John Mccafferty Email & Phone Number

Glasgow, United Kingdom

Full P & L responsibility for the CL & D line of business with 50 operations across 14 countries, +1000 people. Provision of multiple services to clients in Automotive, High Tech, Chemical, Consumer & Retail and Fashion sectors. Key member of regional executive board.• P & L Improvements Rationalised underperforming operations building solid foundation for growth. • Implemented Quality Management System Consistent Lean approach and same look & feel across all sites: continuous improvement, problem solving, documented procedures and KPI’s. • Focused Strategy based on Ideal Client Profile for each sub-region based on market, competitive strength and key capabilities. • Organisation Transformation Restructured reporting lines, consistent goals and structured governance process.• IT Transformation Transitioning from multiple legacy Warehouse Management Systems to one platform leveraging scale, improving services to clients and reducing support costs.

SME company which develops vibration technology products and solutions. Re-negotiated supply agreement with manufacturing partner extending cash flow, lowering costs and reducing inventory. Set up management, HR, technical and operations governance processes. Improved execution and helped deliver 2010-2012 business plan which secured additional investment from key shareholders

Interim Management, Consulting services in Operations, Supply Chain, Logistics and General Management

In charge of inbound/outbound transportation operations, warehousing/consolidation operations, and custom operations. Lead change management projects for logistics and supply chain in EMEA. Developed and currently implementing a strategy to transform HP’s logistics network in EMEA via a logistics provider concept with multimodal capability, end to end accountability, and an activity based rate structure for improvements in cost, speed, and predictability. Reduced/held logistics expenses at less than 3.5% of revenues for business units despite rising fuel costs. Reduced costs $31M in 2006, $50M in 2006, $55M in 2007, and $70M in 2008. Stabilized the logistics network and improved cycle time, on-time delivery, fill rate, proof of delivery compliance, and quality. Realigned and established a leveraged logistics platform organization without disruption to operations. Reduced operational costs and improved customer service by rationalizing the transportation provider base from 40+ to 8.

Directed all areas of operations, including manufacturing, planning, procurement, engineering, and factory order management functions; also held general management authority for finance, HR, IT, and hosting European Order Management and presales/support. Spearheaded change program; consolidated 2 sites, integrated and simplified processes, streamlined the organization, and reduced headcount, infrastructure, and cost; also managed impact of change to the IT platform in the factory in 2003. Captured $4M annual cost savings by implementing an innovative outsourced labor model. Challenged the team to develop a more flexible and cost-effective direct labor model that led to the innovation; contract labor partner has subsequently adopted this model in other locations with their clients. Delivered improvements in cost as %revenue (+2% to 1.3%), speed (8 days to 4), and predictability (85%-95%) and best in class cost (to 1.8% output) through driving process improvement initiatives.

Consistently promoted in finance, business development, and operating roles. Managed manufacturing, engineering, planning, procurement, factory order management, finance, HR, and IT functions for a supply chain operation supporting the EMEA region with servers and solutions based on both Alpha and Intel technology. Recommended selling the PCA manufacturing operation and site versus corporate decision to outsource printed circuit assemblies. Identified buyer and completed the sale, transfer of manufacturing, and site consolidation without any enforced layoffs. Reduced costs $12M by facilitating consolidation and managing divestment of site while maintaining 250 jobs. Reduced costs $18M by eliminating double handling approach for solutions via consolidating activities from French integration center to the site. Improved focus on the customer view through predictability (95+%), order cycle times (less than 10 days) and quality delivery (0.4% fail in 0-30 days).

Directed planning and procurement for 2 large manufacturing operations. Managed 11 direct reports and 200 employees. Captured significant reductions in raw material inventory (down to less than 2 days for PCs and less than 7 days for systems) through implementing a supplier owned inventory programs. Improved customer order commitment visibility from mid 70% to 90+% by introducing supplier flex programs and an integrated forecast process.

Promoted to manage the planning function for a large, high-volume manufacturing operation. Managed 4 direct reports and 40 employees. Delivered 40% improvement in manufacturing predictability by implementing a new factory scheduling system. Improved feedback loop to marketing and design groups by establishing a new product scorecard process.

Served in a single contributor role and as a reengineering project leader. Facilitated strategic planning process and led transformation of a build-to-order, flexible, and high volume PC factory. Previously as Business Manager, handled planning and logistics for a service/repair operation (3 direct reports; 60 employees).

Provided direction and leadership for financial and administrative activities for Compaq’s International Service & Repair Operations. Planned, developed, organized, and evaluated fiscal functions, and developed, implemented, and enforced policies and procedures to improve overall operation and effectiveness. Previously, fulfilled 2 key financial roles through facility startup and rapid expansion.

Bsc, Mathematics

F.C.M.A., A Fellow Of The Institute