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Work Background
Oii.aiCo-Founder/ COO and Head of Supply Chain Innovation
Oct. 2021London, England, United KingdomOrchestrated Intelligence enables organisations to consistently achieve the perfect Supply Chain Planning set-up to meet their strategic goals and leverage benefit. It achieves this by combining multi-objective mathematical modelling techniques with the power of AI to find and maintain the optimal network configuration to maximise service whilst minimising cost.
UnileverPrincipal Consultant
Sep. 2018 - Aug. 2019London, United KingdomProject Spring is Unilever’s program to transform the supply chain-planning model across their global network. Encompassing organisational and process re-design, deployment of new Digital Technologies such as Machine Learning, Piloting of Kinaxis Rapid Response as a new E2E Concurrent Planning System and introducing Advanced Analytics to streamline decision-making. My role was to provide consultancy support to enable the successful set up and deployment of the program:
• Set-up and lead the program steering group • Provide guidance on how to structure and manage the program
• Provide direction on how best to deploy the new concurrent planning software
• Lead the pilot on Machine Learning
• Provide best in class insights on technologies and supply chain practices
VeratrakAdvisory Board Member
Aug. 2018London, United KingdomVeratrak are a new startup at the forefront of blockchain technology and its potential to benefit security, collaboration and operational performance. Their block chain based software enables secure and compliant document transfer aimed specifically at the life sciences sector. The tool facilitates collaboration across end to end networks digitising the sharing of information and enabling a safer more secure supply chain and unlocking efficiencies across the network. My role is to provide input, guidance and support based on my knowledge and experience of the Pharma supply chain.
MerckHead of End to End Supply Chain Design
Apr. 2016 - Sep. 2018London, United KingdomMerck is looking to transform its Supply Chain through the deployment of Kinaxis Rapid Response and the redesign of its underlying E2E people, process and systems infrastructure. My role is to lead the design teams through this journey and to define and deploy the new model. The goal is to create a best in class demand driven supply chain planned in real time based on end Customer Sales. The scope of the project includes Market Demand, Finance , Integrated Supply both Internal and External Sites from Active to Packaging, Vaccines and Pharmaceuticals.
GSKGlobal Supply Chain Strategy and Innovation Director
Apr. 2015 - Mar. 2016GSK House BrentfordDefinition of the end to end Supply Chain Strategy for GSK .The strategy encompasses the vision for the next 5 years and covers all aspects of the supply chain network from Suppliers internal and external to end Customers. Targeted savings through Cost to Serve and Cost of Goods reduction, Transformation of Global Process Management and the Drive towards Gartner Level 4 Maturity and a Customer centric End to End SC model.
GSKHEAD OF SUPPLY CHAIN TRANSFORMATION: Europe and CIS
Apr. 2013 - Apr. 2015GSK House BrentfordEnvisioned and then deployed the transformation of the EU and CIS supply chain which changed the organisational structure and the operational management of the two regions. • In CIS, embarked on programme to fundamentally alter the ways of working deploying SAP APO to manage forecasting, centralising the management of the supply chain via the establishment of a Hub in Sofia to manage all 14 markets in scope and putting in place a capability build programme to improve performance and build transparency of performance. • Over two years, reduced headcount by 15%, inventory by >50% (£20 million), forecast accuracy was improved by 20% and major political and social upheavals were managed without loss of business and growth maintained across the region.
GSKEUROPEAN SUPPLY CHAIN PROJECT TRANSFORMATION DIRECTOR
Jun. 2011 - Apr. 2013GSK House BrentfordLed the deployment of the EU supply Chain Hub as a part of the executive team for ESCOM a major initiative to transform the EU operational model incorporating Demand and Supply, Warehouse and Distribution and Trading operations. Having been part of a small team that defined the change in 2008, I took on the role to lead the SC Hub implementation leading a team of 45 demand managers and 6 Therapy Directors through the change. The project delivered major headcount reductions, a 50% (£120 million) reduction in Inventory and a step change improvement in Forecast accuracy from 68% to over 80% in two years as well as significant reduction in cost to serve. • Led the implementation of the new Centralised Forecasting Model with supporting processes and systems.
• Established the new Centralised Team with transition from Markets to Hub and the deployment of a new forecasting cycle. Over two years forecast accuracy improved from 68% to over 80% establishing Europe as best in class in GSK.
• Implemented a centralised DRP process along with a new approach for EU Inventory Reduction and deployed this with significant impact on stock levels (50% reduction).
• Agreed a transition plan and managed exceptional ways of working during interim design and standardisation of approach. • Transformed the EU allocation process for management of the impact parallel exports reducing margin impact of PT by approx 10% and improving access to medicines.
• Managed the deployment of a European S&OP process which facilitated growth in established product brand sales during a major supply constraint facilitating significant bottom line impact through improved alignment between Commercial and Supply.
GSKSTIEFEL INTEGRATION PROGRAMME DIRECTOR
Jul. 2010 - Jun. 2011GSK House BrentfordIntegrated Steifel business into the GSK Supply Chain network – People Processes/ Systems/ Trading Routes and Organisation as part of the $900 million takeover in 2009.
GSKSecondment Strategic Proposal for the Centralisation of European SC Management
Jun. 2009 - Jun. 2010GSK House BrentfordPart of team that defined the ESCOM vision, developed strategic proposals, engaged the wider organisation on feasibility and ultimately took this to the CET for approval. •Project transformed the supply chain in Europe and was the flagship for future transformation in GSK. By 2015 from its inception the change delivered a headcount reduction of 154, reduced inventory by >50%, improved Fcst Accuracy, reduced Cost to Serve by 30%, supported 40% reduction in SKU’s and a complexity reduction of orders placed back on the supply network of ~30% through DRP changes and shared pack deployment.
GSKArea Logistics Director North West Europe
Apr. 2004 - Jun. 2009GSK House BrentfordOperational responsibility for management of people, processes and systems supporting NE Supply Chain - an area with sales of £700 million reporting to the SVP for the region and sitting on the Executive team. • Delivered transformation in service levels through improved forecasting, delivery of standard processes and raising of capability that reduced out of stocks from approx 200 per annum to less than 10 across the region on 2500 skus, thereby reducing lost sales from approx £20m annually to <£500k whilst simultaneously reducing inventory.
• Delivered Warehouse and Distribution savings of £25 million through a move to multi market warehousing and the introduction of late pack customisation that was a Pilot for a future European initiative that I later led.
• Oversaw deployment of SAP R3 & APO at all NE market locations as part of £600m global deployment that standardised ERP delivered reporting capability, underpinning future improvement initiatives • Deployed CPFR in Scandinavian Region to extend the Supply Chain to include Wholesalers as part of a collaborative planning arrangement which delivered significant improvements in Forecast Accuracy and Inventory and circumvented war stock penalties that had previously cost between £500k and £1m p.a.
GSKGLOBAL PROCESS OWNER FORECASTING AND EXTERNAL COLLABORATION
Jun. 2002 - Apr. 2004GSK House BrentfordProcess Ownership of Forecasting and External Collaboration (Customers and Suppliers). Defined ways of working, ensuring that Supply Chain Systems were aligned with this, making changes where they were not & ensuring People Capability levels were assessed & addressed to ensure leverage of the network. • Project managed the development and deployment of Net Trade – a collaborative supplier management solution that enabled demand and supply data to be passed between GSK and 3rd party suppliers and customers. Solution was internet based and has been rolled out to 250 locations transacting £127 million in business annually. Solution won best e-Business Solution at the 2002 Lotusphere Beacon Awards conference in Florida and was winner of the Supply Chain Project and the Premier Project at the IM2002 Information Management Awards.
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