Yves Leclerc

Yves Leclerc


Yves Leclerc is a managing director and leader of the firm's supply chain practice. He has more than 20 years of experience applying business and technology expertise to deliver global supply chain solutions. Yves specializes in re-engineering business processes to drive shareholder value creation and implementing supply chain-optimization strategies.


Throughout Yves' career, he has assisted clients with supply chain strategy, processes, and technology to gain competitive advantage in the marketplace. Prior to joining West Monroe Partners, Yves was a partner with Arthur Andersen and a leader of its supply chain technology competency center, a vice president of supply chain solutions for Experio consulting (now Hitachi consulting), and a partner in a consulting boutique specializing in supply chain and logistics solutions.

Yves has managed initiatives with both mid-market companies and Global 1000 companies. Some of Yves's clients include Bombardier, BCE (Bell Canada), Learjet, Volvo, L'Oreal, Sara Lee, Lucent Technologies, Embratel, Del Monte, Provigo, Sonepar, Field Museum, Sun Microsystems, and i2 technologies.

Yves has developed deep knowledge of supply chain information technologies, with a focus on real-time visibility into the extended supply to enable inventory, forecasting and order visibility as a means of improving business performance and enabling strategic goals. His deep technology expertise includes electronic commerce, collaborative commerce, radio frequency, bar-coding, RFID, real-time data collection, and decision support tools.

A recognized subject matter expert in the area of supply chain operations and technology, Yves was named to the advisory board of the Loyola Quinlan School of Business Supply and Value Chain Center. The Supply and Value Chain Center (SVCC) led by John Caltagirone of the Quinlan School of Business at Loyola University Chicago is dedicated to the development of leading-edge strategies and practical solutions to problems encountered by the business community relative to the management of the end-to-end supply chain.

Supply chain strategy and field inventory visibility implementation.
For a leading telecommunications OEM manufacturer, Yves managed a strategic assessment and technology implementation, with a focus on improving cash cycle, reducing excess inventory, and improving productivity by enabling field inventory visibility, implementing processes for better reverse logistics, and enabling synchronization of parts with for an overall potential saving of $800 million.

Supply chain strategy and shareholder value creation.
For a leading telecommunications service provider, Yves managed a multidisciplinary team that assessed the actual supply chain disconnect, defined a three-year supply chain strategy and created a roadmap to enable end-to-end supply chain synchronization and collaboration by becoming the "air traffic manager" of the material and information flow. This ensured availability of the right materials at the right time and place, in good condition, and at the best possible overall cost.

The strategic plan was expected to increase EBITDA by $450 million over three years, decrease CAPEX by $520 million over three years, realize significant savings of $440 million in year one, increase shareholder value by $2 billion, and increase stock price by estimated $2.40 per share in three years.

Supply chain assessment and strategy definition.
For a rapidly growing bio-pharma company with operations in Canada, Italy, and China, Yves led a team of supply chain experts to perform an end-to-end supply chain review, providing an actionable value-based roadmap with short- and long-term opportunities for improvement (i.e., value creation). This roadmap was aligned with the company's strategic and tactical corporate goal.

Identification and selection of technology (RFID versus barcode) and business case definition.
For a renowned museum, Yves led a team that identified the importance of tagging and tracking its collections (specimens/artifacts), in addition to tagging and tracking its fixed assets. During this project the team was able to build an understanding of the constraints and the uniqueness of the museum environment. A proof of concept approach helped minimize the museum's risk and investment, and it provided several benefits to the museum. First, it enabled the museum's team to have a better understanding of the existing automatic identification and data capture technologies and a clear path (roadmap) for deployment. Most importantly, the approach limited the museum's financial liability.

Reengineering of fulfillment processes and integration of a warehouse management solution.
For a national hardware distributor, Yves led a team involved in selecting and implementing a warehouse management system. The system was in support of a new strategic direction for the company. Special attention was given to change management and the implementation of new technologies.

Integration of a sales management system.
For a leading hardware distributor, Yves led a team to develop a computerized sales tool for the group's resellers. This tool included order taking, inventory management, management of promotional items, and in-store receiving.

Technological review and warehouse management selection.
Yves, as a subject matter expert, was involved in a strategic review of new enabling technologies in relation to a large environment (20,000 daily transactions). He was also involved in selecting a fulfillment system that would support a 650,000 square foot automated warehouse.

Selection of a supply chain optimization system.
For a national supplier of plumbing and electrical parts, Yves, as an advisor, was involved with the client's team in selecting and justifying a supply chain optimization software solution that had to support all of the company's operations. Moreover, the solution had to support multiple sites and multiple companies.

Analysis and optimization of distribution operations.
For a bus-parts distributor, Yves, as project manager, participated in the review of the entire supply chain operation and identified possible opportunities and improvements. Yves was involved in the reengineering processes, in selecting a warehouse management system, and in implementing the solution within the complete review of supplying the production lines and spare-part environment.