Responsible for Time to Market Reduction Project (reporting to Head of Category Management & Strategy)

• Carrying out full review of current Time to Market processes
• Identifying significant opportunities for time reduction and cost saving
• Develop a detailed proposal for Exec approval to achieve Phase 2 Implementation

Execute Phase 2 Implementation

Interim Programme Manager    July 2010 - March 2011

Responsible for delivering OpenWrap software programme to major UK FS client (team of 85, reporting to Group CEO)

• Reviewing and re-planning programme in recovery to identify and deliver realistic programme timescale
• Increasing team by 45 fte in 4 months to ensure successful recovery
• Introducing suite of KPI and effective Client and Stakeholder management processes

Procurement Project Manager   April 2010 - June 2010

Short term project role, responsible for sourcing and costing phase for an client’s global Electric Vehicle project (reporting to Account Manager)

• Identifying global sources for key EV specific componentry
• Validating costing and availability assumptions with vendors
• Documenting appropriate technical specs through liaison with technical team across the globe 

Nov 2009- Dec 2009    Interim Supply Chain Manager, HoMedics UK

Responsible for scales category and cross category improvements (spend £18m, stock £6m, reporting to Ops Director)

• Delivering plan to transfer supply planning from legacy system to new Infor LN ERP solution
• Introducing improved delivery management tools leading to reduced airfreight requirements (save >£70k pa).
• Reviewing and revising main supply chain planning processes, leading to stock reduction >10%
• Recommending strategic changes to procurement and supply chain management organisation.

Nov 2008- May2009 Interim Sourcing Director, Speedo Asia

•   Responsible for Asia sourcing and technical teams (spend $67m, multisite team of 45, reporting to Global Supply Chain VP)
• Resolving significant supply issue affecting the global business, including mitigating a risk position from >$6m to <$150k
• Recovering no 2 and 3 vendor performance levels (OTIF 80% to >90%), improving KPIs to maintain ongoing control
• Identifying future global supply chain organisation structure, subsequently implemented by company
• Developing new Asia Customer Service team and raising performance to standard (e.g. 48hr order confirmation times)
• Coaching and developing Asia sourcing team, enabling further transfer of responsibilities from UK (cost reduction, responsiveness improved as closer to source)
    

Mar2008-Aug2008 Interim Sourcing Manager, Farécla Products Limited 

• Responsible for identifying and implementing cost savings opportunities (sales value £12m, reporting to Senior Ops Manager)
• Identifying cost reduction plan saving >10% of spend across the business
• Implementing label resourcing resulting in 40% cost reduction, greater flexibility and reduced stock
• Improving supplier risk management – initiating programme of 2nd source identification and approval
• Reviewing, recommending and briefing future purchasing organisation structure, subsequently implemented

Sep-Dec 07 Amtek Aluminium Castings.

Initially responsible for purchasing, extended to include planning and logistics (spend £20m, team of 10, reporting to MD)

• Implementing purchasing controls audit action plan and resolving identified weaknesses
• Driving process changes to improve stock availability (up 10%) and reduce total costs (stock down 8%, overtime 5%)
• Recommending organisation shape and capability changes, recruiting and training resultant senior manager
• Reviewing planning systems, recommending preferred option and providing implementation plan



Initially responsible for purchasing, extended to include planning and logistics (spend £20m, team of 10, reporting to MD)

Implementing purchasing controls audit action plan and resolving identified wea

Driving process changes to improve stock availability (up 10%) and reduce total costs (stock down 8%, overtime 5%)

Recommending organisation shape and capability changes, recruiting and training resultant seni

Reviewing planning systems, recommending preferred option and providing implementation plan

Initially responsible for purchasing, extended to include planning and logistics (spend £20m, team of 10, reporting to MD)

Implementing purchasing controls audit action plan and resolving identified weaknesses

Driving process changes to improve stock availability (up 10%) and reduce total costs (stock down 8%, overtime 5%)

Recommending organisation shape and capability changes, recruiting and training resultant senior manager

Reviewing planning systems, recommending preferred option and providing implement

Apr 05 - Oct 05 Philips Semiconductors. Responsible for implementing Demand Management project pilot within Business Line Power.

•   Designing and implementing process and tools to enable pilot.
• Increasing forecast accuracy levels from 30% to 70% for the pilot product group
• Documenting ongoing DM process, planning full rollout, recruiting and training permanent Demand Manager.
    

Sept 2006 - May 2007 Responsible for turnaround of UK merchandising team (spend £40m, team of 7, reporting to Worldwide Head of Sourcing)

•    Gaining effective control of and improving top 5 major vendor supply performance, particularly no 1 vendor (OTIF >70% to >90%, airfreight reduced $100k)
• Renegotiated pricing and rebate scheme with no1 vendor such that increased sum of $300k paid 6 months earlier
• Delivered summer season range sample availability at 96% OTIF (best for 10 years)
• Key business specifier of a number of bespoke SAP programs to improve business efficiency
• Identifying, recruiting and training long term appropriate structure for the UK merchandising organisation

Dec 05 - Jul 06 Speedo International.

Responsible for equipment category planning (sales value £35m, stock £7m, 800 parts, staff 1, reporting to Supply Chain Manager) and identifying and delivering a number of business wide improvements in a post go-live SAP environment.

• Developing and implementing a robust, Sales and Ops Planning process (stock reduced £2m)
• Developing and introducing KPIs and appropriate reports and tools, e.g. forecast accuracy (increased by >10%)
• Leading stabilisation of SAP within Supply Chain in the post go-live period
• Specifying, testing and releasing a number of SAP planning enhancements