Geoff Wells Email & Phone Number

Sydney, Nsw, Au

Sydney, Nsw, Au

SimPPLY is a practitioner led Procurement Consultancy of excellence. We provide cost effective services and solutions saving yourselves time and money in an uncomplicated manner, including amazing spend diagnostics with the use of A.I. Our services include: 1) Advisory & Consulting, 2) Expenditure Diagnostics 3) Procurement Services and 4) Learning & DevelopmentAs a recent example of our capability, we heard the following: " ...engaging SimPPLY was the best thing we did to get WaterNSW’s procurement transformation underway and completed. With SimPPLY’s hands on advice and guidance, led by Geoff Wells, we embarked on a wide-ranging transformation and have achieved a great deal in a relatively rapid timeframe..."

Sydney, New South Wales (Nsw), Au

The University of New South Wales (UNSW) has developed a 2025 Strategy and Procurement is part of the strategic journey. The 2025 Strategy can be summarised as "... to establish UNSW as Australia’s global university. We aspire to this in the belief that a great university, which is a global leader in discovery, innovation, impact, education and thought leadership, that can make an enormous difference to the lives of people in Australia and around the world ....". A new contract for Director Leadership role was created (~ initially 6 months), following a excellent diagnostic achieved with PWC of Procurement & Finance improvement opportunities, to lead the procurement centralisation change and savings agenda. The opportunities were many and each one was assessed and implemented to ensure all support the University stakeholders and overall UNSW 2025 strategy with savings of circa A$14m planned to end 2018 with ~$6m banked at August 2017 at the completion of my extended contract.

Mascot, Nsw, Au

The Leadership role I held has now concluded with the successful implementation of the global Spend Aware Program. The program, which I was advised had failed twice before, was initiated following an new assessment of A$3.1 billion of annual Indirect Spend as well the maturity status of: purchasing, payment technology and process capabilities across the Qantas Global Group. Phase 3 commenced which is the new 5 year BPO Operations that is now set up and running to plan.The program consisted of a team of ~ (max) 45 (Qantas internal & TCS and IBM plus a new Procurement BPO partner - Accenture) and delivered an overall change to: Financial Delegations, new Mobile Apps for purchasing and approvals; new outsourced Help Desk, Procurement Buyer Portal, Master Data Management, Spend Analytics; new Contract Mgt. technology, Transactional Buying and Spot Buying services and integrating Accounts Payable solution (with a new OCR Technology) plus achieved annual audited savings of over $38m. Key partners are BPO Partner Accenture, IBM Emptoris and Tata Consulting Services (TCS). The outsourced BPO provider is Accenture and the Program has also completed the implementation of improvements to specific procurement policies, procedures and processes and the underlying technology and the way procurement of Goods and Services are actioned and viewed by all at Qantas.On 27 July 2016 Qantas was recognised and awarded as the 'Best Process Improvement Initiative' in the region for the Spend Aware Program at the 2016 CIPS Australasia awards night (Chartered Institute of Procurement & Supply).

Mascot, Nsw, Au

The executive role was accountable for the Qantas Groups’ global sourcing of: Marketing, Corporate assets & services, all Qantas Hospitality goods and services including Inflight Goods & Services, Lounges, Catering, Food and Beverages, Accommodation, Travel, Logistics, Resources and Contractors.I was in charge of a part of the Qantas Procurement Group, covering ~A$1.3b of annual spend,procuring significant quantities of goods and services ranging from stationery to aircraft. The diversity of the products, markets and regulatory systems associated with these purchases can potentially expose the Group to legal, financial, operational and commercial risks. As more than 60% of our revenue is spent with suppliers, as such, rigour in our procurement processes, practices and dealings with suppliers is essential for strong sustainable business results and relationships with our key suppliers.

Macquarie Park, Nsw, Au

Optus Business is part of "SingTel Group Enterprise" and Optus Business and is no ordinary ICT provider. Optus aims to understand the businesses, who are the customers, and that the decisions they make today are going to have a huge positive impact on the businesses of tomorrow. It’s more than just the ICT needs – they want to understand everything about the businesses… so as customers they can get closer.The newly created CPO contract role (3 month contract via Portland Group) was the Director of Procurement acting as CPO with accountability to plan (100 day plan) & create a Strategic Procurement team to work with the business customers and suppliers to Unlock the Value (circa A$30m), find Innovative Solutions, Reduce Risk and improve Supply Delivery for all spend across all areas of the company to support the growth.

North Ryde, Nsw, Au

The CPO position was responsible for leading the development and implementation of a procurement strategy that delivered the overall lowest cost position for Downer within an appropriate level of risk. A key component of this strategy was developing an approach regarding local and global suppliers, developing a centre led Category Management group and working closely with Finance and Accounts Payable, and again saving millions to assist the 'bottom line'.

Parramatta, Nsw, Au

Endeavour Energy (formerly Integral Energy) is the second largest state-owned enegry corporation in NSW AUSTRALIA, distributing and owning the electricity network for over 2,100,000 people. The CPO role was the leader of the organisations Strategic Procurement division, creating sourcing strategies to save millions, and selecting major construction and asset suppliers to optimise supply chain value to the org. and manage supplier risks. The total scope is OPEX and CAPEX being approx. A$1b p.a. and $4.6 billion over 4 years

To lead and develop a new holistic Supply Chain practice (Source, Plan, Make, Move, Return and Sell) for this specialist management consulting group, based in Sydney, working with ASX 100 companies and State and Federal Governments in Australia. See http://www.saratoga.net.au

London, Gb

Led the development and implementation plan of the first 10 year Supply Chain Strategy for the ASPAC (Asia Pacific) region - with a focus on the Manufacturing footprint, covering Pakistan to China to New Zealand and all countries in between.

London, Gb

Leader of the Global Procurement Program - to release the value of the global indirect spend GBP1.8 Billion - covering 181 countries with new organisation set up, new people, process and technology, resulting in audited GBP265 million of P&L savings achieved from 2003 to end 2007.

London, Gb

Initiated a major change programme for BAT Globally - based on principles of the SCOR methodology from the Suppy Chain Council, and best practice S&OP implemented with multi million cash released i.e, GBP200 million of financial benefits.

London, Gb

Top Team Leadership - Strategy Supply Chain development and execution involving the management and restructuring of the Australian Supply Chain, covering : Procurement, Integrated Company Planning (incl. S&OP), Warehousing, Security and all logistics (own and 3PL) across Australia.

London, Gb

Head of Operations for BAT New Zealand, managing a site (Napier New Zealand) with manufacturing, distribution, procurement, IT and warehousing, total employees 230 and, full national responsibility for ops.

London, Gb

Project Director - SAP R/3 successfully designed and implemented, replacing 26 legacy systems, with benefit case agreed of A$39m over 5 years. Managed a international team of up to 60 business and technology leaders, to make the business and technology change.

London, Gb

Modular factory concept - Total Manaufacturing management, (Cigarette & Filter making then Cigarette Packing) in Sydney reporting to Operations Director. Strategy was to transform manufacturing performance from bottom Rothmans global quartile to top, over 2.5 year period - all achieved.

London, Gb

Engineering Mgr for Leaf processing factory, batch high technology flow / heat / water processing with process, maintenance, capital asset, quality and safety responsibilities for total factory site, electrical, civil and mechanical technical teams managed.

London, Gb

Total Project Mgt. responsibility reporting to MD, for a $15m building and construction programme within a greenfield site - including a new Head Office and Manufacturing facility, (Smithfield, NSW, AUSTRALIA) with land selection, design & build contractor selection, and new Gravure and Offset machinery selection. Completed ON TIME and ON BUDGET.

Homebush, New South Wales, Au

Manager of the state operations (NSW - Australia) - for the Fire Systems Service Division - for new construction and service maintenance / minor contracts - all types of mechanical / electrical scope commercial and militarty installations.

Successful Completion Of Executive Short Course, Supply Chain Excellence - Global 'Best Practice'

Be (Mech), Mechanical Engineering