S.T. Dupont is synonymous with quality. Most of us have seen the name in luxury department stores and on the big screen. This iconic French firm has been producing exquisite leather goods, lighters and feathers since 1872 and, despite the ups and downs, it has not stopped growing.
The story began with leather goods. S.T. Dupont later manufactured its first luxury lighter in 1941, anticipating a market need. The leather travel goods produced in-house, made according to its principles of savoir-faire (a French expression meaning ‘know-how’), included lighters among a set of luxury accessories. This enriched offering differentiated it from the competition.
In 1973 the company made its first pen, at the request of Jackie Kennedy, who already owned a custom lacquered S.T. Dupont lighter and wanted a writing implement to match. Since then, the firm has been the star of numerous cultural milestones: a collaboration with Pablo Picasso, the popularisation of the Riviera bag thanks to Audrey Hepburn, and the French government’s commission to create luggage for the Prince and Princess of Wales.
It is a company proud of its legacy and the authenticity of its label. This does not exempt it, however, from the same supply chain challenges that any other company faces.
Facing this uncertainty head-on is Daniel Hernandez. As head of the company’s Supply Chain, Hernandez is bicultural, with a French mother and a Mexican father. In the current business context, challenges in transportation, materials sourcing, timely production and resources management definitely require a deep understanding of the function, the company, and the culture.
The benefits of multiskilling
Hernandez has worked in supply chain for more than 17 years. At S.T. Dupont, he’s the Group Industrial and Supply Chain Director, and has a broad array of experience behind him which he brought into this business in May 2024. The fact that he didn’t start out in supply chain has proven a huge boon for him in his current role, particularly given his experience in finance.
“That makes a big difference to me,” Hernandez says. “Ten-and-a-half years working in finance, and a role as CFO gives you a different perspective. Importantly, I understand the impact of everyday decisions and how they’re going to look in the financial statements. Being able to financially manage my supply chain projects gives me an edge. It allows me to speak the same business language with the finance community and my boss, and present solutions that make sense for the shareholders. Having that view of knowing how to create value with every decision is probably the biggest asset in my toolbox.”
To Hernandez, the role of the CFO is to challenge the whole business. The difference for him is that he understands where the CFO is coming from, which simplifies the situation and the discussions. “In the end, I know where they need to drive the business and I know what my contribution has to be,” he adds. “We may disagree on some things, but that’s normal and even good within an executive committee, because that difference in perception and knowledge creates a diverse environment. It allows us to approach problems from different angles.”
S.T. Dupont as a renowned brand
For Hernandez, it was deeply exciting to bring his expertise into a business with such rich history. S.T. Dupont has been around for over 150 years. During that time, the French brand has stayed true to its core products and, vitally, still manufactures in France.
“It’s a key differentiator for our brand,” says Hernandez. “Luxury is associated with quality; if you’re buying a luxury product, you’re expecting a high degree of quality, which includes the service. The way we produce and have kept the plant fully integrated here in France allows us to provide a much better service and after-sales service, but especially to control the whole process of production.”
