTION OF THE TRANSPORT AND LOgISTIc SEcTOR By 2020

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In the last years competition has intensified in the Light Utility Vehicule sector (in particular the increase the force of PSA in the small LUV segment). In this context, the capacity to innovate is a major advantage. Beyond the knowledge of the daily-use of the vehicle, it is required to search for this capacity for innovation, in a future-seeing reflexion in the evolution of the sectors activities, and the inscription of the LUV in the value chain of the companies. Initiated in the Market Intelligence Department, the mission consisted in realizing a first study, centered on the transport and logistic sector in France, by means of the prospective method of the scenarios. This sector is interesting: - on the one hand because it may probably experience major evolutions especially coming from the restrictions against the circulation in city center - on the other hand because it is a relatively advanced sector which may give many ideas to the others sectors. This study aims to build an image of the organizations in this sector in France at the horizon of 10 years, from which we will be able to describe the future Light Utility Vehicle clients.

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LISTE DES ENSEIgNANTS PROMOTION 2009 / 2010 LIST OF PROFESSORS ACADEMIC yEAR 2009 / 2010
JOS allOuche iae de paris (universit de paris 1 panthon Sorbonne) Management des Ressources Humaines dans un contexte globalis Human resources management in a global context universit paris-Dauphine Management interculturel Intercultural management ANTHONy huSSenOt universit paris-Dauphine Systmes dinformation et management de la connaissance Information systems and knowledge management

FABIEN blanchOt

PIERRE-yVES laGrOue

iae de paris (universit de paris 1 panthon Sorbonne) Management transversal Cross-functional management

JEAN-FRANOIS caSta

universit paris-Dauphine Finance et finance internationale Business and international finance

ELISABETH mella

universit paris-Dauphine conomie, institutions et cultures europennes European economies, institutions and cultures

JEAN-FRANOIS chanlat

universit paris-Dauphine Management interculturel Intercultural management

GRALDINE michel

iae de paris (universit de paris 1 panthon Sorbonne) Marketing et marketing international Marketing and international marketing

SyLVIE chevrier

universit paris-Dauphine Management interculturel Intercultural management

BRIGITTE OGer

iae de paris (universit de paris 1 panthon Sorbonne) Management comptable compar Comparative accounting management

DELPHINE DiOn

iae de paris (universit de paris 1 panthon Sorbonne) Marketing et marketing international Marketing and international marketing

CHRISTINE pOchet

iae de paris (universit de paris 1 panthon Sorbonne) Management comptable compar Comparative accounting management

CHRISTOPHE elie-Dit-cOSaque

universit paris-Dauphine Systmes dinformation et management de la connaissance Information systems and knowledge management

SOPHIE rieunier

iae de paris (universit de paris 1 panthon Sorbonne) Marketing et marketing international Marketing and international marketing

DIDIER FOluS

universit de nanterre / universit paris-Dauphine Finance et finance internationale Business and international finance

PIERRE rOmelaer

universit paris-Dauphine Organisation et stratgie internationales International organisation and strategy

PATRICE GeOFFrOn

universit paris-Dauphine conomies, institutions et cultures europennes European economies, institutions and cultures

CHRISTINE triOmphe

iae de paris (universit de paris 1 panthon Sorbonne) Management des oprations Operations management

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NOTES

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MBA DAUPHINE-SORBONNE-RENAULT PRSENTATION DES MISSIONS PROFESSIONNELLES DES TUDIANTS DE LA PROMOTION 2009-2010 DAUPHINE-SORBONNE-RENAULT MBA PRESENTATION OF PROFESSIONAL PROjEcTS MADE By THE STUDENTS OF THE cLASS OF 2009-2010

(www.dauphine.fr)

(www.fondation.renault.com)

(www.iae-paris.com)