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Work Background
Dennis Eagle UKHead of Purchasing & Supply Chain
Nov. 2024Warwick, England, United Kingdom
TVS InterfleetDirector Of Purchasing
Mar. 2021 - Nov. 2024
Highways EnglandHead of Category Management
Oct. 2020 - Mar. 2021Bedford, England, United Kingdom
Safran CabinDirector of Supplier Performance & Development
Jan. 2019 - Sep. 2020Huntington Beach, California- Leading the design, deployment, and execution of the SPM Organisation across the Safran Cabin group. Identified and delivered, internal, global opportunities to reduce immediate costs by $4.9M to self fund my proposed organisation of 15 people globally. - Executing supplier critical recovery programs to support greater internal enablement for customer satisfaction. Global SOTD increase of 9% in 9 months to support this. - Raising the bar in relation to Supplier Quality which has led to a reduction of PPM as well as increased internal productivity -Responsible for a gloabl team from Thailand to California.
Labinal Power SystemsGlobal New Programme Sourcing Manager
Oct. 2015 - Jan. 2019As previous position, position expanded to incorporate all LPS divisions
SafranHead Of Purchasing
Sep. 2014 - Jan. 2019Pitstone, England- Responsible for the management and delivery of all NPI programmes within LPS - Delivery of NPI programmes On Cost, On time, and to desired quaility. - Coordination of all NPI Supply Chain activities within R&T areas. - Identification of cost reduction opportunities through various tools and techniques. Particular emphasis on DTC and DFM - Management and coordination of cost base to support all new bid activity - Alignment of supply chain with new technology roadmaps. - Implementation of long term agreements and negotiation of contracts to support our customers requirement flow downs.
Elster MeteringStrategic Commodity Manager - Plastics
Nov. 2012 - Sep. 2014Luton, United Kingdom- Responsible for the management of the Global Business Unit spend within the plastics commodity. This is in the region of $40 million - Identifying, implementing, and delivering global savings plans within the commodity. Year on Year savings plans of around 5% of spend being delivered. - Developing risk mitigation strategies within the commodity to ensure minimal risk exposure to the business. - Developing a global commodity strategy that will maximise both business profitability and leverage within the supply chain. - Constantly evaluating and determining next generation low cost solutions to business needs. - Sanitising and controlling the supply chain and the spend within it.
Elster MeteringAdvanced Purchasing Engineer
Apr. 2012 - Sep. 2014Luton, United Kingdom- Responsible for sourcing of appropriate suppliers for Business Unit NPI programmes - Working with Design Engineers to establish viable outsourcing programmes - Analysis of supplier manufacturing cost models to identify cost saving opportunities. This relates to all product groups- Plastics, Electronics, Raw Materials, etc. - Assessment of current supply base against other market options to deliver both Cost and Quality benefits. - Developing and implementing VAVE programmes - Aggressive cost down programmes to ensure profitability and delivering business cases. - Working with various suppliers across the world to deliver business requirements. - Identifying Make/Buy solutions based on capacity and capability.
Elster MeteringSupplier Quality Engineer
Jan. 2011 - Apr. 2012Luton, United Kingdom• I designed and implemented an RMA process between my company and a key supplier that was mutually beneficial for both parties. This has resulted in over $100,000 being recovered from this supplier in credit which was previously unaccounted for. • Worked with the Supplier & Quality consultant to design an effective reporting method to monitor and deliver improvements based on failure analysis, as well as full yield measurement and improvement. • The Quality and Reliability of products in question are showing much better consistency upon receipt at Elster. • Working in a team to effectively implement IPC 610-E into electronics supplier to enhance the reliability of our products. • Analysis of capacity planning through TAKT time measurements, and suggesting relative improvements to deliver greater capacity and volume. This has also allowed us as a business to effectively understand the suppliers capability. • Assessment of suppliers ESD practices and implementation of major site improvements as noted.
MBDASupplier Development Manager
Sep. 2005 - Dec. 2010Stevenage, United Kingdom• Product and Process Improvement across my responsible supply base. • Supplier Capability Evaluation assessments, making recommendations to senior buyers and engineers as to the most suitable suppliers. • Management of Key Performance Indicators, including responsibility for improving these across the supply base. • Identification of key risks within the supply chain, and implementation relevant mitigation plans. • Company Supplier Development focus for connector commodity. • Introduction and partial implementation of Supplier Development processes within MBDA Italy. • Development of KPI reporting for international and multi functional teams within the business. • Key process audits within the supply chain, focussing on both generic and product processes. • Management of non conformances across the supply base, ensuring that relevant remedial and corrective actions are robustly implemented within the suppliers where non conformances occurred. • Whilst supply chain lead on connectors, introduced a mechanism to measure the cost of non quality and spent time on ensuring that this key figure was continually reduced within my commodity. • All suppliers that I have been responsible for over the last 4 years have shown an increase in delivery performance and at least a stabilisation in quality performance. • A supplier of mine was un-accredited and I have developed this supplier to such a standard that they are now ISO 9001:2008 approved. • I have worked with one of my suppliers, using the EFQM Manufacturing Excellence and Determining Excellence diagnostics to help them achieve a bronze SC21 award- one of the first to achieve the award.
MBDA UK LimitedProduction Engineering
Jul. 2005 - Sep. 2005As a Business Trainee there was very little focus on understanding the engineering elements of the business. I felt that it was essential to gain an understanding of this area of the business so requested an engineering placement. This required moving to the manufacturing facility in Bolton, and I spent three months here. I learnt how to assemble a missile in accordance with company procedures and processes. I gained knowledge into how non conformance is managed with the customer, MoD. I worked within the production engineering function and learnt how to amend and write work instructions to be used on the shop floor
MBDA UK LimitedContract Administrator
Oct. 2004 - Jul. 2005During this period I worked in one of the companies major projects at the time, with a direct interface into the customer which was the Ministry of Defence. Key roles and achievements include; Daily communication with the MoD, both verbal and written. Handling a number of efforts from the MoD to reduce the money which they were paying to MBDA. Working with a small team on a liquidated damages case with the MoD. Through strong negotiation and opportunities via other contract clauses we were able to resist the case and save MBDA a large sum of money.
MBDA UK LimitedProcurement Officer
Sep. 2003 - Oct. 2004In the first year of my Trainee programme I worked within a successful Procurement team on an international missile export contract. My role involved the following; Creation of a contract closure process that could be used for subcontractors which were under contract. Organising and hosting a supplier conference toward the end of the programme to communicate the successes and lessons learnt on the project. Management of small subcontracts during the final stages of the programme Working with the relevant internal engineering personnel to manage any deviations that were proposed to be delivered.
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