Areas of Expertise

Transformation

Experience in various areas includes the following:

VT Shipbuilding – 1996 to 2002

A programme was put in place to transform an ‘average’ performing function. Organisation and key staff issues were immediately addressed.

Skills audit was undertaken and training plans were put in place to address skills gaps.

Resources were put in place / organised to ensure the function added value from bid to through life support.

Graduate / trainee and talent development programmes were implemented.

Procedures were completely re-written and simplified through the use of flow charts and included compliance with fraud / governance controls which was approved following an audit by the KPMG Fraud Investigation and Governance Unit.

These procedures were approved by the main board and were clear, and communicated to all middle management and key stakeholders. Category plans were introduced to guide and manage development.

KPIs and service levels were introduced.

Reporting was introduced which outlined internal performance of staff, financial performance (against budgets, cash flow and payment) operational support, compliance with procedures and supplier performance.

Immediate system issues were addressed and a team was set up to ensure that supply chain requirements were included in the change to the Cincom (partial ERP) system.

This process was repeated in a number of other businesses including the following:

Airtanker

Processes, procedures and professional supply chain staff were introduced into an organisation where the supply chain activity was being managed and actioned by the commercial bid resource. This new organisation was responsible for delivering the supply chain of a £10Billion plus PFI contract which was subject to (and passed) the rigorous scrutiny of the lending banks together with other key stakeholders.

The transformation included communication and agreement of the changes and objectives with a number of parties who were both equity stakeholders in the PFI and members of the supply chain.

The project is now in the initiation phase and near to being operational.

Building Schools for the Future

Processes, procedures were introduced which satisfied a number of PFI contracts and were subject to EU Procurement legislation together with the recruitment of professional supply chain staff into an organisation where the supply chain activity was being managed and actioned by the commercial bid resource.

This organisation now manages a number of projects which are at various stages of maturity ranging from bid through to approved projects which are currently under construction or operational.

VT Education & Skills

VT E&S consisted of five main business units with a total turnover of £250 million and 4,000 staff that operate out of approx 150 offices across the UK. Four of the business units had no recognised supply chain, procurement or even buying function and were governed by a variety operating procedures with varying levels of governance.

Processes, procedures, reporting, management and professional supply chain staff were introduced into an organisation where procurement was being managed solely by the business unit operational staff.

In 18 months the function was transformed into an organisation which was valued, making significant contributions to reductions in cost and development of business opportunities with the ability to focus resource on key areas of opportunity through flexibility of having a shared service in place.

Reporting and demand forecasting was an issue with 17 different accounting systems and vendor bases. This was introduced through the service desk together with monthly measurement of performance through standard reports, metrics, measures and service level.