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Project/Programme Management

Work Experience

Career History (Contracts / Interim Management)

PHILIPS Consumer Electronics DEC 2002 – OCT 2003
Global Supply Chain Programme, Supply Chain Management Consultant for FILOCITY competence centre

Assignment:
Provision of specialist hands-on functional and application integration consulting support for the i2 implementation of European Daily Deployment Scheduling of the Philips CE supply chain network. Management and test acceptance of application integration data flows across Philips live (kernel) Global Demand Planning, Master Planning, Oracle orphan/stage databases and SAP transaction systems.

Quantifiable benefits and achievements:
 Solution prototype, design and documentation of finalised European Daily Deployment in readiness for end-state kernelisation for roll out across all Philips CE global regions.
 User acceptance sign-off of functioning prototype and final delivered system.
 Quality assured stage and integration tested application flows in compliance to Philips CC landscape procedures.

AMLIN INSURANCE plc MAY 2002 – NOV 2002
Insurance underwriting ~ £800M capital capacity, IS Change Manager

Assignment:
Specialist management advice to achieve lasting operational excellence from key change deliverables within IS and their business community (users of core transactional processing systems and information mining data warehouses).

Quantifiable benefits and achievements:
 Reduced reporting (financial & regulatory) cycle times.
 Achieved fully effective support group with new processes.
 Clarity over IS strategy.
 Established of control over Data Warehousing development.
 Mitigation for the risks left from previous major programme change.
 Improved awareness of accurate & reliable data transaction needs.

MATTHEW CLARK plc JULY 2001 – APRIL 2002
Branded & Wholesale Drinks (FMCG) Supply Chain T/O ~£600M, A subsidiary of Constellation, Inc
Interim Supply Chain Programme Manager

Assignment:
Change management of supply chain processes, systems and logistics infrastructure to consolidate various acquired and developed business units.

Quantifiable benefits
Successfully completed changes and system phases on-time (April 2002) and within budget (~£2-3m). Realised the programme benefit case and avoided cost penalties risks that could have arisen from any extension beyond 2002. Process development and integration of Manugistics into existing ERP & legacy systems.



Achievements:
 Finalised the development of programme plan & business case with senior management, stakeholders & effected parties.
 Facilitated and produced documented re-engineered business processes for finance & accounting, inbound and outbound logistics, manufacturing and purchasing, HM customs and duty, warehouse management, e-procurement, telesales, sales ordering and sales analysis.
 Management of the full life cycle of the IS programme deliverables through to successful user acceptance testing and go live to planned deadlines.
 Introduction of best practice IS project delivery methodology & change management procedures in part mitigation to all identified risk assessed.

HAYS LOGISTICS FEB 2002* Outsourced Logistics and Supply Chain Services Provider (3PL & 4PS)
Supply Chain Business & IS Consultant

Assignment:
Specialist systems and solution service management advice on IS strategy and in particular consideration over most appropriate supply chain applications between i2 Technologies, Manugistics and Logistar.

Quantifiable & achievements benefits:
 Unbiased presentation of the various solutions as an independent expert based on business requirements for 3PL and 4PS service provision.
 Preparation and delivery of workshops on business process, application knowledge and experience.

ARGOS NOV 2000 – APRIL 2001
Household Goods Retailer & Catalogue (FMCG) Supply Chain T/O ~£2,000M
Interim IS Project Manager

Assignment:
Management of systems design, ITT, vendor evaluation and selection of most appropriate ERP (core merchandising) and complimentary supply chain applications to achieve business and systems strategy.

Quantifiable benefits:
 Management of upstream project activities that assisted in the realisation of subsequent implementation successes.
 Early benefits (non-extensive) have been increased palletisation, significant improvements to on-time stock delivery, reduced stock holding and savings from the introductions of reverse auctions.

Achievements:
 Management of ITT, including business process and scenario definitions for the evaluation process.
 Management of 8 IS Business Analysts, 3 Systems Architects, various software and integration partners (SAP, Retek, Mercia, I2 Technologies, QRS, Accenture and PwC).
 Internal customer and stakeholder liaison through 8 business project managers, involving approx 50+ business programme representatives.
 Management of intensive vendor evaluation workshops, selection processes, business case finalisation, 3 year programme activity planning and budgeting (Options £30-50m) and board recommendation and milestone phase output deliverables.
 Detailed conference room pilot planning & preparation of approved vendors.

CLARKS SHOES JUL 1998 – NOV 2000, Retailer/Manufacturer of Footware and Accessories T/O ~£750M
Interim Supply Chain Project Manager

Assignment:
IS Management of a complete turnaround of an i2 project that was entering into a critical state with the board and stakeholders.

Quantifiable benefits:
 Successfully revised plans and delivered (on-time and within budget)
 the 1st business release for children’s foot-ware re-engineered supply tubes within the constraints of Y2K systems freeze (July 1999).
 the 2nd business release upgrading the first release and solution roll out for women’s and men’s foot-ware, and fashion accessories re-engineered supply tubes (April 2000).
 Changed behaviour for the benefit of seasonal stock builds (timing & volumes) and service levels through market channels and retail shops.
 Allowed opportunities of overall supply lead time reduction through improved awareness and visibility in the end-to-end supply chain.

Achievements:
 Introduction of best practice IS project delivery methodology & change management procedures in part mitigation to all identified risk assessed.
 Managed turnaround of the entire project following a resignation and subsequent low team morale.
 Provided specifications for a bespoke data capture UI systems and data integration architecture including Oracle database schema for the necessary operation of the i2 application software with legacy systems.
 Reached agreement with i2 for data capture UI to be incorporated into the retail apparel & foot-ware industry template.



COMPASS CATERING JUN – AUG 2000* Food & Beverage Retail, Contract & Event Catering Supply Chain
Supply Chain IS Strategy Management

Assignment:
Management of ITT, vendor evaluation and selection of most appropriate supply chain software solution for outsourcing logistics and supply management to food and beverage catering outlets (retail, corporate restaurants and hospitality events).

Quantifiable benefits & achievements:
 Provided independent evaluation on confidential bids from Hays Logistics 3PL (or 4PS), Christian Salvassen 3PL and a major wholesaler (based on taking Compass’s own SAP instance under a proposed outsourcing agreement).
 Presented business case, project plans and recommendation to steering committee, stakeholders and board members.

SYNCHRONIZED MANUFACTURING APRIL 1991 – JUN 1998, Supply Chain Consulting Practice,
Associate Project Manager (Interim)

Responsible for business development, pre-sales appraisal, bid preparation, feasibility study, client enthusiasm, education workshops, implementation programme and change management, and APS & Supply Chain systems functional consultancy.

Quantifiable benefits & achievements:
 Change Manager for Nokia’s Manugistics project for mobile phone supply chain opportunity assessment, business process design and implementation programme planning. (1998)
&#61485; Programme Manager with Mars Electronic’s for their supply chain re-engineering of business processes and implementation of APS from Manugistics (formerly OPT®) software to increase orderfill and throughput rates. Enabled world-wide sales order promising. Reduced response from hours for semi-accurate/conservative to <15 sec for ~100% for an accurate commit. Improved factory scheduling resulting in greater schedule adherence and faster product throughput. (1997-98)
&#61485; Full cycle project manager (from feasibility to go live) for Compaq Computer’s global IS business transformation using APS from i2 Technologies integrated with SAP R/3 ERP across 9 global manufacturing sites. 1st site went live achieving record customer service and output volumes. Successful roll out world wide managed to completion. Predictability 50% to 80%, cycle time 25 days to 10, inventory 12 weeks to 4, turns 8 to 30. Management of programme team in excess of 50 for the re-engineering, development, systems integration and 7x24 support. (1994-96)
&#61485; Change Manager and BPR agent for Cooper Oil Tool, using the Theory of Constraints philosophy. Within 6 months this Oil & Gas exploration equipment provider achieved, 66% reduction in past dues (c. $15M), on-time delivery of 60% (from 49%), no late release of planned work orders, 40% reduction in WIP (c. $5M) & 30% reduction in total inventories (c.$7M). (1993-94)
&#61485; Project Manager for Kerrygold’s order fulfillment improvement initiative. Made project business case and board recommendation. Management of business process changes to demand/supply planning using bespoke LP supply chain software. Payback <18 months with 66% lead time reduction, service <95% to 98.5%, reduced FG & stock loss/rework costs (1991-92)
&#61485; Project Manager responsibilities on other feasibility studies, opportunity assessments, solution ITT management, vendor selection and evaluation consultancy and project implementation services for other clients including Bass, Bird’s Eye, BAe, Britvic, Caterpillar, Gas Controls, GKN, Hoechst, Hero Drinks, Mintex Don, Northern Foods, Rank Video, Sony Music, Unigate St Ivel & United Distillers.

Career History (Employed)

BDO BINDER HAMLYN 1989 –1991, Big 6 Management Consultancy, Manufacturing Management
Change strategy for chemicals processing & distribution. APS system design and development. O&M studies, change management of retail insurance. Financial, benchmarking reviews & business analysis for clients.
BIS APPLIED SYSTEMS 1988 – 1989, MRP II software house, Senior Systems Consultant
Pre- & Post sales consultancy. Project Manager for full life cycle of implementations to SME in Manufacturing/Engineering sector.
LUCAS ELECTRICAL 1985 – 1988, 1st Tier Automotive Part Supplier, Business Analyst
&#61485; Manufacturing systems re-engineering transformations to operations, processes and facilities that enabled a step change in customer focus & increased throughput efficiency across multiple factory units.
&#61485; Business Analyst and training for implementation of MRPII & SFDC software with enablement of new business processes.
&#61485; Design & implementation of cellular manufacturing, SMED, JIT, Kanban, TQM & OPT process changes.
JOHNSON MATTHEY 1984 – 1985, Precious Metals Processing & Products, Business Analyst
&#61485; Enabled changes to business processes (incl. sales, product marketing, production, production management, finance & cost management accounting and engineering of new product routings.

Education

BEng (Hons) Manufacturing Systems,
MSc Manufacturing Engineering
Diploma in Management Studies

Skills

&#61553; Industries: FMCG, Hi-Tech Consumer Electronics, Retail, Food & Drink, Manufacturing and Insurance.
&#61553; Supply Chain, Advanced Planning Systems, ERP, MRP, 3PL & 4PS
&#61553; Programme/Project Management, Business Analysis, BPR, Change Management, IT Strategy, Risk & Vendor Management
&#61553; i2 Technologies, Manugistics, SAP, OPT, Retek, RedPepper, OPUS, MS Project
&#61553; UNIX, Windows NT, HP-UX, IBM Mainframe & AS400

Languages

Basic French

Other

Personal Profile
&#61553; IS/IT Programme/Project Manager and Business Change Manager with 20 years Supply Chain change experience within various manufacturing, distribution, logistics, food & drink, retail and insurance sectors.
&#61553; Feasibility studies for the adoption of supply chain, ERP, advanced planning system or e-Business Process Optimisation philosophies and application software for effective supply chain management, demand/supply planning and execution scheduling within and/or across business entities.
&#61553; Business process re-engineering (BPR) to improve competitiveness from supply chain change in above sectors.
&#61553; Business integration analysis and design to enable re-engineered processes using (existing, renewed and/or new) systems application software and architectures, database configuration and developed interfaces.
&#61553; Structured and Methodical IS/IT project management of full delivery life cycle for systems change using packaged software.
&#61553; Change Management of IS/IT functions & business support groups, including the introduction of processes for programme office & project management, systems life cycle delivery, development to live support transition environment server landscapes, change control, contract management & multi-tiered application support.
&#61553; IS/IT strategy and evaluation for the outsourcing of Supply Chain processes and Logistics infrastructure (3PL & 4PS) to meet business strategy objectives.

Some Key Successes
&#61553; Implementations of philosophies resulting in 66% reduction in overdue orders, 25% increase in on-time delivery, predictability increase of 60%, 66% lead/cycle time reduction, 40% reduction in WIP, inventory turns 8 to 30, order promising from hours to seconds, ~100% accurate order fulfillment commit.
&#61553; On-time & within budget implementations of APS & Supply Chain (Planning, Deployment, Fulfillment, Scheduling, etc).
&#61553; Accomplished effective change management in High Tech, Insurance, FMCG, IT/IS, Retail and Manufacturing sectors.
&#61553; Successful management of multi-million investment, high visibility and large resource team change programs.
&#61553; Established expert supply chain practitioner, specialist content provider and best practice knowledge.

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