Independent consultant advising in procurement and supply chain activities in the Public and Private Sectors.

I was responsible for the negotiation of the software agreements (in excess of £300 million) that ensured that the first generation of smart electricity and gas meters (SMETS1 specification) in the UK were able to become part of the eco-system of the DCC that utilises the SMETS2 specification.The agreements were complex in nature as they had to mitigate the risks attached to critical national infrastructure and also had to meet the requirements of the licence that was granted by the UK Government.

The main elements of the role are listed below:Development and embedding of a Strategic Sourcing Model across the organisation.Development and embedding of the Strategic Sourcing Model tools and techniques.Introduction of a commercial governance regime.Ensuring all external approvals (Cabinet Office, Department of Health) are present.Introduction of a Quality Assurance Framework that applies to procurements.Working with key stakeholders – the Cabinet Office, Government Digital Service and the Department of Health.Responsible for the re-procurement of services for the NHS Pensions Scheme - Europe’s largest defined benefit scheme.Development of procurement strategies.Authoring Treasury Five Part Business Cases.Identifying appropriate commercial models to drive desired behaviours and outcomes.Acting as a coach for staff participating in the leadership programme.

The main elements of the role were:Responsible for the contract negotiations and procurement of the Pandemic Influenza Preparedness Programme. This included the Value Engineering and Value Management of the proposed supply chain solution into an appropriate logistics platform saving £145 million whilst maintaining service level integrity.Contract management of the services contract for Europe’s largest defined benefit pension scheme.Provision of commercial leadership to programmes and projects.Dispute resolution including litigation.Identification and development of incentivisation mechanisms related to commercial models including Strategic Alliances.Procuring through Crown Commercial Service (CCS) Procurement Frameworks for key procurements that operationalised the NHS Commissioning Board / NHS England.

The main elements of the role and notable achievements were:Budgetary control of $26 million / 100+ peopleRealignment of European manufacturing capacities including ongoing capacity utilisation of Chinese production facilities.Formulation of European distribution strategy.Introduction of a Sales and Operations Planning process that galvanised the European organisation.Introduction of processes and systems that transitioned a parochial logistics structure to an integrated European function.Planning and execution of functional headcount reduction strategy.Freight reduction programme yielding 5% savings across European facilities driven through an eauction.Reduction in inventory of $5 million without impacting of customer service levels.Planning and implementation of three European product launches.Coordinating the successful launch of new products into the European routes to market.Introduction of internal customer service level agreements.

The main elements of the role and notable achievements were:•Inventory reduction of £1 million with no impact on service levels. Commodity savings of $550k. Commodity PPV of 9%.Planning and execution of two national launches.Part of team that planned and executed the closure of a factory that resulted in minimal customer service level reduction and customer loss.

The main elements of the role and my notable achievements were:Global commodity savings of $3.85 million on a spend of $114 million. PPV of 3.38%. Generation of related contacts and service level agreements.Introduction and implementation of new ERP system.Capacity enhancement of manufacturing facilities in conjunction with the suppliers. Supplier funding of expansion between 45 and 70%. Generation of related specifications, contracts and service level agreements.Implementation of global commodity management structure and line management of global commodity structure – Asia and North America.European / global consolidation of commodity purchasing. European commodity savings of $3.08 million on a spend of $48.5 million. PPV of 6.3%.Site related savings of $6.4 million on a spend of $187 million. PPV of 3.4%.Outsourced chemical warehousing increasing stock turns from 12 to 60. Generation of contract and service level agreement and transition of staff under TUPE.Raw material stock reduction of $1 million.UK commodity savings of $2.97 million.Part of team that set-up a greenfield 40,000 sq.m manufacturing facility.Capital equipment spend of $25 million. Negotiated average discount of 27%. Generation of related contracts, specifications and service level agreements.

The main elements of the role and notable achievements were:Set up a supply chain for air conditioning kits from zero base to supply top automotive OEM.Managed purchasing, inventory and supply management of diesel engines and related components to the dealership network. Achieved average availability of 93%.Managed supply chain of air conditioning kits from Japanese and U.K suppliers to OEM production lines. Maintained 100% availability.Increased dealer sales of air-conditioning kits by 300% through supply chain optimisation.Part of team that achieved 99.3% quarterly availability for total portfolio of OEM supply components.