Supply chain

Saipol’s supply chain, from commercial promise to value creation

Article written on 14 May 2024
Production is not enough to create value in a company. Saipol's Supply Chain department works both in the field and on the company's strategic vision with operations on all fronts, bringing together seven interconnected fields.  Its role is transforming Saipol's ambitions into reality. Supply Chain Director Estelle Bregetzer explains. 

A department, multiple expertise

How do you fulfil a commercial promise or a contract to buy or sell a product?

The Supply Chain provides a practical response to this request. At the heart of the company’s performance, its connects all the professions in the value chain : sales administration, purchasing, customer service, invoicing, factory production planning, flow management, transport, etc. In total, around fifty employees work at the Rouen head office and around eighty at the plants to fulfil contracts. “Our mission is to turn a ‘commercial promise’ into reality and convert it into a product delivered to customers or factories. We transform business goals into real physical and financial flows,” explains Estelle Bregetzer, Saipol’s Supply Chain Director.


This department is both operational and functional, horizontally, from supplier to customer, and vertically, from strategic vision to day-to-day operational execution.

“To achieve this, the Supply Chain team works together and is well-versed in a variety of operational situations, she says. This means that communication with all Saipol departments is essential. We have clearly established channels and a well-defined scope of action. Teamwork is essential to bring it all to life.” But make no mistake! The Supply Chain does not simply execute tasks; it is a department that works in the field on its own. Above all, we work in anticipation and co-construction! We need to pick up signals throughout the value chain, manage risks within our scope and anticipate alternative scenarios.

Everything is organised to help Saipol achieve its goals. “We do a wide variety of things, remaining available to serve the company’s objectives and our customers’ interests”, adds the manager. She adds: “Without Supply Chain, there is no value creation”.

“We are part of all projects that support Saipol’s strategy. The Supply Chain team is involved from the outset. Value is created through products and their supply chains.”

Estelle Bregetzer,

 Supply Chain Director Saipol

The supply chain, an actor of change

The recent flow for liquid biomass is an example of this value creation. Saipol opened this flow for EDF-PEI in April 2023. With the aim of decarbonising its power station on Reunion Island, the energy company is switching from fuel oil to renewable liquid biomass. Upstream, Supply Chain is involved in all stages of project implementation. “We helped EDF-PEI understand the product, integrate customer requirements and cover the flow, establishing a logistics solution that met its needs, from providing the product at our production site to delivery to its containers,” says Estelle Bregetzer. To fill this order, all the parameters in the supply chain need to be taken into account.

The operational hazards we take into account may be internal or external to our business. For example, for delivering liquid biomass, we use large-capacity ships, managing maritime logistics with partners from our plants. At the beginning of the year, we had to adapt our logistics to sail around the Cape of Good Hope.” This route, which takes 10 days longer than the Red Sea route, ensures the supply arrives safely.

“Our work is very hands-on with a lot of geopolitical, meteorological, social and industrial issues to take into account, she adds. However, the challenges we face on a day-to-day basis keep us moving forward.”

Depending on the context, Supply Chain’s work is highly varied and cross-functional, and we only operate in partnership with other Saipol departments, either at headquarters or the plants, and with our partners in logistics.  

Saipol's supply chain, also leading the decarbonising transport

The Supply Chain’s interdisciplinary operations mean that it either directs or contributes to major transformations within the company.

Saipol is committed to Serve the Earth, as its motto dictates, so supply logistics are designed to assist in decarbonising transport.

In 2023, Saipol’s Supply Chain chose to join the FRET 21 approach, with the target of reducing its CO2 emissions from inbound and outbound transport in France by 30% compared with 2022. 

Supported by the ADEME, Eco CO2, the AUTF and the government, FRET 21 is the official label for principal companies in the transport sector that promote eco-friendly logistics.

To reduce our CO2 impact generated by regional shipping by 30%, Supply Chain is working on improving truck fill rates and distance travelled (introducing a tool to optimise customer distribution rounds for Oleo100, the brand of B100 produced by Saipol), multimodal transport for specific flows (piggybacking for long distances overland) and responsible purchasing from certified transporters.

“With this first milestone set for 2025, we now are planning to go further. We are working on an action plan to extend this 30% target across all our flows, land-sea, national and international.”

Supply Chain traditionally guarantees operational performance, and is now reinventing itself in line with its environment. It is transforming operations, bringing together the company’s goals, customer satisfaction, collective commitment and CSR ambition.