Darren Clancy

managing a team of 6 Category Buyers.
-Responsible for end-to-end supplier management, procurement and materials across ALL projects.
-Ensuring team performance, supplier performance and compliant procurement practices.
-Leading procurement team to deliver value and savings. Set team KPIs, conduct 1 to 1s and support their roles and development

Similar to role at May Gurney (see below). I am responsible for all Procurement for the Hertfordshire County Council contract working at the Council HQ in Hertford. This includes the use of SAP Procurement / Financial software to raise materials and sub-contract purchase orders. I currently manage 2 members of staff - 1 Buyer and 1 Trainee Buyer (who I am providing all the training for in all aspects of procurement) and development & implementation of new regional procurement strategies.

Procurement Specialist II, November 2013 - present day (12 month contract)
Company: Saudi Aramco, Saudi Arabia
I am working as part of the Saudi Aramco Project Management Team (PMT) on the $3 Billion Khurais Al Crude Increment Project to increase crude oil production from 1.2M barrels per day to 1.5M barrels per day. I have joined the project at its inception (design stage).
Brief summary of key duties :-

I am tasked to ensure the Contractors conform to Saudi Aramco policy & standards; bid evaluations up to $130 Million in value; RFQ submissions; review of technical submissions with engineering to ensure bid conforms to specifications; Review of Expenditure Request (ER) Estimates for construction phases (approx. $85 Million in value per phase); Raising of Purchase Requisitions (approx. up to $80 Million in value); attendance and input into weekly progress meetings with project teams and Sub contractors; expediting of Main Contractor / Sub contractors to ensure their material management / purchasing is on schedule done correctly to ensure the project is completed in a timely manner; assist our main contractor in their procurement activities to ensure crucial schedule is adhered to.

I am working on the Natural Engineered Wastewater Treatment project; Integrated Security System and various buildings for the Ma’aden Aluminium Complex in Saudi Arabia, providing expediting assistance and strategic procurement support for the business via a network of Multi-national / International vendors and key stakeholders. I report directly to the Director of Material Management.

Brief summary of key duties :-

Working on packages of up to $1 Million; bid evaluations; RFQ submissions; review of technical submissions with engineering to ensure bid conforms to specifications; working with client (Ma’aden) and key stakeholders on all procurement relating to the project; monthly reporting to Director of Material Management; the lead on negotiations with vendors; attendance and input into weekly progress meetings with project teams and Sub contractors; expediting of Sub contractors to ensure their material management / purchasing will ensure the project is completed in a timely manner.

Key Duties:

- Consistent with duties at Morgan Sindall (below). However, I am procuring a wider scope of materials products and an increased amount of depots/sites. This also includes materials for Building, Essential services, Highway maintenance, utilities, civils and ground works.
-Sub-Contract Procurement - Package analysis and negotiations on all the Building and Highways projects making my role more strategic. -Setting up Framework Agreements, renewal of existing agreements and 3rd Party Rebates (no 3rd party rebate scheme exists at May Gurney currently) and manage these agreements.
-Assist with developing & agreeing annual cost savings/efficiency targets for the annual Budget process with Sector Heads of Procurement.
Achievements
-Consistent savings made on Sub-Contractor and Material Packages averaging 10% savings. Target savings for myself and colleague in Facilities Sector of £600, 000, we achieved £1 million.
-After re-tendering the waste management and aggregate supply for Surrey Council the results of my analysis and supplier selection will save £100K annually.
-Tasked with setting up 3rd Party Rebate agreements with Top 30 Suppliers with expected yield of approximately £100K for the first year.
-Leading improvements in the relationship between accounts and procurement. An action plan has been formulated in order to achieve closer cooperation between the two departments and to minimise the late payments to suppliers which is currently an issue.
-Within 6 weeks of starting at May Gurney I was tasked with an assistant to manage and train up in all aspects of procurement. Within 3 months of my guidance the trainee was offered a Procurement Specialist role within the Environmental Sector of the business.
-Identifying key suppliers to negotiate National Framework Agreements
-Special praise given to myself from Key Stakeholders during a recent ‘Procurement Satisfaction Survey’

•Management of purchasing all materials and plant for 3 regional offices. Supported by an Assistant Buyer; Involvement in an Environmental group to formulate policy for the East Region; Internal meetings - Inclusion in pre-tender and pre-construction meetings to advise on procurement risks and potential gains. Monthly attendance of Commercial meetings to discuss ways of improving the buying function and cost cutting. Quarterly national procurement meetings with all Buyers within Morgan Sindall, the National Supply Chain Manager and the Group Procurement Director to formulate national procurement policy, offer feedback on supplier performance and any other issues of relevance to aid improvements in purchasing.; Monitoring of Live Plant Hire reports to minimise any loss/damages and overcharging that may occur; Updating of monthly on hold report by dealing with invoice queries and making amendments/credit note requests where applicable to ensure accounts can pay invoices promptly; Production of monthly buying reports for Morgan Sindall Group Procurement Director and the Morgan Sindall Supply Chain Manager to highlight profit/loss, monthly spend, supplier performance and any other procurement issues; Regularly working from site to bolster key stakeholder relationships, attend site meetings and deal with any supply chain issues site may have; Progress meetings with main suppliers and supplier audits (including visiting supplier facilities) to ensure high standards of performance; highlight areas where improvements can be made offering remedies; resolution of any financial disputes through effective negotiation; discussions of current pricing structure, new products etc; Sourcing of new suppliers for regional/national supply chain to add the benefit of choice and service, increased competitiveness to negotiate better prices and a wider range of products and services. Includes issuing of PPQ’s to potential new additions to the supply chain and checking they qualify.

I was employed to set up a professional buying function and a system of procurement processes, as they had never employed a procurement professional to manage their supply chain for all materials, plant and small subcontract works. This involved: creating terms & conditions; developing a system that monitored and tracked all procurement related activities; various forms and documents such as an official purchase order, material requisition sheets etc; Designing and adapting procurement rules for sites and staff to follow together with a purchase order pad system to give sites a maximum of £50 to spend each week (before it had been limitless) . The system enabled the generation of accurate and up to date reports. I.e. budget & expenditure of all projects to date; benchmark analysis of supplier contracts; reference of all orders placed within the company. By setting up this department it enabled me to keep a tight control of expenditure; the ability to claw back money where the company had been overpriced in the past. An important part of the creation of this buying function included building up strong relationships with suppliers; the setting up of national agreements; Negotiating discount structures; ensuring value for money for all orders placed; monitoring of invoices to avoid any overcharging by supplies that thus resulted in requests for credits. I suggested that they implement the Sage Construction software to further tighten the procurement and accounting system to further enhance profits (installed in June 2007) . In my time at P J Rowan I successfully increased profits by tightening the spend and ensured that the supply chain has improved considerably and that it is carried out with the utmost professionalism and integrity.

Interim Procurement Manager: July 2006 - November 2006 (Contract)
Company: Shaw Stone & Webster Ltd, Milton Keynes
National Group Turnover: £4 billion
Key Company Clients Include: British Gas, Petronas (Malaysia), BP, PetroKemya (Saudi Arabia), Shell.

Key Duties:
• Working on projects up to £600 million dealing with international vendors.
• A strategic role that involves issuing of tender packages to potential suppliers and sub contractors. Assisted by a Junior Buyer.
• Building up relationships with international vendors
• Undertake bid and vendor evaluations, bid conditioning & revalidation.
• Project meetings to negotiate and propose suitable suppliers, working closely with engineers and estimators to ensure best prices and products are supplied from pre-award (tender process) and post-award of contract.
• Issuing of contract awards and purchase orders.
• Head up Procurement's supporting role to the proposals department to aid in the tendering process for potential large-scale projects with the oil and gas industry.

Freelance Contract Senior Buyer, Jan 2006 - June 2006
Key Client Organisations Include: George Wimpey, Cap Aluminium Systems, Amos developments.

Senior Buyer, July 05 - December 05 (Contract)
Company: Jerram Falkus Construction Ltd, London.
Turnover: £25 - 30 million.
No. Of live projects at any one time: 18.
Annual Spend: Up to £5 million.
No of Staff Manage: One.

Key Company Clients Local Education Authorities; Police Force; Private
Developers, Local Councils

Key Duties: Similar to my role at Greenacre Homes but also the following:-
• The Senior Buyer managing all aspects of the supply chain of Jerram Falkus supported by the Plant Manager.
• I am responsible for all procurement of materials, working on approximately twenty projects at any one time. I also sourced and procured many bespoke items and a large range of differing interior fixtures and fittings.
• Typical annual spend would be up to £5 million.
• Fully utilise the integrated procurement IT software program, Ramesys enabling use of recognised suppliers, authorised tracking of orders and link to finance control of project expenditure.
• Assist estimating department at tender change to ensure correct costings achieved.

Set up a professional buying function and a system of procurement processes, as there was an extremely basic system in place. This involved: revamping terms & conditions; establishing schedules for lengthy lead-time items; developing a system that monitored and tracked all procurement related activities (this also included a way of tracking the movement of all plant owned or hired by the company) . The system enabled the generation of accurate and up to date reports. I.e. budget & expenditure of all projects to date; benchmark analysis of supplier contracts; reference of all orders placed within the company and whereabouts of all plant on every site.

Key Duties: As per previous buyer role at ZVI Construction but also the following:-

• I was the sole company buyer for a housing developer. On average there are approximately ten projects running simultaneously for which I purchase all materials.
• My spend for the year was approximately £1.8 million (£150, 000 per month)
• Create monthly budget plans to forecast future expenditure and potential profit for the Construction Director.
• Worked closely with Quantity Surveyors in pricing new potential projects.
• Dealt with all financial implications involved in my role. This encompassed setting up credit accounts, setting credit limits, checking and authorising invoices for payment, dealing with payment queries from creditors.
• Attended monthly work in progress meetings with the Chairman, Director, Contract Managers and Quantity Surveyors.
• Meet with clients to discuss their interior fittings for their projects. This also included attending open days on key projects as a guest of the clients.
• Use of drawings for the purchase of large orders i.e. Windows, SBD doors, Kitchens, staircases, timber trusses.
• In sole control of all aspects of company owned plant from tracking location of all plant and equipment to insurances and service contracts.

•Running the buying department I was solely responsible for purchasing of all materials; Interior fixtures and fittings; plant hire; site accommodation & facilities and labour for various phases of a large development projects. The type of developments was generally hotel fit-outs and new build. This was achieved through good skills in supplier selection and the negotiation of long term supply contracts. I was also involved in organising small sub-contract works.
•Ensured best prices, delivery programmes were met and quality supplies were received.
•Conducted supplier audits to ensure cost effective products and services utilised throughout the projects.
•Development of relationships with frequently used suppliers to further improve service and discounts.
•Liased with site to remedy any problems and ensure all requirements were met within deadlines set.
•Organised and obtained credit accounts with suppliers.
•Tender Packages - Preparation of tender packages for JCT contracts inc. drawings, relevant technical information and letter for potential subcontractors and ensuring quotations are received.
•Site Support-Dealt with a variety of queries and requests from our site managers. I was point of contact for centralised project information held in the office.
•Project Completion-Ensured collation of information from subcontractors used in order to compile a Health & Safety file to gain a practical completion certificate. This is essential in order for the company to hand over the completed building to the clients. The said documentation (Operating manuals, as built drawings, guarantees etc) forms part of the package that is handed to the clients upon completion of all works.
•Reprographic Control - Responsible for all company reprographic requirements.This also includes negotiating with suppliers ensuring best deal for ZVI. Invoices are thoroughly checked for possible discrepancies before being passed over o accounts for payment.

Apr 01 - Feb 02: The Cromwell Group, Wigston, Leicestershire
Position: Project Administrator
• First point of contact for tender enquiries
• Raising orders and solving order problems
• Regular reporting to management
• Strong organisational skills
• Built strong customer relationships

Mar 95 - Apr 01: Career break to bring up my daughter.
Also attended University and successfully completed my
degree in English and Politics in March 2000.

May 93 - Feb 95: Hinchliffs Newsagents, Llanfairfechan, N. Wales
Position: Manager
• Purchasing and Stock Control
• Managing staff and rotas
• Handling all accounting matters (banking takings,
payments of suppliers and staff, cashing up)