BUSINESS:• European LED lighting provider, selling into commercial, wholesale and retail sectors.ROLE:• Controlling full supply chain across all demand, supply, warehousing and distribution activities. Three sites, £110m turnover and 5,000 SKU's from Far East suppliers and internal production.ACHIEVEMENTS:• Built a start-up Supply Chain enabling growth into the UK retail sector and international markets.• Conducted a full Supply Chain review across People, Process and Tools across multiple time horizons.• Recovered inventory from post-pandemic £31m in multiple external warehouses to under £20m using internal warehousing only.• Introduced Netstock planning software onto the existing ERP platform to enable the operation and drive 98% product availability.

BUSINESS:• Small domestic appliances: Remington, Russell Hobbs, George Foreman.ROLE:• S&OP, demand/supply/inventory planning, master data and after-sales service for Europe, Middle East and Africa. Controlling $340m spend and 1,000 SKU's from Far East suppliers.ACHIEVEMENTS:• Led the EMEA region in ensuring continuity of supply during the Covid pandemic. Supported a sales increase to €450m (+10%) during a period of extreme demand and supply volatility.• Mitigated against substantial freight cost increases (on 9,000 TEU’s pa) as the industry reacted to Covid, leading the operational approach in conjunction with the commercial transport team.• Held inventory within target as markets slowed dramatically post-Covid; the only region or business unit to achieve this.• Recovered service level to 95% with retail customers, after the impact of significant demand volatility and supply disruption during Covid.• Key team member in establishing a global approach to supply chain in conjunction with colleagues from North America, Latin America and Asia Pacific. Initial focus on Covid crisis-management developed into aligning global approach, data and systems.• Introduced a basic S&OP cycle to start the business on the journey to unify on “one-set of numbers”. Forecast bias reduced 10% and accuracy improved 10% as a result.• Led a recovery plan for the after-sales customer support operation, after it suffered an 80% staff loss during the first phase of Covid.• Covered all Supply Chain reporting to Group during 6-month absence of a Supply Chain DVP.

ROLE:• Transferred demand and supply planning teams from Germany to the UK.ACHIEVEMENTS:• Transferred all planning responsibility into the UK without disruption to the operation.• Developed structured policies and processes for demand planning and procurement, supported by a KPI suite and reporting.• Introduced a structured approach for sales forecasting in 30 European countries.

BUSINESS:• Large domestic appliances: Belling, Stoves, New World, Lec, Britannia, Burco.ROLE:• S&OP, demand planning, master scheduling and procurement, managing a team of 17 through managers in the UK and China. Controlling £90m global spend and 40,000 SKU's.ACHIEVEMENTS:• Introduced an S&OP structure with associated reporting to drive business decision-making.• Established a procurement team in China for efficiency and to locate activity close to key suppliers.• Supported the closure of a warehousing site and transferred the remaining operation into the main distribution centre.• Achieved £3.1m (15%) of inventory savings, by adopting structured policies for stock and planning.• Improved on-time delivery to 98% through an ABC-based stock policy.• Improved production schedule stability from 35% to 90%, while covering 98% of demand.• Developed policies and processes for the planning of finished goods, raw materials and spare parts.

ROLE:• Sales forecasting and inventory planning for 2,000 SKU's, 800,000 units pa from 40 suppliers.ACHIEVEMENTS:• Improved forecast accuracy from 30% to 50% within 9 months, through the introduction of a structured process.• Introduced direct communication with major retailers to build collaborative forecasts.• Supported a 15% sales growth with no increase in inventory.• Reduced excess stock from £1.7m to £0.9m (50%) within 9 months.

ROLE:• Programme management and product engineering for the Merseyside factory.ACHIEVEMENTS:• Developed and implemented a programme to introduce modular design principles on core platforms, reducing the number of parts in the factory by 23% over 2 years.• Subsequent trebling of the number of products for only an 11% increase in part numbers, to support export sales which won the Queen’s Award for Enterprise 2012.

ROLE:• Programme management of the £70m project portfolio from 20 global suppliers.ACHIEVEMENTS:• Increased the success rate of new products by 17% to 67% of forecast revenue.• Reduced the time-to-market by 11 weeks (30%) and project over-run by 30 days (75%).