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Purchasing / Supply Chain Specialist

Purchasing / Supply Chain Specialist

Work Experience

Experienced professional specialising in purchasing systems, processes and procedures, especially strategy and cost & risk reduction techniques.

Documented and proven experience of cost base reductions of a minimum of 14% on annual spend.

Work Experience :
1978 – 1985 : British Steel UK :-
Apprentice (1980 Apprentice of the Year), production
engineer, design engineer and quality engineer.

1985 – 1998 :T&N plc :–
1985 – 1986 : Student Engineer
1986 – 1991 : Contracts Engineer
1992 – 1993 : Senior Contracts Engineer
1994 – 1998 : Purchasing Manager

1998 – June 02 : Westland Helicopters :-
Jan 98 – Sept 98 : Electrics Purchasing Team Leader
Sept 98 – Nov 01 : Avionics Purch.Contracts Negotiator
Nov 01 – Jun 02 : Avionics Purch.Contracts Manager

July 02 - Date : KLM Royal Dutch Airlines :-
Engineering & Maintenance Division (E&M) Supply Development Manager

Other Information :-
I set up the Commodity Purchasing system for KLM for the E&M Division and was instrumental in setting up the system for the whole of KLM.
I produced the documentation for the Contract Review section of Glacier’s assessment for BS5750 Part 2.
I am used to operating at senior staff level (up to and including Managing Director level) for verbal communication and visual / audio presentations.
I am conversant with, and use daily, purchasing methods for high value equipment, capital equipment, raw materials, commodities, consumables and services.
I am conversant with the SAP R/3 computer system.
I am fully security cleared in both England and The Netherlands.
I have a full clean English driving licence.
I speak a little Dutch and understand a reasonable amount.

Courses Attended :-
External : Sales negotiation, purchasing negotiation, contract law, management of purchasing & supplies departments, supplier assessment and audits.
Internal : Continuous improvement, empowerment, self development, finance, supplier management, asset management, strategic negotiation, competition law and SCRIA.
Westland Integrated management Development programme.
CIPS Procurement Diploma (Foundation Level).

Hobbies :-
Travel, cycling, theatre & cinema visits, reading, current events, DIY and social occasions with friends.

Responsibilities and Achievements :–
T&N plc – Glacier @ Ilminster :-
1986 – Contracts officer role
Sourced a new computer system for the Ilminster site. This was to be used for the sales, manufacturing and accounting processes and had to be very user friendly. This was not an easy task, but eventually I recommended a system to the Managing Director within budget and on time. The system is still in use today.

1989 – Contracts officer role
I was successful in obtaining several high margin (60%+) jobs for bearings in the roofs of structures by building up buyer contacts in the construction industry.

1992 – Senior Contracts Officer role
I had the Middle East region added to my responsibilities and found an agent in Dubai who could work for us. This agent helped us win three major contracts all worth £50k+ each.
I later had the marketing department added to my responsibilities and worked on two successful advertising promotions with an advertising house.
I was also nominated as the Deputy Contracts Manager and acted for him in his absence.

1994 – Purchasing Manager role
I was asked to run the purchasing department by the managing Director who wanted the function to be more proactive, have more supplier development and cut the cost of purchases. The purchasing department was a central office with four buyers, two clerks and a budget of £12m (on a company turnover of £22m).

My first task was to change the way in which the buyers worked, from being administrators working on a wide range of activities (estimating, manually raising typed purchase orders, expediting, store keeping, fire fighting etc) to being procurers concentrating on negotiation, cost down programmes and supplier management.
The work was reorganised so that the sales teams did the estimating for quotations to customers with an input from the buyers (rather than vice-versa), the clerks did all the purchase requisition to order administration via the computer system and the production control teams did the expediting.

By use of continuous improvement techniques on capital expenditure, consumables, castings, steel plate and pressings and supplier base rationalisation, my team were very successful in identifying areas of weakness and helping to provide solutions that were practical and simple to implement. This reduced our annual spend by £123k in one year with £48k of this ongoing annually (details are available if required).

1995 – Reorganisation of the Purchasing Function
The buyers were placed into the businesses (four off) reporting to a line manager for daily responsibilities, with operational control for strategic price levels and supplier management still with myself. I had to manage the site purchases, supplier development and purchasing policy.
I was seconded to the T&N Group Purchasing office for negotiations on electricity, gas and telecons for the whole Group worldwide (in this role I reported directly to the Bearings Group Chief Executive, a T&N main board member).

1996 – Site Maintenance and Facilities Personnel
In September I assumed responsibility for this function in addition to my purchasing role. I was responsible for the maintenance of all the buildings, facilities and equipments on site.

1996 – Group Purchasing Office – Utilities Purchases
In November I was asked to lead a team of six responsible for the purchases of all utilities for the whole of the Group worldwide. This was an expansion of the secondment role in 1995 and was in addition to my responsibilities at the Ilminster site. Again, in this role I was responsible to the Bearings Group Chief Executive.
Our objective was to reduce the total energy and telecoms cost for the whole Group by focussing the expenditure on fewer proactive suppliers who bought into continuous improvement and cost down projects. In the first year we achieved savings of £1.7m on a total expenditure of £18m.

AgustaWestland – Westland Helicopters Ltd @ Yeovil :-
1998 to Q3-2000 – Purchasing Contracts Negotiator
I first worked in the EH101 Helicopter Electrics Team where I was responsible for the programme management of all of the aircrafts electrical parts worth approx £20m. I had a team of three expeditors and two buyers.
After the line build programme stabilised in September 1998 I moved to the EH101 Helicopter Avionics Team where I worked as a Contracts Negotiator. I was responsible for four key suppliers who supply high value avionic equipment worth approx £100m. I was also the Integrated Product Team (IPT) leader for two of these equipments. I worked closely with these suppliers to (1) reduce costs and (2) improve programme management integrity.

Q3-2000 to Q3-2002 – Purchasing Contracts Manager
I was promoted to run a team responsible for avionic equipments and software packages worth approx £150m.
My main responsibilities are to motivate my team to meet the department and company objectives (general, specific and strategic) and to develop my team members (interpersonal and role based skills), as well as managing my team to action their tasks which include – generating request for quotations and purchase orders, negotiating contracts, selecting and approving suppliers, helping suppliers to develop cost down programmes and the management of assets and financial reports (stock, invoices, milestone payments, budgets etc).

KLM Royal Dutch Airlines @ Schiphol :-
July 2002 to date
I was appointed to the position of Supply Development Manager for the Engineering & Maintenance Division to reduce the total costs within the supply chain.
This involved me in setting up commodity based purchasing and undertaking a strategic review of the policy and procedures for the whole department and also for all areas of spend (per commodity for 12 commodities) – actual spend outside KLM as well as process and headcount savings.
The commodity management concept is new to KLM and involved me in changing the culture of the division and the company to enable multi-disciplined teams to be set-up to reduce the whole cost base to add value to the supply chain and reduce waste.
I set-up twelve commodity teams with a total spend of €550m. The spend reduction target for the first year was set at 10% of the spend (€55m) – to date I have identified €32.4m of the €55m (over seven teams), with €15.5m already realised in two of these seven teams.
There are further savings of €15m over the remaining five teams. The remaining €7.6m, to reach the target of €55m, will be realised by revisiting the largest spend areas in conjunction with the KLM Partner Airline network.
The “new way of working” (commodity teams) has delivered a huge cost reduction on the maintenance bill for all the KLM fleet aircraft and the third-party customers of E&M. This was mainly achieved through the multi-disciplined team approach where communication and information-sharing have yielded big steps forward.


Education

BSc (Hons) Mechanical Engineering (UK)
Associate Member of Chartered Institute of Purchasing (UK)

Skills

Supply chain management skills.
Commodity management skills.
Purchasing strategy skills.
Cost and Risk base reduction skills.
General purchasing skills from technical parts to utilities.
Team management and motivation skills.
SAP and MS Office computer systems.

Languages

English.
Basic dutch.


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