DÉROULÉ & CONTENU

Le MBA en « Management International » com-mence en septembre et se termine en octobrede l’année suivante soit 14 mois.

1 Septembre :période de découverte

• La Fondation Renault, Renault et son environ-nement

• Voyage de découverte économique et cultu-relle avec les étudiants boursiers des autresprogrammes de la Fondation Renault

• Cours de français• Séminaire Universitaire de rentrée

2 Septembre - avril : Enseignements dans les 2 universités

Module 1 : Le Cadre mondial de l’Economie,ses institutions, sa régulationModule 2 : Management Comptable comparéet analyse financièreModule 3 : Contrôle de gestionModule 4 : Finance et Finance Internationale.Module 5 : Management des ressources humaines dans un contexte globaliséModule 6 : Marketing et marketing interna-tional

Module 7 : Système d’Information et mana-gement de la connaissanceModule 8 : Management des processus productifsModule 9 : Organisation et stratégie interna-tionaleModule 10 : Groupe, leadership, projet et relations interculturellesModule 11 : Management transversal –simu-lation de management stratégiqueModule 12 : Conférence de praticiens issusde l’entreprise ou d’institutions internationales

3 Mai - octobre :

Mission professionnelle dans une entre-prise ou un organismeCette mission constitue un module, partie in-tégrante du cursus qui fait l’objet d’un rapportde mission, puis d’une soutenance devant leJury du MBA.

Compétences acquises et débouches pro-fesionnels

Le MBA en « Management International » amèneles futurs diplômés à :

• Acquérir ou consolider les différents domainesd’expertise et composantes du ManagementInternational

• Savoir les maîtriser et les adapter avec unevision éthique interculturelle

• Avoir une culture de fonctionnement en modeprojet, transversal et intensif

• Avoir via la mission professionnelle de 6 moisune expérience de référence complémentairedans une grande entreprise Française de di-mension internationale

• Maîtriser outre leur langue maternelle etl’anglais, le français, atouts linguistiques importants pour une carrière internationale.

• Intégrer les réseaux d’anciens diplômés desUniversités Dauphine et IAE Paris 1 Sorbonneainsi que l’Association des anciens diplômésdes programmes de la Fondation Renault(AFRA)Ce programme ouvre à des carrières très di-versifiées à l’International, en France ou dansle pays d’origine du diplômé et ce dans des entreprises à l’image de l’Alliance Renault-Nissan c'est-à-dire s’appuyant sur des réfé-rents culturels forts et développant leursactivités dans un cadre mondial.

Il permet de postuler à des fonctions de mana-gement général ou de projets dans des entre-prises, institutions ou organisations interna-tionales .

MBA DAUPHINE SORBONNE FONDATION RENAULTEN MANAGEMENT INTERNATIONAL

La mondialisation pose aux entreprises et organisations de multiples défis dont celui majeur de la perfor-mance de leur mode de management dans un cadre international.Depuis 2001 l’Université de Dauphine,l’Institut d’Administration des Entreprises de Paris 1 Sorbonne et la Fondation Renault sont associéspour développer un MBA ayant pour vocation de former de futurs managers d’entreprises ou responsablesde projets transversaux dans un contexte international et multiculturel. Ce MBA habilité EQUIS depuis2009 est reconnu pour son originalité interculturelle et a déjà contribué à former plus de 200 managersou experts évoluant aujourd’hui dans le monde entier.

OBJECTIFS

Former, dans un esprit d’excellence et de respect multiculturel, de futurs Managers ou Responsables deprojets transversaux et internationaux en s’appuyant sur trois orientations originales majeures :

• Un cursus de référence délivré par deux grandes Universités à Paris et en Français pour des étudiantsde nationalités diverses, assumant ainsi une vocation « universaliste » de l’Enseignement supérieurFrançais.

• Une orientation éthique interculturelle forte permettant d’appréhender collectivement et individuel-lement les thématiques du management dans un cadre multiculturel réel.

• Une mission professionnelle en entreprise de 6 mois, majoritairement au sein de Renault sur desprojets à forte composante internationale.

LANGUE DU PROGRAMMEFrançais

CONDITIONS D’ACCES A LA SELECTION

• Avoir validé une première année de Master ou êtretitulaire d’un diplôme ou titre jugé équivalent

• Disposer d’une expérience professionnelle d’unedurée de 3 ans, cette expérience pouvant intégrerdes missions professionnelles réalisées en coursd’étude et une première expérience professionnelleen entreprise ou institution public ou privée

• Attester d’une maîtrise suffisante de la languefrançaise équivalente ou supérieure à TFI 550 etjustifier d’un niveau d’anglais jugé suffisant parle jury de sélection (750 TOEIC)

• Présenter un projet professionnel abouti enphase avec les critères de sélection et le niveaud’Excellence visé

• Être âgé de moins de 35 ans au 1er septembrede l’année d’arrivée en France

• Le programme est ouvert à tous types de profilsconcrétisés par des diplômes et expériences,parexemple,d’ingénieurs,d’économistes,de juristes,d’experts dans des organisations internationales

DEPÔT DES CANDIDATURESET SELECTION

Les candidats sont proposés via les universitésétrangères partenaires de la Fondation Renault.Ces universités informent les postulants de l’ouverture du processus de sélection et présélec-tionnent les candidatures qui sont ensuite déposéessur le site internet de la Fondation Renault.

SELECTION

Pour déposer son dossier, le (ou la) candidat(e)devra :

• Formuler une lettre de motivation complétée parune présentation synthétique de son projetprofessionnel post MBA ainsi qu’une descrip-tion concise d’une réalisation professionnelle oupersonnelle valorisant ses compétences

• Produire les pièces ou attestations telles quecopie du passeport, certificat médical, relevé denotes, diplômes, attestation de français, niveaud’anglais, lettres de recommandations de pro-fessionnels ou d’anciens professeurs

La sélection se fait en 2 étapes :

• Un examen conjoint des dossiers de candidaturepar les Universités de Dauphine et IAE Paris 1Sorbonne et par la Fondation Renault

• Un entretien avec un Jury composé desDirecteurs de programme de Dauphine et IAEParis 1 Sorbonne et du responsable MBA dela Fondation Renault ; L’entretien est réalisé enlangue française pour évaluer la qualité duprojet, la personnalité et la motivation descandidat(e)s

L’entretien sera précédé d’un test d’aptitude MBAréalisé par écrit en français dans le pays d’origineet ayant pour vocation d’évaluer le niveau de raison-nement et de logique des candidat(e)s.

Le MBA est également accessible à des candidatsnon boursiers de la Fondation Renault qui peuventformuler leur candidature directement auprèsdes Universités de Dauphine ou IAE-Paris 1Sorbonne.

CONTACTS

Fondation d’entreprise RenaultFondation d’entreprise RenaultResponsable : Thierry CurrivandContact : annie.soyer@renault.comTel : 33 1 76 84 96 82Fax : 33 1 76 88 95 2813-15 quai Alphonse Le Gallo92513 Boulogne Billancourt Cedex – France

Université Paris-DauphineDirecteur de Programme :Professeur Pierre RomelaerContact : cindy.boyer@dauphine.frTel : 33 (0) 1 44 05 41 81Fax: 33 (0) 1 44 05 41 25Département d’Education PermanentePlace du Maréchal de Lattre de Tassigny75775 Paris Cedex 16-Francewww.dauphine.fr

Institut d’Administration des Entreprises (IAE),Université Paris 1 SorbonneDirecteur de Programme :Professeur Pierre-Yves LagroueContact : ripoche.iae@univ-paris1.frTel : 33 (0) 1 53 55 27 46Fax: 33 (0) 1 53 55 27 0121 rue Broca75240 Paris Cedex 05-Francewww.iae-paris.com

(www.fondation.renault.com)

BOURSE DE LA FONDATION RENAULT

Les étudiants sont accueillis fin août par la Fondation qui leur versera dès début septembreune bourse de vie mensuelle. Par ailleurs, la Fondation Renault prend en charge le voyageentre le pays d’origine et la France, la totalité des frais d'inscription et de scolarité, les fraisde couverture sociale et de rapatriement, la recherche de logement pour une personne seule,le voyage d’intégration culturelle et économique, les cours de français.

DAUPHINE-SORBONNE-RENAULT MBAPRESENTATION OF

PROFESSIONAL PROJECTS MADE BY THE STUDENTS OF THE GRADUATION CLASS 2011-2012

DAUPHINE-SORBONNE-RENAULT MBAPRESENTATION OF

PROFESSIONAL PROJECTS MADE BY THE STUDENTS OF THE 2011-2012 GRADUATION CLASS

The DAUPHINE-SORBONNE-RENAULT MBA in International Management is a unique study programme leading to a degree jointly awarded by the IAE of Paris I Panthéon-Sorbonne and Paris-Dauphine Universities. 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 University of Wollongong (Australia), Sophia University Hokkaido University (Japan), Galatasaray University Bogazici University (Turkey), École Mohammadia d’Ingénieur (EMI) (Morocco), Russian Customs Academy University, People’s Friendship University, Bauman Moscow State Technical University (Russia), Parana University, Sao Paulo University: Escola Politecnica, Rio University: Escola Politecnica (Brazil).

The course, taught in French, takes place in Paris and lasts for 14 months.It compromises a 8 month study period at the Paris I Panthéon-Sorbonne and Paris-Dauphine universities including 6 months of in-company training, 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.

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The courses are divided into 13 modules:

1 The global economic setting, its institutions and regulation

2 Comparative Account Management Methods and Financial Analysis

3 Management control

4 Finance and International Finance

5 Human Resources Management in a Globalised World

6 Marketing and International Marketing

7 Information Systems and Knowledge Management

8 Management of Manufacturing Processes

9 Organization and International Strategy

10 Group, Leadership, Project and Intercultural Relations

11 Cross-Cutting Management – Strategic Management Simulation

12 Conference by Practitioners from the Corporate World or International Institutions

13 Professional project

Within the framework of the professional project (module 13), students undertake their in-company training for six months (from 1th may to 31 october). 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 student’s 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 Master’s thesis which they present during examination at the Paris I Panthéon-Sorbonne or Paris-Dauphine University.

The corporate assignments of the students from the 2011-2012 Dauphine-Sorbonne-Renault MBA graduation class are presented here in the form of a synopsis.

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PRESENTATIONS SCHEDULE ACADEMIC YEAR 2011 / 2012

FRIDAY OCTOBER 12, 2012

10:45 am vICTORIA NUYAkSHEvA Assistance to the project leader in the tender “travel”

11:30 am MERIEM TOUHTOUH Analysis of international project rolling out Challenges and Development of an implementation strategy

MONDAY OCTOBER 15, 2012

2:15 pm ANNA kOMUSHEvA Analysis of electronic components supply chains for electric vehicles

3:15 pm MOHAMED OULD ELFODHAIL Determine a mesh monitoring and switching which consider the constraints economic, organizational and technical

4:00 pm ANDRÉ ISIDIO DE MELO Performance optimization and global assessment using the ISO 26000 standard in the context of the transformation of the Renault’s real and General Services Department

5:00 pm MOHAMED SOUFIANE TOUNSI Implementation of project management method of housing construction with international environmental requirements in Casablanca, Morocco – “Project clos d’ANFA Casablanca”

6:00 pm ALExANDER BOGDANOv New market development and prioritization of segments

TUESDAY OCTOBER 16, 2012

11:30 am ASUKA AkASHI Business développement de nouveaux services énergétiques vE “charging eco2” et “Smart charging”

12:30 pm POD ESTELLE NDOUR Successful transversal missions: tools and methods, case of general product liability manager

1:30 pm GABRIEL BASSETTI MARTINHO Analysis of working capital management in the international subdiaries of a french group retailer

2:15 pm SAYAKO SAkAI Diffusion of a collaborative website BePro on the sales network

3:15 pm CHIAKI MARUYAMA Marketing promotion of the connected services

wEDNESDAY OCTOBER 17, 2012

5:00 pm FADILI MOA Optimization of the Logistic Customer Department: focus on organization and missions

THURSDAY OCTOBER 18, 2012

10:45 am ECE HEPSEN Development of the wholesale function parts and accessories

11:30 am ELIF GONCU Purchasing Strategy – Preparation for “Alliance Commodity Meeting” (ACM) – Study and synthesis of purchasing business opportunities 2011-2016

2:15 pm SIHAM EL OURAOUI Lead and support the implementation of the QMS of the Purchasing Department

3:15 pm FERNANDA BORGES DE PAULA Business development within the LCv Business Unit

4:00 pm GUSTAvO wYPYCH Analysis of the effects of the digital revolution: impact on consumer behavior and organizational practives in Renault

5:00 pm PAvEL kOLESNIkOv Support of deployment of electric vehicles in the fleets of enterprise

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JAPAN

Business Development of new energy services ev “ charging eco2 ” anD “ smart charging ”

— Building services “ Charging ECO2 ” and “ Ev smart charging ” for users of electric vehicles.

— Contribute to technical and economic studies (in Euro-Zone: technologies, European electricity markets in emission gCO

2/kWh by the hour, day, season and country).

Necessity of two innovations for VE following:

— Service charging ECO2: Databases, groups of countries Europe, Focus, Communication Kit.

— Service Smart charging: construction provides client / response technique with ENEL and Acciona, recovery simulation techno-economic demonstrator.

targets :

— Reports modeling and calculation of various European countries of Simulation result.

— Knowledge reports and proposals for new business (EUR CO2).

results :

Service charging ECO2 :

— Calculation reports revenue of 12 European Countries.

— Contribution to the construction of databases 12 European Countries.

— Proposal for a new excel tool for building data 32 hours.

Service smart charging :

— Knowledge of the system and offer advice.

RESEARCH, ADVANCED STUDIES MATERIALS DIVISION

CORPORATE TUTORS ACADEMIC TUTORNADINE DOFONOU PATRICE GEOFFRONALAIN PIPERNO

AsukA AKASHI UNIvERSITY OF WOLLONGONG, NSW, AUSTRALIA

analysis of working capital management in the international suBsiDiaries of a french group retailer

The objectif of this mission was to develop a monitoring tool to analyze the evolution of the working capital various components in five countries: Colombia, Argentina, Thaïland, vietnam and Indian Ocean. For this, it was necessary to:

— Understand the components of working capital of each entity as well as the local specificities and constraints.

— Make a review of the action plans implemented in each country to achieve the group goals, and of the local opportunities and risks.

— Understand the monitoring tools implemented in each country.

— Build a tool (one working capital file per country) enabling to monitor the targets of each country, taking into account local specificities.

INTERNATIONAL CONTROLLINg DEpARTMENT – CASINO’S gROUp

CORPORATE TUTOR ACADEMIC TUTORMARINE CHARLES DAMIEN MOUREY

BRAZIL

UNIvERSITY OF SãO PAULO – ESCOLA POLITÉCNICA GAbriel BASSETTI MARTINHO

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BRAZIL

Business Development within the lcv Business unit

within the partnerships anD international Deployment Department, the mission was :

— Business Intelligence: Identification of new business in the light commercial vehicle field as well as professional services worldwide.

— International development: participate in the studies of new country opportunities or products in order to search potential local partners.

— Knowledge management – capitalization: formalize guidelines for a research methodo-logy of new opportunities.

INTERNATIONAL DEpLOYMENT AND pARTNERSHIpS DIVISION

CORPORATE TUTOR ACADEMIC TUTORIRINA JUSTER DENIS DARPY

UNIvERSITY OF SAO PAULO – ESCOLA POLITÉCNICA FernAndA BORgES DE PAULA

RUSSIA

new market Development anD prioritization of segments

One of the most frequent and important questions which arises during implementation of a business strategy is the question of allocation of resources and prioritization of development. In this project an attempt was made to answer this question applied to international development of a French company on the Russian market of automated logistics solutions. This market can be divided into multiple segments and then the question to be answered is:

Which segments have to be hit first to achieve best results with minimum resources?

to answer this question a three-step approach was proposeD:

— Analysis of internal resources of the company to determine strategic capacity.

— Analysis of external environment (macroeconomic, market segments and competitors).

— Cross analysis to link company resources and environmental characteristics in order to determine the most perspective market segments for development.

SAVOYE LOgISTICS

CORPORATE TUTOR ACADEMIC TUTORELENA NOSSYREvA PIERRE-YvES LAGROUE

AlexAnder BOgDANOV BAUMAN MOSCOW STATE TECHNICAL UNIvERSITY

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TURKEY

purchasing strategy

preparation for “alliance commoDity meeting” (acm)

stuDy anD synthesis of purchasing Business opportunities 2011-2016

At Renault Nissan Purchasing Organization, my goal was to contribute to the development of the procurement strategy of commodities.

my responsiBilities During this internship were to:

— Study suppliers footprint.

— Study the current and futur market shares of suppliers for both Renault and Nissan.

— Participate to preparatory meetings for the “ACM”.

— Study on capitalization of the volumes and turnovers for alternators, batteries and starters.

— Contribute to the performance study 2012 - 2013 for the commodities.

— Prepare fact sheets for panel suppliers and their SWOT analysis.

RENAULT-NISSAN pURCHASINg ORgANIzATION

CORPORATE TUTORS ACADEMIC TUTORHUU TRUNG NGUYEN DELPHINE DIONMARjORIE vézINE

UNIvERSITY OF GALATASARAY eliF gONCU

leaD anD support the implementation of the qms of the purchasing Department

Nowadays, Quality Management System (QMS) is not only a determinant of competitiveness, but also occupies a central role in the development of the strategic position of the company.

The professional project that I have carried out at the Quality and Supplier Development Department in Renault, fits within this framework and aims to implement a QMS in the Purchasing Department.

my mission in this project was to:

— Lead an initial assessment of the situation in relation to the requirements of the QMS.

— Make Benchmarking with Departments that have deployed the QMS such as DSCM and DIM.

— Identify interests and value the QMS for purchasing department.

— Define an implementation approach of the QMS and its deployment in Quality and Supplier Development Department.

MOROCCO

pURCHASINg DIVISION

CORPORATE TUTOR ACADEMIC TUTORHUBERT D’ETE PIERRE-YvES LAGROUE

siHAM EL OURAOUI ÉCOLE MOHAMMADIA D’INGÉNIEURS (EMI)

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performance optimization anD gloBal assessment using the iso 26000 stanDarD in the context of the transformation of the renault’s real state anD general services Department

— Assist the Renault’s Real State and General Services Department in developing or in adapting tools, methods and processes to optimize its managerial and operational performance.

— Use of the guidance standard ISO 26000 to integrate social responsibility into the values and practices of the Department

achievements

For the Renault’s Brazilian plants and the Renault’s Moroccan plant in Tanger:

— Performance assessment of the social responsibility activities.

— Draw up of action plans for improvement, execution and follow-up.

— Preparation for third part evaluation to ensure credibility of the social responsibility performances and of the communication.

BRAZIL

REAL ESTATE AND gENERAL SERVICES DEpARTMENT

CORPORATE TUTOR ACADEMIC TUTORNATIvITÉ NAvARO LACOMBE PIERRE-YvES LAGROUE

UNIvERSITY OF SAO PAULO – ESCOLA POLITÉCNICA André ISIDIO DE MELO

TURKEY

Development of the wholesale function parts anD accessories

The wholesale function is pieces and accessories sale by the primary network to independent repairmen and it is one of the main activities of After Sales Department. My mission at Renault aims to propose a mathematical model to determine the business potential of the wholesale function at countries targeted by Commercial Action Plan P&A.

thus my mission can Be resumeD as the following:

— Construct a model to analyze and compare the wholesale function performance of 9 European countries at product family level:

• Determine the variables that affect the wholesale function performance.

• Calculate the business potential of regions based on the results and conclusions obtained by the model.

• Contribute to define commercial goals for the wholesale function.

pARTS & ACCESSORIES MARkETINg DIRECTION – SALES COORDINATION & pERfORMANCE DIVISION

CORPORATE TUTOR ACADEMIC TUTORSERGIO POLATIAN CHRISTINE POCHET

ece HEPSEN ISTANBUL BOGAZICI UNIvERSITY

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RUSSIA

analysis of electronic components supply chains for electric vehicles

Renault and its suppliers of power electronic components have been heavily impacted by two major crises in 2011: the crisis of Tsunami in japan and floods in Thailand. Serious supply problems have occurred. My mission is to analyze the supply chain and adapt procurement strategy to robustify Renault production.

the oBjectives of the project:

— Enhance the knowledge of power electronic components supply chain.

— Identify possibles risks (eg geographical, financial, etc).

— Adapt the strategy of sourcing and procurement.

pURCHASINg DEpARTMENT

CORPORATE TUTORS ACADEMIC TUTORYvES PICHON CHRISTINE TRIOMPHEjESSICA ROCHER

PEOPLE’S FRIENDSHIP UNIvERSITY AnnA KOMUSHEVA

RUSSIA

support of Deployment of electric vehicles in the fleets of enterprise

Renault is the first automotive manufacturer to release a wide range of electric vehicles with prices of petroleum vehicles and autonomies compatible with everyday use.

With objective to allow its employees to support change so that they become ambassadors for the electric vehicles, Renault has decided to install the charging stations for electric vehicles on the parking lots of its French industrial and commercial sites and to deploy electric vehicles in their fleets.

The mission of the integration of electric vehicles into fleets of Renault engage the support of change management by developing of services for employees and visitors to sites Renault SAS so they can use electric vehicles (Provision of charging stations and electric vehicles, information on the location of infrastructure, descriptions of vehicles & terminals usage, training to use vehicles & charging stations).

achievements:

— Analysis of internal transfers of employees made by means of company fleets in order to measure the level of application of electric vehicles & change the settings of distance calculation to optimize vehicle use in relation to the available autonomy.

— Model determining the number of electric vehicles in fleets and the dimensions of charging infrastructure for years to come.

REAL ESTATE & fACILITIES MANAgEMENT DIVISION – CORpORATE gENERAL AffAIRS DIRECTION

CORPORATE TUTOR ACADEMIC TUTORELISABETH BOUGIS PIERRE-YvES LAGROUE

PAvel KOLESNIKOV RUSSIAN CUSTOMS ACADEMY

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optimization of the logistic customer Department: focus on organization anD missions

The logistics customer department has been created in february 2012. Its main role consist in managing the parts and accessories distribution chain from the customer order to shipping.

in orDer to optimize the quality of service proviDeD to customers anD to manage the countries’ performance, my mission consist in:

— Making an inventory of the existing organizations and processes.

— Defining the role of the corporate.

— Defining missions Countries / Regions.

— Proposing a typology of organization by country / customer.

— Defining the KPI and their animation.

LOgISTIC CUSTOMER DEpARTMENT

CORPORATE TUTOR ACADEMIC TUTORAMAURY GAILLIEz LIONEL GARREAU

MOROCCO

ÉCOLE MOHAMMADIA D’INGÉNIEUR (EMI) FAdili MOA

JAPAN

marketing promotion of the connecteD services

The idea of having connected services in the car is becoming more and more common nowadays. Perhaps it is the fruit of the marketing promotion that has been implemented by the automakers?

Today, connected services have become one of the important key factors in deciding the purchase of a car for the consumers. Major luxury automakers such as Mercedes-Benz and BMW have been developing and providing such connected services for years now by implementing strategic partnerships with IT giants such as Microsoft. These automakers have also been the pioneer of this industry and led the connected car market to an innovative and futuristic place. Those so called mid-range automakers such as Renault and PSA are realizing the importance of this relatively new market and are starting to put together their forces to this inherently complex and still building baseline market by re-evaluating their strategies. However, the question relies on the mid-range automakers comprehension on how to attract and fully capture the customer’s constantly evolving true demands. The question also seems to rely on their way of promoting their connected services as well.

mission oBjectives:

— Contributing in strengthening the management and the performance of the connected services which includes:

1 To draft and to develop the new marketing platform services.

2 To collect and analyze competitors connected services past achievements and on going marketing strategies regarding thermal and electric vehicles.

3 To assist and to give insights on connected services projects.

SERVICES SALES & MARkETINg DEpARTEMENT

CORPORATE TUTOR ACADEMIC TUTORDENIS DARMOUNIS GERALDINE MICHEL

cHiAki MARUYAMA UNIvERSITY OF SOFIA

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assistance to the project leaDer in the tenDer “ travel ”

The Direction of Real Estate and General Services ensure the compliance of the real estate strategy and the total of services to the employees of the Renault Group.

the project incluDes:

— The launch of tender for professionals travels solutions.

— The implementation of a new tool for travel management in 24 countries.

— The implementation of the new travel agency.

— The management of the passage from the old to the new agency.

professional mission was to:

— Understand the needs of the company that were analyzed beforehand.

— Monitor the tender for a new travel agency associated with an online booking tool.

— Follow the deployment of the solution in 24 countries.

— Manage the transition between the two agencies.

— Recommendation for the future expansion to other subsidiaries of the group.

DIRECTION Of REAL ESTATE AND gENERAL SERVICES

CORPORATE TUTOR ACADEMIC TUTORjEAN-CLAUDE LESEIGNEUR CHRISTOPHE ELIE-DIT-COSAQUE

RUSSIA

STATE UNIvERSITY OF LAND USE PLANNING (GUZ, MOSCOW) victoriA NUYAKSHEVA

successful transversal missions: tools anD methoDs,case of general proDuct liaBility manager

Inspired by a consulting mission carried in Efficiency and Quality of Network Division, the project presents a method allowing a transversal manager to be efficient in his work.

Based on the observation of the daily work of a transversal manager cross with readings and discussions with experienced managers, we have analyzed the sources of success and causes of failure of a tranversal mission. From this analysis we have learned lessons and recommendations which we expressed in our report.

RENAULT CONSULTINg fRANCE – TRADE & 3p pOLE

CORPORATE TUTOR ACADEMIC TUTORNATHALIE BAGLIN-SCHUHLER ANTHONY HUSSENOT

SENEGAL

Pod estelle NDOUR ÉCOLE MOHAMMADIA D’INGÉNIEUR (EMI)

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Diffusion of a collaBorative weBsite Bepro on the sales network

This project, initiated by Light Commercial vehicles and Fleets Marketing Department, has a purpose of diffusing a website ‘BePro’ to simplify the information channels of the Light Commercial vehicles and Fleets network.

the project took place in 4 steps:

— Understand the network for Light Commercial vehicles and Fleets through the first interview research, and determine the principal actors of the website.

— Optimize the website and the implementation plan.

— Open the website for French professional community and stimulate their utilization.

— Provide quantitative and qualitative analysis of the results gleaned from the second interview research.

This project brings real changes and benefits to the Renault professional communication network.

RENAULT, LIgHT COMMERCIAL VEHICLES AND fLEETS MARkETINg

CORPORATE TUTOR ACADEMIC TUTORjEAN-LOUIS wIEDEMANN SOPHIE RIEUNIER

JAPAN

UNIvERSITY OF HOKKAIDO sAyAko SAKAI

MOROCCOThe Departement coordinates financial controlling of Euromed-Africa perimeter, deploy processes and tools of controlling management, information consolidation, actors professionalization support and advice to trades operationals

As a part of a Region reconfiguration, it seeks to determine a mesh monitoring and switching which consider the constraints economic, organizational and technical and ensures the commercial controlling efficiency.

the achievement of the mission are:

— Identifying the organizational, operational and technical constraints related to the choice of the mesh of monitoring and switching.

— Diagnosis and analysis the mesh practices in basing on current switching.

— Studing possible solutions considering constraints identified.

— Evaluation of the solutions relevance then help to decision making.

fINANCIAL CONTROLLINg HEAD DEpARTEMENT Of EUROMED-AfRICA REgION

CORPORATE TUTOR ACADEMIC TUTORARNAUD HEBERT ELISABETH ALBERTINI

MoHAMed OULD ELFODHAIL ÉCOLE MOHAMMADIA D’INGÉNIEUR (EMI)

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MOROCCO

implementation of project management methoD of housing construction with international environmental requirements in casaBlanca, morocco

“ project clos D’anfa casaBlanca ”

the oBjective of the mission:

1 Technical and financial feasibility study of the construction of a residential building in Casablanca with BREEAM Label.

2 Establishment of process management construction project with environmental requi-rements. BREEAM Label.

• ManagementProcedures.

• Timeliness(Planning).

• QualityControl.

• Controlofbudget.

• Compliancewithenvironmentalrequirements.

• Thefinancialscheduleoftheproject.

• ThepaymentscheduleSNCLavalin.

• TheresourceplanningSNCLavalin.

CONSTRUCTION DIRECTION – SNC LAVALIN INTERNATIONALE

CORPORATE TUTOR ACADEMIC TUTORPASCAL vERRECCHIA PIERRE-YvES LAGROUE

ÉCOLE MOHAMMADIA D’INGÉNIEUR (EMI) MoHAMed souFiAne TOUNSI

analysis of international project rolling out challenges anD Development of an implementation strategy

RENAULT is brought to design, develop deployment methods and implement monitoring tools for its international projects. Corporate teams must then build relationships with stakeholders located in other countries, this process of integration is not always a straightforward exercise, given the cultural and contextual differences.

oBjectives of this mission are to:

— Analyze the challenges to successfully complete the deployment process through capitalizing on the ongoing projects.

— Identify action levers to be taken into account for the development of a successful international deployment strategy.

— Propose and implement a deployment strategy for the project “ CONTACT ”.

RENAULT CONSULTINg

CORPORATE TUTORS ACADEMIC TUTORvINCENT MOINE FABIEN BLANCHOTGREGOIRE MARTIN

MOROCCO

MerieM TOUHTOUH ÉCOLE MOHAMMADIA D‘INGÉNIEUR (EMI)

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BRAZIL

analysis of the effects of the Digital revolution: impact on consumer Behavior anD organizational practices in renault

The purpose of my professional project comes from the analysis of four projects currently being conducted by the sales and marketing division of Renault Consulting. Firstly, we discuss the consequences of the arrival of digital towards Renault customers and secondly towards the organizational practices.

Finally, we expose our considerations to better understand the changes in the consumer behavior and to develop a strategic approach to the introduction of new technologies.

RENAULT CONSULTINg

CORPORATE TUTOR ACADEMIC TUTORCHRISTOPHE kOENIG DENIS DARPY

GustAvo WYPYCH UNIvERSIDADE FEDERAL DO PARANA – UFPR

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LIST OF PROFESSORS ACADEMIC YEAR 2011 / 2012

FABIENNE ALBERTINI IAE Paris-Sorbonne Compared Accountancy Management and Financial Analysis

jOSÉ ALLOUCHE IAE Paris-Sorbonne Human Resources management in a global context

FABIEN BLANCHOT Université Paris-Dauphine Group, Leadership, Project and cross-cultural relations

jEAN-FRANçOIS CASTA Université Paris-Dauphine Business and international finance

jEAN-FRANçOIS CHANLAT Université Paris-Dauphine Group, Leadership, Project and cross-cultural relations

SYLvIE CHEvRIER Université Paris-Dauphine Group, Leadership, Project and cross-cultural relations

DENIS DARPY Université Paris-Dauphine Professional project-in-company mission Practitioners Conference

DELPHINE DION IAE Paris-Sorbonne Marketing and International marketing

CHRISTOPHE ELIE Université Paris-DauphineDIT COSAqUE Information System and knowledge management

LIONEL GARREAU Université Paris-Dauphine Organization and international strategy

PATRICE GEOFFRON Université Paris-Dauphine Global economy, its institutions, its regulation

ANTHONY HUSSENOT Université Paris-Dauphine Information System and knowledge management

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PIERRE-YvES LAGROUE IAE Paris-Sorbonne Cross-cutting management – Strategic management simulation

Professional project-in-company mission

DAMIEN MOUREY IAE Paris-Sorbonne Management control

ÉLISABETH MELLA Université Paris-Dauphine Global economy, its institutions, its regulation

GÉRALDINE MICHEL Université du Mans / IAE Paris-Sorbonne Marketing and International marketing

DAMIEN MOUREY IAE Paris-Sorbonne Compared Accountancy Management and Financial Analysis

CHRISTINE POCHET IAE Paris-Sorbonne Management control

SOPHIE REUNIER IAE Paris-Sorbonne Marketing and International marketing

CHRISTINE TRIOMPHE IAE Paris-Sorbonne Productive Processes Management

( www.dauphine.fr ) ( www.fondation.renault.com ) ( www.iae-paris.com )

DAUpHINE-SORBONNE-RENAULT MBApRESENTATION Of pROfESSIONAL pROJECTS MADE BY THE STUDENTSOf THE 2011-2012 gRADUATION CLASS

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