JEANFRANÇOIS CORRAZE Supply Chain Director at OPmobility What specific benefits do you expect from this transformation? J-F. C. Firstly, resilience. By engaging our teams and by standardizing and digitalizing our transport processes, we are improving visibility across all logistics flows and strengthening our operational capacity to benefit our plants and our customers. Thanks to the TMS, we have access to real-time information, supplemented by predictive and qualitative data, which allows us to anticipate bottlenecks before they occur and take proactive action. Improving the reliability of logistics operations, particularly for just-in‑time deliveries, is a key differentiator. Improving operational productivity also helps reduce the environmental footprint of our operations. Optimizing the supply chain helps optimize truck loading and the number of miles traveled, thereby reducing transport-related CO2 emissions. How do you ensure that carriers and suppliers are behind this initiative? J-F. C. The goal is to make TMS a gold standard within the automotive industry by clearly demonstrating the added value it provides. Consider this example: today, a carrier sends Excel files several times a day to report on the location of one of its trucks. Tomorrow, the truck will connect directly to our system, resulting in less paperwork, less data entry, and fewer errors. That saves our partners time. Another example: if a truck has to wait too long to be unloaded at one of our plants, that will be recorded in the system and the carrier will be able to justify that without any debate or delay. The data speaks for itself and it speaks for everyone. And when deliveries are optimized, trucks can carry more goods, make more trips, and generate more profit. With this TMS, OPmobility is offering its partners a model which is win-win. “By engaging our teams and standardizing and digitalizing our transport processes, we are improving visibility across all logistics flows and strengthening our operational capacity.” J-F. C. — THE SPONSOR With production cycles getting shorter and supply chain pressures mounting, how has the strategic role of the supply chain expanded? Jean-François Corraze. The supply chain is, first and foremost, the physical flow of goods: trucks, ships, and plants. But without reliable, real-time data, it is impossible to manage these operations effectively. This insight has emerged gradually over the course of a decade, driven by individual contributors, the Group, and the Business Groups which have demonstrated, with supporting data, that an end-to-end approach improves competitiveness and customer satisfaction. In February 2026, this led to the creation of a dedicated function at Group level, enabling a coordinated approach across all sites and improving the supply chain’s overall performance and resilience. The ELITE project is at the heart of this transformation. How would you define it? J-F. C. ELITE, our program for optimizing transport management, is underpinned by 2 key pillars. The first is digital technology: the roll-out of a TMS developed with our partner 4Flow. A single tool covers the planning, execution, and reporting of transport flows: real-time tracking of ships and trucks, invoice verification, and financial and environmental performance management. The second pillar is organizational: each regional roll-out is supported by a Control Tower, a team of dedicated experts working in the field. In Mexico, where we have rolled out the TMS on 10 sites in 2026, the team will be made up of 30 people. After Mexico, the program will be rolled out to the United States in 2027-2028, Europe in 2029-2030, followed by Asia and South America. 31
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