Do you need to select and roll out an ERP, WMS, TMS or PLM, or put a drifting project back on track? I manage the project from the tender to user adoption, getting business teams, IT, the software vendor and the integrator to work together.
When to bring me in
- You are launching an IT project and need to choose a solution without relying on vendors’ sales pitches.
- The project is under way, but the schedule is slipping and decisions are not being made.
- The roll-out covers several sites or several countries.
- The solution is live, but teams are not using it as intended.
How I work
- Scope: objectives, scope, responsibilities, success criteria.
- Select: requirements, tender, scoring grid, vendor demonstrations.
- Steer: integrator, schedule, budget, risks, steering committees.
- Test and go live: test scenarios with users, cut-over plan.
- Embed: support teams until the solution is actually used, and measure results. Without reliable data, no tool delivers on its promises.
Typical deliverables
Project charter and RACI · process and interface map · requirements specification · scoring grid · high-level plan and risk register · test scenarios · cut-over plan · change management plan. Not every assignment needs all of them.
Track record
- McPhy (2022-2024): tender and roll-out of the 3DEXPERIENCE PLM in France, Italy and Germany. All other tools were retired in favour of a single platform.
- Solvay (2012-2018): Transwide TMS in 4 European plants, eliminating truck waiting times at loading, and mobile SAP.
- Transports Mousset (2011): roll-out of the ANDSOFT TMS, from requirements to go-live.
- Kuehne+Nagel for Orange (2002-2006): tender project manager, then a WMS interfaced with the automation of a 40,000 m² distribution centre. Service level from 75% to 99%.
When someone needs to hold the fort
I also take on interim management assignments from time to time: supply chain director or site manager during a transformation or a replacement. At Kuehne+Nagel, I was Deputy Site Manager of the distribution centre I had helped to set up.
Frequently asked questions
When should you bring in an independent project manager?
Ideally before the tender: that is where most of the risk lies, with a poorly defined scope or an ill-fitting solution. But I also step in to turn around projects already under way.
Are you tied to a software vendor?
No. I have no commercial ties with any vendor or integrator, which lets me make decisions in the client’s interest.
How do you prepare user acceptance testing?
Start from real processes, write end-to-end scenarios with key users, and agree in advance what blocks go-live and what can wait.
Let’s talk about your project
I am Jérôme Dumas, an independent supply chain and IT consultant based in Lyon, France, working on assignments across France and Europe.
Are you preparing a tender, a roll-out or a project to turn around? Tell me about your context and challenges, and we will see together whether I can help.