Mike K. Email & Phone Number

Ruddington, Gb

Ruddington, Gb

Derby, England, United Kingdom

Engaged to conduct a full review of the end to end supply chain (including Procurement and Logistics) from a People, Process and Technology perspective. Additionally, to drive the Change Programme that will result from the initial assessment.

Nottingham, England, United Kingdom

Wollaston, England, United Kingdom

Assignment extended / scope widenedWorking with Cogent Executive to support our end client, Scott Bader. Initiating a complete review of their S&OP, Supply Chain Planning (demand, supply, inventory, capacity), Procurement, and Logistics processes across their global multi-site manufacturing & distribution facilities.- Developed initial rounds of S&OP processes (demand planning, capacity planning and inventory optimization.- Co-ordinated inputs to monthly S&OP cycle, including significant stakeholder engagement to get the programme off the ground.- Led the content creation for 5 year supply chain, procurement & logistics plans, as well as developing the next 12-18 months plans and priorities/objectives for next 12 months.- Initiated intercompany supply chain process improvement framework, between the company's most significant intercompany supply chain dependent lanes.- Set up the transition to One Big Team (bringing Supply Chain, Procurement & Logistics into 1 centralized Group function)- Played a key role in pivoting to a Regional-based org structure, away from individual Site-based structure, including coaching teams & individuals into new ways of working.- Support the recruitment of several key supply chain leadership positions (including site-based roles in France & South Africa, Europe/South Africa regional role, as well as Group/Global Head of Supply Chain)- Coached & mentored additional resources in UK, Croatia, US, Canada & Dubai.- Led the co-ordinated effort of several interims, targeting process improvement/standardization & KPI development.

Birmingham, England, United Kingdom

Assignment extended 4 times / Scope widenedHead of Global S & OP and Change Management Lead. Continue to stabilize and further improve in EMEA. Implement manual process in Americas, followed by SAP IBP implementation, and stabilization period. Engage APAC into the Global process.- Change Management lead for the Americas S & OP programme- Focussing initially on the creation of a Manual S & OP Process, but covering the preparation and implementation of the S & OP process within SAP IBP.- Embedding & improving the manual pilot process for Demand Planning, followed by expanding this into a full manual S & OP Process, whilst supporting the preparation and implementation of the S & OP process in SAP IBP. - Specifically work with the Core Team in the Americas region, supporting the team by engaging and aligning key resources around new processes and systems. - Driving the process of educating, engaging & aligning multiple stakeholder groups in the region, to a consistent level, around the S & OP process. Using consistent language and communications to maintain a global standardized approach. Delivering education, alignment and involvement sessions agreed groups around all elements of the S & OP process. - Coaching resources in multiple locations in the US & Mexico. Engaging key resources in APAC. - Ensuring standard processes and template are implemented globally

Birmingham, England, United Kingdom

Develop, embed & improve a sustainable Sales & Operations Planning process in EMEA, including overall process governance, as part of an End-to-End roll-out to multiple international sites and business units.IMI is a world leader in motion and fluid control technologies where precision, speed and reliability are essential.- Supporting the stabilization and continuous improvement of the S & OP process in EMEA. - Coaching & developing the EMEA Core Team as well as Sales Cluster and Plant resources. - Transitioning ownership of Sales Cluster Demand Reviews and Plant Supply Reviews into Clusters and Plants respectively. - Embedding a robust monthly cycle within the region and leading the Exec Reviews. - Establishing ownership and accountability at the right level. - Ensuring Demand Control within the Executional Period runs alongside S & OP horizon planning. - Ensure scenario planning is in place. - Establishing Americas and Asia-Pacific (APAC) participation in the EMEA process. - Supporting creating the Americas scope. - Short-interval coaching with Americas team ahead of their formal start-up. - Supporting the implementation of the Americas manual Demand Planning process.

Nottingham, United Kingdom

Interim and Consulting Services in the fields of End-to-End Supply Chain, Operations and Business Transformation.

Chesterfield

Assignment extended / Scope widenedWorking with multiple teams to lead improvements in cost reduction, supplier management, people development & process standardization across Procurement/Inventory/Spares/Logistics. People - Restructured the team (exit/onboarding/training/coaching). Led recruitment of replacements/upgrades. Development in-post & new role creation (short-interval coaching)- Every team member either developed into a new role or exited/replaced- Skills matrix implemented (quantifiable improvements) & training/development plans for key peopleProcurement- Supplier agreements implemented with solid pipeline of savings through 2020/21 - Supplier OTIF improvement (50% to >80% in 4 months)- Supplier quality/audit processes implemented (zero PPM for last 2 months)- Coached team through successful ISO audit (supplier management/assessment/risk evaluation)- Conversion of Purchase Req to PO (manual process, no ERP system) shortened (83% in 5 months)- Month end overdue POs reduced by 95% in 4 monthsInventory management - Set up Min-Max process (& quarterly refresh) with reviews of excess, obsolete & slow-moving (27% inventory reduction in 5 months)- Implemented Cycle Counting processLogistics - Freight tender (reduced no. of carriers by >80%)- Annualised savings >20% with supplier agreements/rate cards- Carrier OTIF improvement (29% to 85% in 4 months)Spares- Clarified roles/responsibilities of key resources & standardised process- Set up suite of Spares KPIs (improvements in all areas) Change Programme Management - Management of cross functional effort (Engineering, Production, Supply Chain, Finance, Sales)- Significant stakeholder engagement/alignment effort throughout the engagement. Set up end to end supply chain KPIs (visual management). Improvements in all areas.Altek (part of Harsco) is a technology-based company with specialist expertise in the design/manufacture/installation of aluminium dross/scrap processing systems.

Rippondon, West Yorkshire

Supporting the Supply Chain Optimization Programme. Focussing on Planning: Portfolio Review/Planning, Demand Planning / Forecasting, and Forward Planning (S & OP-influenced). Supply Chain Gap Analysis (people, process, performance, potential, KPIs). Prioritizing the delivery of process improvements. Supporting the Org Design development and transition (roles & responsibilities definition). Initiation of the provision of 3rd party (outsourced service) demand planning & inventory replenishment solution. Contributing to the development of a suite of relevant Supply Chain KPIs.Hexagon is a UK-based management consultancy in the supply chain, operations, retail & finance arena. JLA is the UK’s leading provider of commercial laundry, catering , heating & ire safety solutions, offering a unique end-to-end Total Care solution that supplies customers with market-leading commercial equipment as well as an unparalleled level of breakdown cover.

Blackpool, United Kingdom

- Scope widened• Developing the Change Programme, writing & delivering training, mentoring/coaching key resources. Transformation Strategy Development, and Programme Management. • Establishing multiple pillars of the Programme: Operational Continuous Improvement, Establishing a Programme Management Office, Implementing a Quality Management System, Supporting the organisation’s People Development• Designing Continuous Improvement Programme (Idea Generation, Operational Execution & Process Audit), Programme Management, Design & Delivery of Training Programmes Engagement at all levels (Exec, Senior Leadership Team and functional managers)• Establishing a robust Programme/Project Management methodology and supporting the development of a suite of relevant standard work, alongside coaching, mentoring and training extensively at all levels.Atlas is a property/facilities management subsidiary of Blackpool Teaching Hospitals NHS Trust.

Liverpool, England, United Kingdom

- Assignment extended (twice)Programme Managing wide-ranging Supply Chain Transformation - Scaling up S & OP Implementation to group/global level: Europe, Russia, Americas (inc. Canada/LatAm), Asia, Australia- Demand Planning, Supply Planning, Production Planning, Inventory Optimization, Service Enhancement- New Production Introduction Stage/Gate Process & System Development - Developing People- Process Development & StandardisationHalewood Wines & Spirits is a market leading producer & distributor of artisanal spirits, wines & beers

Nottingham, United Kingdom

Scope widenedLearning Pool is a full-service online training provider, offering courses, tools, and content creation to over 650 organisations and 2 million learners. With the largest and most flexible catalogue of learning content on the market, they deliver a highly customised learning experience, and support organisations globally with their training blend, including personalised learning, gamification and AI driven performance support. Learning Pool is the current Learning Technologies Company of the Year and has recently been awarded Gold Investors in People status, listed in the Sunday Times Best Companies to work for and received the Customer Focus Award at the Institute of Customer Service. Subject Matter Expert (SME) – Operations and Supply Chain o Proposing & scoping outline of modules within the Operations & Supply Chain field, then delivering/providing detailed content for conversion into on-line training modules. -Modules in scope: Procurement x 5, Lean x 3, Agile Project Management x 2, Good Manufacturing Principles x 2

Leamington Spa

Scope widened- Operations/Supply Chain Programme scoping, planning, RAAIDD management & resolution, & reporting- Workstreams: Production/Engineering, Footprint Optimisation, Capacity Planning, Distribution Modelling, Operational Network Readiness, People, Transport Planning, Asset Management, RFID, OBTC, Telematics- Developing the programme drumbeat/governance structure to enable the successful delivery of outcomes & benefits. Acting as a driver of change, providing technical expertise/knowledge/input, working closely with other professional Change Management staff, and functional leaders. Additionally, the role had a key coaching influence/interaction with Business As Usual teams. Drawing on senior level experience and demonstrable track record in end-to-end Supply Chain/Operations roles, in order to contribute to the structured progress of key plans along the programme lifecycle, using existing knowledge of project/programme methodologies, with clear focus on RAAIDD management, providing external, consultative technical knowledge and expertise to cross functional change programmes, building on experience, applying project specific knowledge to maximize design development and implementation effectiveness- Supporting the creation of plans and business cases that are justified, and owned by the business and which will achieve the programme and subsequent individual project objectives. - Maintaining focus on the Dependencies with the organization's Business As Usual teams, & influencing stakeholders to secure adequate support & resources are made available to deliver changes- Offering guidance & support for project managers, & contributing to supply chain/ops project teams, inc. transparent communications to stakeholders (Management Team, PMO, Functional Leaders, Parent Company)- Maintaining alignment with the Change Control processes. & anticipating/pro-actively managing the business implications of projects within the organisation & parent/sister companies

Peterborough, United Kingdom

Assignment extended / scope widenedInterim role - Working with the Leadership Group, engaged to design/implement S&OP across the company. Included within scope is the development of Range Review Stage-Gate process, Demand Planning, Stock/Supply Planning & Procurement, addressing various supply chain challenges at different points along the Product Life Cycle.• Key contact for S&OP program in all Demand, Supply, Marketing review meetings. Proactively managed a significant SKU portfolio through multiple channels, with significant seasonal variance & fluctuation. • Proposed new suite of KPIs covering the organization’s end-to-end supply chain. • Developed forecast review process, with Forecast Accuracy/Error & Bias KPIs alongside a Collaborative Demand Planning process. Progressed Demand Planning software towards implementation of new version.• Developed Stock/Supply Review improvements, including a Safety Stock Calculator, to better align stock parameters with the supply/demand profile & service proposition. • Developed Activity Change Management process, managed via a series of Stage-Gate reviews to better manage Product Launch, Promotion & Exit, & align key decision points with the Buying Window & Stock/Service Strategy. • Led 2018 Business Planning Process, to have Range Reviews/Demand Profile/Stock Strategy progressed in time for 2018 launch. • Supported additional initiatives across the end-to-end supply chain: Quality re-structure & role re-alignment, & developed procurement process improvements (Source Change/Source Transfer). • Significant progress with the people agenda • Embedded new organisation structure, supporting the establishment a new Demand Planning team, aligned to a Category Business Unit structure. • Advised/coached the organisation through the recruitment of multiple major roles with the overall Supply Chain headcount. • Implemented training & development plans, alongside short interval coaching within the Demand/Fulfilment teams

Birmingham, United Kingdom

End-to-end role across Supply Chain Planning, Procurement, Sourcing & Logistics functions, driving collaboration and coordination across multiple international sites, incorporating S & OP, Logistics & Distribution, all Planning functions, creating sustainable Strategic Sourcing partnerships, leveraging the capabilities of the regional/global teams. Driving efficiency, standardisation process development. • Part of Global Supply Chain & Procurement Director Group, & Regional Leadership team• Supported the development of a S & OP process across the region• Delivered 7% procurement gross savings in full year & 8% freight cost reduction• Customer OTD/Service Improvement %: from 68% to 86% for the region. Sites’ improvements range from Site A’s improvement of 60% to 85% & Site B’s improvement from 70% to 90%• Across the region, overall movement from £2.5mio to £0.9mio in 1 year, 64 % improvement• Supplier On-Time-Delivery improvement from 43% to 86%. Sites’ improvements range from Site A’s improvement of 32% to 95%, and Site B’s improvement from 40% to 88%• Manufacturing Schedule Adherence: Site A improvement from 71% to 88%, Site B improvement from 25% to 47%. The same period saw a 74% reduction in total manufacturing overdue days• Inventory optimization/reduction: 26% value reduction and 17% stock turns improvement• Forecast Accuracy % improvement – improvement from 39% accuracy to 58% for Statistical Forecasting & from 31% to 49% of Customer-Specific forecasting• 83% improvement in Logistics Trade Compliance Risk Rating • Top 20 Supplier Risk Evaluations completed for each manufacturing site• Organizational Development - creation of regional team supporting multiple Manufacturing sites and 11 Sales Companies/Sites), internal development in-post, and external recruitment. Up-skilled of a range of roles (role extensions, promotions, headcount reductions). Completed restructuring/strengthened the bench in several key positions (site & central)

Derby, United Kingdom

Group-wide international/global responsibility for all Planning and Inventory, including Forecasting/Demand Planning, Sales & Operations Planning, Inventory Modelling, Management & Control, MRP/Replenishment processes.• Led evolution of the Group (global) group (major operations in UK, EU, North America, Singapore), covering Inventory Optimization, Demand Planning/Forecasting, S & OP, Operational Inventory Control• Inventory Reduction program: Range of improvements in inventory modelling (up to 28% improvement in parts below ideal Safety Stock), alongside double-digit improvements in inventory. • Significant net reductions (£mio’s) in Safety Stock value, delivering tangible (< 10% points) service improvements. Established drumbeat of cross-functional reviews.• S & OP process & KPI development: portfolio review, demand segmentation, new bid pipeline review, inventory/service remodeling, financial/operational forecast reconciliation, deployment of standard processes globally. • Forecast Bias & Stability improvements: 26% in Americas, 14% in UK, 35% in EU, 15% in Asia• Operational Inventory Control improvements: data analysis/flow, cycle count protocol, inventory accuracy improvements • MRP Planning parameter improvement, resulting in significant (> 10%) MRP message reduction, suppression & elimination (quantity & value)• Organization restructuring, resulting in 16% headcount reduction, whilst delivering the above improvements. Multiple roles extended/expanded/promoted internally.

Milton Keynes, United Kingdom

EMEA Supply Chain Director (group)The role is an integrated Supply Chain Director position, incorporating Supply Chain Materials Management ( Demand Planning, Inventory Modelling, Supply Planning, Capacity Planning, Replenishment & Service) Strategic Sourcing (Vendor Management, costs/commercials/contracts + Supplier Quality) , Logistics/Warehousing & Freight/Distribution, Sales & Operations Planning process development, Working Capital Management, Operations Footprint Development, Organisational Design, Talent Management and Performance Management. This global role serves as the lead Group position for the above functions across the EMEA regions, and incorporates an end-to-end focus on all aspects of the Supply Chain mix. Supporting both the Manufacturing/Operations and the Strategic Business Unit activities, the role leads the development of processes, systems, people and performance, working directly with the Regional leadership teams across the region.

Oxfordshire

The role is an end-to-end integrated Operations and Supply Chain Director position, incorporating Quality, EHS, Manufacturing & all supporting Operations functions, Sourcing, Logistics/Warehousing & Distribution, and Supply Chain Materials Management (Demand Management, Inventory/Supply Planning & Service) across EMEA, the Americas and Asia-Pacific regions.Essentra’s Component Distribution Division is a global market leading manufacturer and distributor of plastic injection moulded, vinyl dip moulded and metal items, with operating units in 20+ countries, 50+ operating units, 100,000+ customers and 100,000+ SKU’s, serving a very broad industrial base of customers with a rapid supply of industrial components for a variety of applications in industries such as hydraulics, pneumatics, electrical controls and construction. The Division is an amalgamation of 5 businesses, manufacturing and distributing worldwide.

Leicestershire

Global Head of Supply Chain, Sourcing & Logistics group (EMEA, India, LatAm & Asia), covering Service, Inventory Planning, Strategic Sourcing, Procurement, Supplier Management & Development, Trade Compliance, Freight/Transportation & Distribution. Leading a diverse multi-cultural team in multiple geographies.During the last 2.5 years, business revenues in my remit grew 2.5X (via globalization, organic growth, & acquisition integration), the following highlights were realized: •Inventory Turns improvement : 109% (3.4 to 7.1)•Customer OTD : 16% points improvement to promise (80% to 96%) , 23% points improvement to request (67% to 90%)•Vendor OTD : 12% points improvement (81% to 93%)•Supplier PPM : 81% improvement (> 10,000 ppm FY2011, to 1,959 ppm 2013 YTD) •Supplier Payment Terms : 48% improvement (50 days to 74)•Forecast Accuracy : Globally 18% points improvement, include 33% points improvement in Asia, 40% points improvement in LatAm)•Intracompany OTD : 25% points improvement (from 65% to 90%)•Sourcing Savings : achieved > 5% net YOY•Air to Ocean transition : transition on inter-continental lanes (China/India into Europe). Moved from 80% air to 10% air, balancing freight savings with working capital impact.•Distribution Centre quality: 75% improvement (1,728ppm to 428ppm)•11% Distribution Centre productivity improvement, cost per hour & cost per line shipped.•People Development : completed multiple upskilling programs, built end-to-end Supply Chain, Sourcing & Logistics Org structure, strengthened site-based teams in all locations, whilst being major proponent of Development plans & mentoring networks (resulting in promoting several people, expanded/extended others into broader roles). Mentored individuals on a regional/global basis, including mentoring outside Ops & S/Chain.•S&OP improvements include upgrade of capacity planning tools, synchronization of demand profile to financial plan, & deployment of standard processes globally.

Session Lecturer having covered Operations Strategy, Supply Chain Management, Innovation, Project Management and Business Process Improvement, all at postgraduate level, to external Corporate clients.

Operations Manager, encompassing all aspects of Procurement, Materials Management, Logistics, Quality, Operational Excellence, Environmental, Health and Safety, Production (plastic injection moulding and assembly), HR and Finance.

Full regional, multi-site (UK, Germany, Scandanavia, Central.Eastern Europe) accountability for Sourcing, Purchasing, Supplier Quality and Development, Production Planning, Inventory Management, Logistics and Distribution in service-driven industries. Full end-to-end Supply Chain from new product development through to after sales support.

Multi-site remit, Supplier Management, Production Planning, inventory management, Customer Service, Logistics and Distribution (blend of In-house and 3PL). Reporting to Managing Director.

Managed UK, European and Far Eastern Supply Base (Malaysia, China, HK, Taiwan).

Ba (Hons), French & Business Studies, 2.1

Education record

Mba, General Management

General Management MBA : additional specalisms in Operations Management, Procurement & Logistics

French & Business Studies

Activities and Societies: 1st semster at University in Le Mans, 2nd semester on placement at MORY-TNTE