Simon Brown Email & Phone Number

Reading, United Kingdom

Responsible for leading a multi discipline team covering the end to end supply chain for HP’s UK Defence accounts. This including management of both vendors and client including ensuring any procurement is covered by UK Government value for money criteria. Targeting on reducing spend through competitive tendering and efficient use of logistical services.Highlightso Managing an annual spend of £500 million covering all categorieso Working closely with supporting procurement and engineering teams along with other stakeholders to run compliant competitions.o Reducing year on year spend by £45million through competitive tendering and direct negotiations with Vendorso Managing a logistics function responsible for delivering to secure locations across the globeo Developing and implementing a high security reverse logistics function (end of life disposals) that generates £2million per year and is self-funding for our clients through the sale of equipment

Responsible for the end to end purchase to invoice process for a large UK security contract supplying in excess of £120million per annum of IT equipment ranging from cables and desktops through to the delivery of large datacentres. The roll involves all aspects of purchasing, logistics and billing activities across multiple workstreams and environments to support the delivery of the programme. In addition the role sees me being responsible for managing the client relationship for all aspects related to value for money.

Responsible for providing the stratigic direction and managing a group of analysts who carryout all the purchasing, Inventory and billing functions within the ATLAS defence programme.

This was a key role on the account involving the design and implementation of service catalogue content to allow 100,000 users access to services ranging from account creation through to delivery of hardware items within a 24hr period. The programme had been in exception due to key deliverables being missed with the account running the risk of a £10million abatement charge being invoked unless key services were delivered in a short timeframe.Key Achievement 1. Turnaround of failing programme2. Successful conclusion of complex commercial negotiations with the client avoiding £10million in abetment charges.3. Development of processes and the management of a team of 20 to deliver 400 individual services ahead of scheduled timeframe4. Implementation of key supply chain processes delivering £100K revenue per month with scope to grow

This roles main responsibilities was to ensure that ATLAS maintained systems / process that allowed the business to be compliant with financial regulations and to ensure we maintained sufficient detailed records to track on average 10,000 individual equipment records per week across Europe working within a secure environment. These systems allow EDS to maintain and subsequently sell its inventory after implementation of hardware items at various data centres and MoD sites. This role involved the day to day management of a small team of analysts and the coordination with financial and implementation teams along with third party and client interfaces. A secondary role was to ensure that the process was “water tight” before handing over to a full time BoM and inventory CDE. The secondary aim of this role was to determine any areas for improvement within the live environment.

The main aim of this role was to rescue a failing project to develop supply chain and inventory management process for the procurement of IT equipment. The outcome of this project was the successful implementation of a process and system that tracked on average 10,000 items per week ranging from a power cable through to large server system ensuring the appropriate level of traceability was maintained without causing impact to the business and allowing the inventory to be reduced by a two thirds without affecting operations. In addition agreements were put in place with third parties enabling the risk of purchase to be spread evenly between suppliers and EDS.

This roles aim was to look at the skills and benefits to Rolls Royce of bringing in a third party specialist from the construction programme management industry into to examine the programme management of large complex IT change projects. The primary delivery for this role was a Value proposition which was presented to both Management Boards for approval.

During my time within this role I covered several major change projects and worked in different Consulting roles within the organisation. Ranging from process improvement through Change management. My primary role was to provide Analytical support for the Board on strategic developments and organisational redesign support. As part of my role I managed a small team of analysts who provided me support for my role.