Procurement Manager
Amphenol Limited
Total years of experience :10 years, 10 Months
Amphenol makes Engineered and Bespoke Connectors for the Defence and Aerospace Industry, with a turnover of over £45M. I managed the Purchasing spend of over £20M, across direct and indirect categories including in raw materials, PCB’s, Machined Parts, moulds, tools, and diverse indirect spend such as everything from utilities, to PPE
In the role, I managed 4 procurement functions. A team of 4 tactical buyers, 2 strategic buyers, 2 indirect buyers, and the store's department with 12 pickers, reporting into one of my indirect buyers.
Was hired to review and restructure the department to achieve company objectives on PPV, OTD, and reducing excess inventory.
The department purchases covered raw materials, PCB’s. Machined parts, moulds, tools, and a diverse indirect spend.
Achievements within Amphenol.
Restructured the Purchasing function, into the beginnings of a Procurement department, where I split the buying team into two tiers, of tactical and strategic. Created new work instructions split by each area of Procurement. I then set about redefining the department's priorities against PPV, Excess inventory and OTD, and how to evaluate these targets.
Established new dashboards to monitor supplier performance and workload, as none existed previously.
Redrafted new standard T&C’s as the original provided no way to hold suppliers to account and created a new LTA framework.
The tendering process was restructured, to be proactive as opposed to reactive to customer requirements. ¾ of prices to be satisfied with a new price list based upon the historical spend and usage.
At Elliott who makes large Turbomachinery, global turnover was averaging $250 million, for which I was coordinating their P.A strategy primarily from EMA that represented 30% of Elliott total spend, and 50% of the purchased spend.
My primary role was to leverage Elliott’s Purchased Auxiliary suppliers to increase EMA market share and deliver on margin expectations (Averaging 8% historically and rising to 35% during my time). This was achieved by leveraging spend, working with engineering and the supply base to right-size the supplier list, building supply chain intelligence, and creating commodity/supplier strategies. While also working with Cost Management to improve the inhouse estimation models. Led tenders from conception, utilizing the commercial review for evaluation, negotiation, and award. Oversaw all global tenders involving auxiliaries, with regional leaders.
At the project executive stage, if the Supplier was based in EMA, my role was to act an EMA Project Procurement Management support to the lead Project Manager to execute a smooth realization of the Project plan, activities included FAT’s, Witness testing, Field expediting. Where delays where present on the critical path, I would work with our engineering and suppliers to route cause the issue, and set about addressing the issues. Sometimes merely acting as a local interface helped speed up communication channels which reduced the build timeline.
Category Management: I was also responsible for developing Procurement strategy to improve Elliott’s competitiveness. Such as developing local content, in targeted countries and regions. Mapping out the supply base for each commodity against capabilities, cost, risks, reliability, location, and then developing appropriate relationships with each of those suppliers. Running regional and global supplier performance appraisals, between the US, Japan & the UK, & facilitating supplier feedback to Sales and Engineering. I devised regional and global strategies based on taking advantage of local content, specific technologies, prices, or against a preferred list.
Management: trained and mentored Procurement teams globally in tender life cycle management, supplier business development and expediting process.
Commodities Managed, primarily: Motors, Generators, Gears, Lube Oil Consoles, Heat Exchangers, Condensers. secondary: Valves, Couplings, Pumps, Bearings, flow meters.
Travel: 40-60% international travel predominately in: USA, Russia, Japan, France, Germany, Italy, Poland, Czech Republic, Sweden, Switzerland, Finland, Netherlands, Belgian, and Spain
Achievements within Elliott Group:
I helped Elliott realise an increased market share (35% from 8%) despite an industry downturn, delivering cost reductions by as much as 30-55%, during my 1st year, by the 2nd year further 15% cost reductions. Lead a task force in my 3rd year in reducing cost, by over 30% on Lube Oil Consoles, which followed a discovery I had made that change a few specs’s on the Gearbox, would be able to reduce the oil flow by 15% on the lube oil console.
I piloted my role for Elliott, and then rolled it out globally in Japan and then the US.
Created and rolled out a category management system, which included: supplier directory, sourcing tool, tender strategy, requirements, tender timeline, quote log, supplier analysis, commodity analysis, cost estimation fields, weighted commercial evaluation of supplier bids, pricing data. This information in addition helped reduce the need to send out RFQ’s by 50%.
Developed new commodity class with regional packagers, that reduced total package costs in certain markets: Saudi, Europe.
Pilot role, as Procurement was not significantly involved during the bid phase, which meant it was often difficult to change suppliers at project execution. It also meant prices were higher than the competition which cost us business. Therefore, I was tasked with coordinating and guiding 16+ proposal engineers in their supplier short-listing, overviewing the bid tabulations, and imputing recommendations for sourcing decisions. On new products, I was tasked with creating a new approved vendor list.
As part of the role, I created, developed, and managed Sourcing List, and Supplier contact and supplier scope database that can aid the sourcing, and expediting process. I also created pricing lists to accelerate the tender process.
I also chaired gate B (decision to bid) meetings, identifying scope, and identifying if there was a reason to no bid. I was a CRM superuser, where I helped roll it out to EMA, where I provided training and access to users, while I also carried out reports to senior management.
I was also responsible for coordinating relations between Proposals, Aftermarket, and Procurement, and announcing to the business new Project awards. The role meant I was part of the global process alignment team.
Initially was a Lead Expeditor and Spares/Aftermarket Buyer, here I worked with our open order book to turn OTD from 65-70% to a little over 90% in the space of 3 months. Besides, I was also in charge of raising the aftermarket orders.
After less than a year, the Aftermarket purchasing supervisor went off on long term absence, for which I was given the responsibility to cover. After his return, I moved into Project Procurement.
Commodities responsible for: initially for spares, and upgrade equipment, such as vessels, pumps, valves, gaskets, washers. As the role moved to project buying, commodities involved, large various mechanical equipment.
In my aftermarket role, I was responsible for raising orders against my product groups and expediting the department's open order book. As I moved to the acting supervisor, I became was responsible for approving spend up to £25K, managing requests/approvals, resolving complex inter-department issues, and working in cross-functional teams to resolve specific challenges using six sigma.
After I moved into Project Procurement, my role was to work closely with engineering and the project management team on specific projects, to make sure we ordered what we needed, by when we needed it, and within budget.
Achievements within Cameron:
• Transformed OTD from 65% to over 90%, and brought financial savings in the tendering process, that improved Cameron’s win ratio, and improved margins.
• Turned around Peregrino project through projected late delivery to OTD, during 1st year, fulfilling revenue targets.
• Creates, rolled out tools, logs and procedures for Aftermarket, Procurement and Proposal departments.
• On Bacton MEG Project assumed the site manager role for 3 weeks.
Is a procurement specialist business in delivering responsive and cost-effective services to customers. I account managed clients in Africa with their sourcing and purchasing requirements utilizing Rainbo’s in house database to source suppliers for products/services, and then competitively tender on their behalf. The service was an enquiry to order fulfilment to any dedicated point in the globe. My enquiry to order conversation rate was running at close to 40%, against a diverse range of oil and gas clients based predominately in Africa.
Also, I engaged in
• ‘win-win’ agreements at opportune moments
• Building and growing client relationships
• Recorded intel, and supplier/client feedback to improve future performance.
• On one of my first jobs, I hired Antonov An-225, to meet a client schedule.
Business start up with a small turnover, importing sugar cane and sugar cane catering machinery, supplying restaurants and bars across the east coast of Scotland area.
Courses: Business Environment (B), Finance (A), Managing People (B), Operations (A), Purchasing Law (B), Supply Chain (B), Strategic Purchasing (B), Research Methods (B) & Dissertation.