David Shepherd Email & Phone Number

Scunthorpe, North Lincolnshire

Saferoad is a Norwegian highway infrastructure business supplying barrier systems, bridge parapets, signage and overhead gantries for highway projects throughout Europe. Its products are predominantly steel or aluminium fabrications. The group employs 2300 people in 23 countries and last year its UK business, Saferoad BLG Ltd, had a turnover in excess of £20m and 130 employees.As Sourcing Manager my role is to develop and implement the company's sourcing strategy for direct and indirect purchases. Detail responsibilities :Lead a team of 11 covering sourcing, manufacturing planning and management, QA, warehousing and distribution.Define organisational structure, job roles, and accountabilities. Train and coach team members and champion culture change promoting flexible and mutually supportive working.Evaluat suppliers and forge close working relationships with key suppliers in the UK, Poland, and China.Managage in house manufacturing operations in Scunthorpe, reviewing make or buy decisions.Source from UK, Eastern European, and Far East suppliers using multi modal supply chains.Introduce formal S&OP processes to assess customer demand and ensure that manufacturing and sourcing plans are constantly reviewed to ensure that demand is met cost effectively.

Sheffield, United Kingdom

Firth Rixson Metals Ltd manufactures speciality alloys to the exacting standards of the Aerospace, Rail, and Power Generation Markets. With a turnover in 2008 of £80m it manufactures alloy ingot, billet, and bar which it forges, rolls. machines and heat treats for customers such as Rolls Royce, Siemens, and Alstom.Led a team of 11 covering manufacturing planning, procurement, warehouse and distribution and worked closely with manufacturing management to model manufacturing capabilities and constraints. Revised systems for S&OP, MRP, and distribution to identify issues and potential solutions.Developed an integrated S&OP strategy to develop competitive advantage through improved OTIF performance and reduced costs.Identified and delivered transport cost savings of 27% by exploiting new suppliers, multi site solutions, and group purchasing power.Developed and implemented monitoring and reporting systems which quickly built strong rapport with customers through the identification and resolution of supply issues.

NSG Pilkington is the worlds leading supplier of glass products for the construction, automotive, and solar industries with a world wide turnover of 739Billion Yen and 45,000 employeesGeneral Manager - NSG Pilkington Plyglass• Having worked in the business since July 1994 as Planning Manager, then Planning and Logistics Manager, I assumed full operational responsibility for the site in Jan 2007. • Managed the largest and most complex of NSG Pilkington’s UK branches employing a unionised workforce of 185 producing engineered glass products to precise customer specifications• Grew turnover from £20M pa to £26M pa• Delivered budget for sales & profit ( sales 118% budget, Profit 147% budget )• Achieved the highest monthly profit of any branch in the history of NSG Pilkington Building Products Europe.• Led 5 cross functional teams, setting operational strategy, personal and team KPI’s and worked with 5 direct reports to develop multi skilled teams• Initiated an intensive change programme to turnaround marginal profitability and achieve best in class status in chosen markets o Process mapping to determine disconnects in current systems o Redefined key processes, job roles, and accountabilities o Implemented training, coaching, compliance auditing and team briefing o Introduced lean techniques, Kanban, 5’S’, std times for labour utilisation, TPM• Improved team working & morale increasing labour utilisation from 71% to 86%• Increased OTIF from 65% to a best in class 96%• Reduced distribution cost to sales ratio from 8.8% to 6.4% over 10 months• Coached and mentored other General Managers in the design & implementation of change programmes• Introduced Behavioural Safety programmes which halved significant and lost time injuries.• Secured investment of £1.65m for a new furnace• Managed the installation and commissioning of the new furnace and delivered the project on schedule, under budget, and without any injuries.

English China Clays, Building Products Division. Turnover £200M pa, 6000 SKU’s at 20 locations • Exploited MRP11 systems to optimise stock availability• Developed & implemented distribution grids to plan the cost effective supply of national demand from the 20 regional manufacturing sites

• MRP11 planning of 1200 SKU’s across 450 work centres in 3 manufacturing locations• Managed the outsourcing of manufacturing from the UK to the Far East which ensured stock availability in a volatile and highly seasonal demand environment

• Managed a mixed unionised workforce of 130 contributing £8M pa to group sales o Managed the transition to JIT working practices o Managed the introduction of new CNC manufacturing equipment o Implemented the first successful MRP11 system in the UK hosiery sector

Iom Diploma, Operations Management/Lean Manufacturing

Completed the Institute of Operations Management Dilpoma course

B.A.( Hons ), Business

Activities and Societies: Sponsored by Palma Group plc of Leicester who also provided workplace projects during each summer vacation..