Nick Pollard

Materials Team Lead on Ichthys Mega Project, Perth
Implement the Repair and Spares Strategies and undertake spares analysis for all relevant equipment.
Review all equipment vendor Spare Parts Interchangeability Lists (SPILs), Electronic Spare Parts Interchangeability Review (SPIR) system and vendor supplied Recommended Spare Parts List (RSPL) for completeness and accuracy of the data.
Catalogue spares, consumables and special tools required for PM activities and all credible repairs for all equipment within the project scope.
Complete analysis of the SPIR, apply the rule base order and review and amend the vendor recommendation based on install base, criticality and location of asset.
Develop Bill of Materials (BoMs) for all equipment within the project scope.
Develop a material preservation strategy document covering passive and active preservation by material.
Develop the Lubricant and Chemical Schedule to support the maintenance.

In charge of identifying, securing, managing and effective delivery of projects in accordance with contract specified targets, resources and budgets.
Generate and develop repair, spares and warehouse strategies based on a combination of proven experience, providing clear, concise and accurate reports/recommendations to Clients.
Drive continuous improvement in all necessary systems, processes and procedures relevant to the professional management of materials management projects.
Provide technical mentoring to staff from other disciplines engaged in the implementation of repair, spares and warehouse strategies.
Maintain knowledge and keep abreast of materials management best practices and statutory requirements, through appropriate means, i.e., review of periodicals, attendance at conferences/user groups, etc.
Demonstrate significant involvement in developing repair, spares and warehouse strategies based upon a combination of industry experience.
Exhibit understanding of master data management, and materials data structure.
Key Achievements: Successfully managed Material Management scopes for Ichthys during the following periods:
18-month build in 2015 - 2016, valued at $4 million AUD.
October 2016 - December 2017 at $1.6 million AUD.
2018 at $1.4 million AUD.
Recommended spares for purchase at $82 million AUD.

Promoted the business added value proposition within the MRO supply of engineering spares, machine parts & consumables to a £6million Blue Chip account.
Delivered increased, annualised ROS revenue together with production and implementation of the companies’ strategic sales and marketing strategy.
Managed allocated resources within a Matrix organisation to achieve budgeted targets and profit ratios, including training, coaching, development and mentoring of 32 staff across 11 geographically spread customer sites.
Instilled best qualities within teams whilst promoting health and safety in the workplace in line with the company’s corporate and social responsibilities.
Maintained and developed successful personal business relationships with key customers.
Monitored and managed the performances within the region, identifying strategic opportunities for the company and presenting them as a business plan.
Supervised the implementation of world class CI and 5S methodology within the clients engineering.

Led and managed all engineering procurement and stores operations for a £1 million dairy site under an Integrated MRO Solutions Supply Agreement.
Processed and managed customer orders from initial enquiry to delivery with a team of three on-site personnel.
Ensured purchase orders were loaded onto the site system, and required goods, materials and services were expedited to meet service delivery requirements.
Oversaw full P&L responsibility and prepared management and customer reports to meet deadlines.
Developed and reported KPIs while identifying, initiating, planning and driving continuous improvement processes.
Promoted Health & Safety and good housekeeping in an efficient working environment, reporting all cases of non-conformance.

Oversaw two major functions: the national automotive and Tier One suppliers and latterly the South West region targeting all potential customers.
Provided instrumental contribution within the Ford Group in gaining the agreement of all the UK sites to adopt Turck products as their preferred sensor supplier and working with Ford’s commodity supplier, Hagemeyer.
Won contracts for Jaguar production line sensing on both the XK and XF models.
Functioned as key account manager for RS Components and European Account Manager for TI Automotive.
Key Achievement: Delivered a total of nearly £950k per annum from entire customer base.

Took the lead role in setting up a new purchasing team to support the Newey & Eyre Eastern branch network.
Headed a team of five responsible for stock and customer ordering for nineteen branches with combined sales of more than £25 million.
Managed performance effectively to ensure stock availability was kept to a maximum and lead times to a minimum.
Negotiated with our supplier base for enhanced cost prices.
Key Achievement: Successfully renegotiated armoured cable supply delivering additional savings of £170k, which was 11.25% above what had been negotiated by head office for the region.

Generated, maintained and developed business for the Newey & Eyre branch network, covering 8 sites across the South of England focusing on industrial end users as opposed to electrical contractors.
Oversaw account management of the Ford Group southern business worth £2.5 million.
Key Achievement: Successful in quoting for and securing the business for Proctor and Gamble, in total managed an account portfolio worth approximately £3.5 million

Tasked with successfully establishing a customer service centre to manage the Newey & Eyre business with the Ford Motor Company nationally. The business unit was responsible for sourcing and managing all the non production electrical requirements for all the production and R&D sites for the Ford Group in the UK, 20 in total. In this role I had full P&L accountability for the contract and was responsible for ensuring that all sites received the same service levels including quoting and pricing, lead times, progressing deliveries and resolution of commercial queries. I was personally responsible for negotiating with Ford procurement and plant buyers to ensure strong commercial terms for Newey & Eyre whilst providing the required 6% annual cost savings Ford wanted on the back of the integrated supply contract. We implemented a strategy of product rationalisation, low cost sourcing and fast moving consignment stock to support the contract along with dedicated on-site personnel. As a result over the next few years Ford transferred a steady stream of direct suppliers such as Siemens, Schneider, RS and Brook Crompton to Newey & Eyre and the turnover climbed from the initial £1 million to £7 million annually. In 2000 we delivered cost savings in excess of £500k which resulted in us being asked to tender for Fords business in France.

Various Management roles