SECTORS

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Clients / Partners

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Industry Sectors

Defence

Industrial /
Engineering

Healthcare

Pharmaceuticals

Automotive

Public Sector

Manufacturing

Rail

Building &
Construction


Case Studies

Defence

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Supply Chain Consultant for Babcock Marine and Technology. The associate mapped key processes to highlight constraints and agree improvement plans. Defined new process standards and high-level user requirement specification for SAP. Removed all none value adding activities and increased automation. Developed category management team improvement strategy and launch plan. Designed Equipment Support Operations Centre targeting a 30% reduction in fixed costs.


As Supply Consultant, our associate implemented an integrated business management methodology to a £800m naval marine business, driving the process of aggregated demand forecasting and supply planning. Developed and operated the S&OP process to enable mitigation of future risks for key resources including labour, facilities, materials and equipment. The same methodology is now being adopted across the business.


Interim Supply Chain Director. Designed and implemented the DST value stream organisation from three original business units. Developed the DST vision, purpose, business strategy and performance dashboard. Led the formation of a new supply chain organisation including the adoption of S&OP. Supported business-winning totalling £300m with effective sourcing and pricing. Improved supplier on-time delivery to over 94% and reduced spend by 4%.


Pharmaceuticals

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Operating as Site Delivery Lead, Global Planning Transformation for GSK.  Our associate delivered alignment of processes to the global standard supported with standard work guides and training.  Generated improvements to inventory optimisation, customer service levels and manufacturing output.  Driving senior decision making for key growth products in the GSK portfolio. Implementation of a flexible repeating schedule to increase manufacturing output by 15%. Attained level 2 control status for the site through an independent audit.

Engaged as Supply Chain Consultant to Supplier of Blood Plasma-derived products into the global market. Associate brought into the company to support the Executive team in delivering a robust group S&OP process. Designed, integrated and managed a group S&OP process culminating in Exec review (Chair). Developed operations planning strategy and tools delivering customer service improvements from average 82% in Q4 2015 to 97%+ in Q2 2016. Transitioned operations planning onto the group ERP platform (previously off-line). Developed the structure and roles within the SC function to align with long-term strategic goals.


Manufacturing

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As Operational Director, associate led four European manufacturing plants of high-pressure laminate products through a turnaround situation with significant restructuring required.  Lifted output by 40% in the largest EU plants in 6 months whilst increasing DIFOT from 78% to 96% within 4 months.  Reduced net scrap from 8.2% to 4.8%.  Reduced fixed cost base significantly and positioned the EU business for a successful turnaround.

As Group Operational Excellence Manager, associate delivered Operational Excellence strategy within the UK and the EMEA region for a £124m t/o food manufacturer. Delivered £6 Million in Lean Six Sigma Project Savings as a Master Black Belt. Trained 140 People in Lean Six Sigma To Yellow Belt Standard, 60 to Green Belt Standard, 5 people Across EMEA to Black Belt Standard. Increase In Site OEE from 65% To 82%, Reduction Of NCC Costs £3 Million.

As Managing Director, associate formulated capital investment program for a subsea cables manufacturer which foresaw raising output by 300%, with no additional labour cost or impact to environmental footprint. Increased turnover from £40m to £180m achieving significant growth in sales and profits.  A significant contribution to ‘North East business of the Year’ award.

$4bn global USA manufacturing firm required Transformational Operations & Supply Chain Director for legacy Slovak plant to drive step changes in European Group supply chain, quality & throughput across 4 sites.  Plant operations and P&L for $140m t/o, 1200 employees and supply chain of $90m.  EMEA Manufacturing Reorganisation and Relocation to suit customer locations and client needs.  Associate saved 11% ($5.7m) and budgeted 15% ($7.8m) following year. Improved space utilisation by 28% (3700m2); labour efficiency by 24% ($3.5m).  Improved bottlenecks (23%), supply chain constraints (22%) and inventory (31%).  Recovered 9 complex “failing” projects; installed structured NPI.


Industrial /
Engineering

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As Head of Operational Excellence/Manufacturing Engineering associate delivered the Operational Excellence strategy within the UK and Improving the Engineering function to meet World Class Engineering standards. Projects include; Management of Team Delivery of x 2 New Production Cells to meet future customer demand and capacity £1.7 Million Investment. Initiated Mission Directed Work Teams MDWT 10 Module Approach QSCDPE. Developed Green/ Black Belt 10 Day Course to deliver as part of the Operational Excellence Strategy. Departmental Budget £2.4 Million and £4 Million Capex Budget.

A £26m t/o precision engineering group with 4 UK sites supplying the automotive and manufacturing sectors including purchase of two competitors and integration of production into the current group:  required operations programme manager to plan & implement the integration and improve current supplier capacities to meet new demand: - Strategic business analysis ofproducts,  manufacturing locations and value. Associate developed project plans for safety stocks, production transfers, collection services, supplier reductions (64). Developed lean operations; improved capacity (17%) by reducing inventory (26%), space (181m2), scrap (11%). Improved warehouse space utilisation by 18% (70m2); reduced intra-site complexity, bottlenecks (21%). Developed stakeholder and SIOP decision-systems across the supply chain from suppliers, operations and customers. Drove cost reduction programme on new products from losses of £9k/mth to profits of £20k/mth.

Operating as technical project management role within Caterpillar UK to complete the implementation of an automated engine test facility including engine pre-test preparation activities, along with associated operating processes. The associate was brought onto the project to utilise my manufacturing operations and project management expertise to drive the project to completion.


Automotive

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As Senior Supply Chain & Logistics Manager in £420m Automotive business.  Associate transformed the Supply Chain and Logistics (S&OP, Purchasing, MPS, Logistics) operation. Logistics optimisation Vantec (warehouse 3rd party – 160,000 sqft). Programme achievement for no more than 4h00 stock on the production line and no more than 2 weeks stock in the NDC with 100% OTIF.

As CEO associate led geographical expansions, competitive acquisitions, diversification and lead a change management program in this high profile, high growth public automotive company. With the Management Team developed a plan to navigate through the global crisis without losing sight of the CEO's ambition of doubling the size of the business. That was successfully achieved profitably and performance was ahead of the curve at all times. Closed key funding for working capital, acquisitions and expansion initiatives as well as negotiated strategic alliances and creation of new businesses.

Manufacturers of sub-frames for the automotive industry. 7 Billion Euro t/o.  As Interim Logistics and Supply Chain Manager recruited new team members to recover supply chain performance from daily short shipping to 100 % On Time In Full (OTIF) in £50 million Tier 1 automotive business. Associate Designed and implemented robust processes and Key Performance Indicators (KPI’s) to control and improve supply chain from customer order receipt, through production and material scheduling, warehousing to dispatch to customer.

Associate project managed the successful relocation of a Tier 1 automotive manufacturing facility from the UK to China. Key assignment criteria included project planning, identification of production parts and associated plant/tooling to be moved, plant/tooling refurbishment, stock build to cover relocation period and shipping of plant to China.


Rail

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£1bn t/o brand-leading high-speed international rail operator from London to major centres of Europe. Mid-life refurbishment of half the fleet suffered catastrophic and complex supplier failure requiring a supply chain specialist with broad operations leadership. Thereafter whilst tripling the number of part references, transformed warehouse operations & internal material flows, launched and integrated the new fleet and spares service worth £20m/yr.

Associate was responsible for procuring services to support and enable the delivery of the initial construction phases of HS2 £42.6 billion project. Scoping requirements, developing procurement strategies, preparation and presentation of Contract Award, Board / Committee papers and management of the full approvals process through HS2 Ltd, Department of Transport and up to HM Treasury. Acting as Senior representative of the Construction Procurement function, managing senior stakeholders across the organisation.

At Bombardier Transportation associate reorganised team into commodity specialists with tactical and strategic QCD improvement plans.  Implemented KPIs for:  Cost reduction (PPV), Stock turns, Payment terms and order conversion delivering sustainable improvements across all metrics.  Highlights: 3 major commodities introduced KanBans reducing inventory by £1.5M, lead times from +3 months to 2 weeks and reducing a number of purchased variants.  Delivered +£500K in annual cost reductions measured by PPV.  Significantly improved team performance & morale with effective leadership skills via a challenging but supportive approach.


Healthcare

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Procurement Associate led the Procurement and Commercial transformation programme for NHS England with the aim of achieving high-quality financial management in the NHS Business Plan for 2015/16 Putting Patients First. Particular focus on the commercial operations and processes across the organisations £3 billion non-clinical spend and £80 billion clinical spend.

As Director of PMO, the associate Implementation and leadership of a best practice PMO and CIP assurance process as part of the Monitor led turnaround team. Over delivered the FY16 CIP target (£6.8m with 55 schemes) from a standing start, whilst the Trust was in a financial and quality turnaround situation (this was the first time the Trust had delivered a CIP target). Developed the CIP programme for FY17 with approved plans valued at a total of £16m. Delivered £11m CIP to date. Designed, implemented and led a quality improvement assurance process to successfully deliver and embed into operational practice the CQC inspection recommendations which removed the Trust from special measures and upgraded the Trust’s overall CQC rating. Strong facilitation of CIP problem solving with Exec Directors, Divisional Managers, Clinical Directors and Heads of Nursing. Worked closely with both Monitor/NHSI and CQC to provide evidenced based assurance of the financial and quality turnaround solutions being implemented. Developed the target operating model for future CIP delivery as part of the NUH merger plans.

Associate project management of an assignment to implement a £1.7million county-wide e-procurement system in a shared service environment for 1,000 users. Key aspects of the project were the development and testing of the integrated software solution, modification of business processes as required, installation of required hardware and associated disaster recovery systems, development and documentation of change and training material, developing and executing a county-wide training and roll-out schedule. The project was delivered, achieved its aims and was within budget.

Associate led in a senior hands-on role for a Venture Capital owned company operating in the private and NHS outsourced healthcare sectors. Project lead for £80m/ 40 projects capex programme delivering the best value in the procurement of building construction, refurbishment and high-value technology spend. Developed contracts with major suppliers (eg. GE Healthcare, Siemens, Kuehne Nagel) having inherited a new greenfield situation from a contractual perspective. As Head of Procurement responsible for all in-direct categories spend and supplier relationship management (logistics, fleet, property maintenance, energy, travel, consumables being the largest categories). Responsibility for all non-IT related infrastructure throughout the company (fleet, offices, 54 healthcare clinics) both acquisition, disposal and maintenance.


Public Sector

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Associated project managed on a national Delivery Office Modernisation Programme. Using my operational management and “lean” process skills to deliver efficiency improvements and cost savings. The project involved working at all levels within a heavily unionised environment to identify areas of potential savings, implement new processes, and establish management tools & disciplines to ensure all operating methodologies were firmly established. Achieving overall operational target savings of 10%.

Procurement Associate successfully managed Surrey County Councils 25 year £89m Highway Lighting Infrastructure PFI contract.  Managed the project team in the development of a £100m, 5-year highways maintenance programme. Project 'Horizon' developed new ways of working to reduce costs by 15% through exploitation of new materials, processes and programme optimization.


Building &
Construction

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