Gordon Macgregor Email & Phone Number

Falkirk

Responsible for S&OP , Procurement , Logistics and IT Teams supporting 3 Manufacturing Sites in Scotland , Holland and Slovakia.Key member of Transformation Team established late 2010 to implement Lean concepts into Falkirk Site improving IC Service level from > 25% to + 90% end 2011 whilst reducing total order cycle time from 32 days to 18 days.Gained yellow belt accreditation April 2011.Key Project Team Member tasked with the development and execution of Strategic transfer of Stainless sink production from Falkirk to Franke production sites in Poland , Germany and Italy. Project achieved per defined plan with full transparency to UK Customers.Established as benchmark Site in Group S&OP and Demand Planning processes giving proactive input to the development of KSG Executive Dashboard.Pilot Site for Order Desk and Demand Planning integration at a BU level.Key member of Central Logistics core team established to share best practice within the Division - outsourced key Distribution streams to deliver cost improvement to key Customers yielding 9% savings during 2011.Awarded lead role for key BU Supply Chain Project - Hub and Spoke model which will go live Q2'12 and has subsequently been adopted as KSG Division Strategy.Overall Project Sponsor for SAP implementation into Falkirk Site Oct'12.Global Category Lead for Colour sink Raw Materials , key member of Central Purchasing Committee for Franke combined Business Units - goal to achieve 8% savings across total Direct and Indirect spend.Project Lead on 2013 Outbound and Inbound RFQ for 3 Colour Sink sites resulting in 7% savings (£46K)Core Team member for Franke worldwide initiative to rationalise current Logistic Supply base , currently +130 , and deliver Corporate goal of min 8% savings.

World leading provider of intelligent systems for Domestic Kitchens , a Global Leader with a strong local presence.

An ISO9001-2000 registered company, Adaptec is a leading worldwide provider of network storage technology to the OEM and indirect channel markets.Director of Materials & Supply Chain Managed a team of 55 Materials and Logistics personnel, with 6 direct reports.Led a cross functional team which developed and implemented a “kit to work order” model - WIP Inventory levels reduced by over 75% and cycle-count accuracy increased to 100% during second half of 2003.Responsible for Global Supply Management Commodity Teams with annual spend of over $250 MillionMember of Dublin Site Management Team with full Budget and P&L responsibility.Introduced Continuous Improvement Team and 6 Sigma concepts to drive and achieve Best in Class Materials Business Processes and KPI's.Set up and facilitated Cross Functional Team to review Inventory Management process and set goals and actions to achieve 50 turnsImplemented Supplier Business Review and Rating process covering critical deliverables including Quality ,Total Cost , Delivery and Inventory performance.Re-engineered Customer Returns business process reversing outsource model - total order cycle-time reduced from 60 days to 5 days with corresponding reduction of over 60% in RMA WIP,; .Promoted Dec 2001 to expand role to include Strategic Sourcing Group, Acquisition Team and Customer Services Team. Significant improvements achieved in key processes; purchase order management, component availability, IOS management, order fulfilment etc.Introduced Supplier Hub model late 2000, inventory turns increased from 7 to 26 by end 2001 and over 75 during 2002.

An indigenous Irish owned Distribution Company of Outdoor Sports and Leisurewear and sole agency for Taylor Made and Adidas Golf Equipment.; Outsourced all manufacturing operations realising over 20% cost savings by resourcing to Dubai, China and Thailand.Established 3rd Party Logistics model in UK to support Customer Fulfilment Strategy reducing total order cycle-time by up to 7 days and distribution costs by over 35%.Completed full RFQ (request for quotation) for all Far East, European and Irish distribution, nominated 2 preferred carriers reducing total freight costs by over 15%.Set up Hong Kong based sourcing office resulting in improved support to UK design team in areas of supplier selection, product quality and product costings.

Led a Team of 65 Purchasing, Planning, SQE and Logistics personnel, with 4 direct reports.Facilitated the development and introduction of Supplier Selection Capability Matrix covering cost, quality, process capability, NPI (New Product Introduction), delivery, leadtime reduction etc. 90% of preferred suppliers achieved a minimum 5.8 Sigma delivered quality (i.e. 8.5 defects per million; Became first person ever to be re-elected to the Chair of the European Supply Management

Global leader in Wireless, Automotive, Broadband and Semiconductor Technologies. The Dublin facility manufactured 2-way radios, pagers and cellular phones.

Jointly developed and introduced a comprehensive Equipment Purchase Agreement during 1991, resulting in extended payment terms, up to 120 days and extended spares and warranty support from 1 to 3 years.Completed a “Train the Trainer” program and delivered over 20 seminars on 6 Sigma and TCS (Total Customer Satisfaction) during 1990.Promoted to Procurement Manager in 1998 and within 18 months had set up a Strategic Commodity Team model implementing the “5 Phase Supplier Development Program”. Over a 2 year timeframe this yielded over $12 million i.e. >10% in cost savings.

Led a team of 25 inventory and stockroom personnel in support of all Warehousing and Logistics for European Wafer Fabrication, Offshore Assembly and Test and EMEA region Finished Goods Distribution.Completed full RFQ process for all inbound and outbound logistics resulting in cost savings of 16% and 30% transit cycletime reduction.Implemented full cyclecount program into Raw Material Stockroom and Finished Goods Warehouse achieving a Sector Imperative Award for inventory accuracy levels of 99.9% during 1988.

Introduced Kanban replenishment model to support PCB and Sub-assembly build cells reducing WIP inventory by over 35%.Developed and introduced System and Service parts Forecasting process in conjunction with Regional Distribution and Service Centres achieving a minimum 90% on-time ship performance to 72hr order cycle-time goal.Became the only non-Senior Management Team member who made up the Factory closure Team