Recruited by COO to play a pivotal role in newly created management team with remit to lead, develop and deliver supply chain vision and strategy to support the ongoing growth of the company.  Key focus areas include: creation of capable supply chain structure, design and implementation of best practise processes and standard operating procedures; introduction of inventory management and controls using lean principles and management systems; develop sourcing strategies and supplier… Show more Recruited by COO to play a pivotal role in newly created management team with remit to lead, develop and deliver supply chain vision and strategy to support the ongoing growth of the company.  Key focus areas include: creation of capable supply chain structure, design and implementation of best practise processes and standard operating procedures; introduction of inventory management and controls using lean principles and management systems; develop sourcing strategies and supplier relationships for key categories, management and development of 25 supply chain team members. Show less

Reporting to the Business Unit MD, this role was created to improve profitability of JCB Backhoe Loader Division by leading and delivering cost reduction and margin improvement projects.Key responsibilities included:* Leading and managing cross functional teams (Purchasing/Engineering/Marketing/Operations and Logistics) for multiple projects* Budget creation and financial forecasting* Project tracking and reporting * Make v buy analysis and subsequent project implementation… Show more Reporting to the Business Unit MD, this role was created to improve profitability of JCB Backhoe Loader Division by leading and delivering cost reduction and margin improvement projects.Key responsibilities included:* Leading and managing cross functional teams (Purchasing/Engineering/Marketing/Operations and Logistics) for multiple projects* Budget creation and financial forecasting* Project tracking and reporting * Make v buy analysis and subsequent project implementation * VAVE* NPI delivery and product costing* Common parts sourcing with JCB India to improve volume aggregation and leverage cost savingsKey Achievements* Delivered savings in excess £3m* Implemented 3 NPI projects with £2m + contribution* Strengthened intercompany relationships* Developed a cost model for inter company make v buy analysis Show less

This is a group based role managing production expenditure of c£85M covering c120 suppliers for electrical and plastic commodities for JCB UK based manufacturing companies.Key responsibilities include:*Management and development of 5 buyers*Budget creation and tracking*Develop/implement sourcing/commodity strategies that optimise savings opportunity whilst minimising supply chain risk*Supplier relationship management*Contract generation/compliance*Commercial… Show more This is a group based role managing production expenditure of c£85M covering c120 suppliers for electrical and plastic commodities for JCB UK based manufacturing companies.Key responsibilities include:*Management and development of 5 buyers*Budget creation and tracking*Develop/implement sourcing/commodity strategies that optimise savings opportunity whilst minimising supply chain risk*Supplier relationship management*Contract generation/compliance*Commercial negotiations*Supplier QCDIM reviews. Achieved savings of £1.13m 2010 despite rising commodity prices through execution of supplier resource, VAVE activities, best cost country sourcing, negotiations and long term agreements (LTA). Show less

Reporting to the Group Purchasing Director this new role was focused on the project management of the supply chain transformation of inbound material for 10 JCB UK manufacturing companies utilising third party logistics (3PL) strategy. Activities in scope included migration to ex-works collection service for UK/European suppliers, procurement and contract management of nominated 3PL, development and deployment of processes to support inbound material flow.

Responsible for leading, managing and developing the business planning and material control teams for two factories. Key activities included management of inbound material supply to satisfy production requirements whilst minimising inventory, customer demand fulfilment and introduction of new parts to support product changes. * Reduced stock days by 15% whilst supporting a growth increase of 20%* Increased stock accuracy by 6% * Reduced customer arrears by 80%* Introduction… Show more Responsible for leading, managing and developing the business planning and material control teams for two factories. Key activities included management of inbound material supply to satisfy production requirements whilst minimising inventory, customer demand fulfilment and introduction of new parts to support product changes. * Reduced stock days by 15% whilst supporting a growth increase of 20%* Increased stock accuracy by 6% * Reduced customer arrears by 80%* Introduction of product allocation and risk management* Restructured planning/materials department to improve control/business efficiency Show less

Private Company formed in 2005 as resulting from acquisition of HW Plastics, Wendland Conservatories and Celuform. Turnover c£125M, with 4 manufacturing facilities in UK.Reporting to the CEO, this new role was created to leverage the Group spend of c£75M across current (4) individual Group companies, provide support and guidance on sourcing and commodity management, share and implement best purchasing practise and manage strategic supplier relationships. Within 3 months I achieved… Show more Private Company formed in 2005 as resulting from acquisition of HW Plastics, Wendland Conservatories and Celuform. Turnover c£125M, with 4 manufacturing facilities in UK.Reporting to the CEO, this new role was created to leverage the Group spend of c£75M across current (4) individual Group companies, provide support and guidance on sourcing and commodity management, share and implement best purchasing practise and manage strategic supplier relationships. Within 3 months I achieved savings of c£750K (annualised) for the Group through spend aggregation and supplier rationalisation and I initiated a consignment stock programme for one Group company estimated annual impact £200K. Show less

Market leading Building Products Company, part of Heywood Williams Group, with revenues of c£80M and over 500 employees. Manufacturers and suppliers of PVCu window systems and roofline products to both UK and European markets.My remit was to gain control/influence all direct/indirect procurement expenditure totalling c£50M, improve quality/service standards and deliver business efficiency by reducing costs, implementing best practise purchasing processes and enhancing management… Show more Market leading Building Products Company, part of Heywood Williams Group, with revenues of c£80M and over 500 employees. Manufacturers and suppliers of PVCu window systems and roofline products to both UK and European markets.My remit was to gain control/influence all direct/indirect procurement expenditure totalling c£50M, improve quality/service standards and deliver business efficiency by reducing costs, implementing best practise purchasing processes and enhancing management control. * Increased Purchasing spend control/influence from 23% to 70% within 18 months* Procurement of materials and services to support the manufacturing operations, including sourcing strategy, supply/price negotiations, and contract/supplier management to ensure competitive advantage whilst managing risk. Key Categories: PVC resin, chemical additives, steel, packaging, foil veneers, injection mouldings, contract cleaning, utilities, fuel, PPE, engineering consumables, office equipment* Introduced improved scheduling techniques for bought in items (resale) reducing inventory by 30% whilst increasing customer service levels to 99% (was <95%)* Rationalised supplier base for direct materials by 15%* Instrumental in the migration of manual purchase orders electronic system with automated authorisation levels (via ‘Work Flow’) to control spend Show less

Position: Senior SCM Process and Integration Manager (2001 - 2003)Reporting to the V.P European Commodity Management, my role was to develop and implement scalable procurement solutions and processes using SAP system architecture to improve the efficiencies and capabilities of Celestica’s global supply chain. Deliverables included global demand and order aggregation, greater productivity through automated ordering/tracking/maintenance, process standardisation, increased sourcing… Show more Position: Senior SCM Process and Integration Manager (2001 - 2003)Reporting to the V.P European Commodity Management, my role was to develop and implement scalable procurement solutions and processes using SAP system architecture to improve the efficiencies and capabilities of Celestica’s global supply chain. Deliverables included global demand and order aggregation, greater productivity through automated ordering/tracking/maintenance, process standardisation, increased sourcing control and adherence, improved visibility. Based in the UK the role required frequent overseas travel to communicate, educate and implement the designed structure and processes.Position: Senior European Commodity Manager (1996 – 2001)Reporting to the Director European Commodity Management, my responsibilities included the management of a team of 5 commodity experts, controlling spend of circa $350M for passive and electromechanical components. Significant player in Supply Chain Projects.* Developed and directed commodity strategies that optimised Celestica’s commercial advantage (savings of $16M achieved in 2000) whilst ensuring continuity of supply. * Generation of bids (material cost element) and support of Customer driven supply chain initiatives in conjunction with Sales and Account Management teams * Instrumental in the development of Celestica’s global negotiation processes to maximise leverage and the generation of purchasing contracts and service level documentation Show less