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General Director

General Director

Work Experience

DE LA RUE INTERNATIONAL PLC April 2002 to date
General Manager, Manufacturing – ARBOK ZAO

Recruited to work together with the Russian General Manager to develop the 7 year old joint-venture from being purely a local manufacturing base for Russian clients to become the worldwide manufacturing centre for cash sorting machines.

o Pioneered world-class manufacturing concepts which were new to the De La Rue group as a whole. Introduced the concepts of six sigma and zero defects using the practices developed in high-technology, low volume manufacturing industries (e.g. Formula 1)

o Established methodology to transfer the purchasing operations from the UK base to Russia and set up appropriate business practices including MRP systems to significantly reduce the level of stock and speed up the implementation of product developments.

o Worked closely with the Russian General Manager to help him develop his overall business skills and understanding of the 'western' approach. As a result he was better able to promote the opportunities available in a Russian manufacturing environment and gain approval to move the operation from one of purely assembly to design and development. This change resulted in regaining a significant contract with the Central Bank of Russia that had been lost to a competitor.


COSSACK CONFECTIONERY/KONKORD KONDITER 1999 - 2001
Managing Partner May 2001 – Apr 2002

In partnership with an investment consultant and a group of young, motivated Russian professionals established Konkord Group as a pioneering distributor of food products utilising many of the ideas developed over his time in Russia. The group had a solid business plan, with tremendous growth potential, but was unable to obtain appropriate financing to fulfill the objectives.


SUN CAPITAL PARTNERS 1999 - 2001
Voronezhskaya Konditerskaya Fabrika
General Director Oct 2000 – May 2001
Consultant to the Board/CEO 1999 - 2001

Originally recruited as a consultant to introduce manufacturing productivity improvements in a 65 year old, traditional, 20,0000t per year, Russian, confectionery factory. After a detailed analysis of the real business needs, proposed a total change in strategy. Took-over day to day responsibility in order to implement the change, eventually being appointed General Director, and, after only 2 months, returned the businesses to profitability with a solid foundation for future growth.

o Plotted new strategic direction for the business, contrasting with those adopted by both local and foreign competition. Moved from being a commodity manufacturer to a value added whilst producer, whilst retaining the same product line. Using distribution and quality as key criteria increased real margin by 50% providing a positive bottom line. Established a business plan with year round profit potential and identified growth areas for further development transferable to any other producer in Russia.

o Developed local, direct to retail selling based on service, quality and assortment in contrast to the universal practice of discounted, volume shipments to 3rd party distributors.

o Improved product performance by establishing strategic raw material and packaging supplier relationships, statistical quality control systems and customer preference testing. Product regularly preferred to those from nationally known manufacturers in blind tests.

o Moved product supply from a push to a pull basis. Improving availability from less than 30% to 95%, on a range of over 300 items, despite only 4 days inventory..

o Restructured the management team to establish accountability areas and improve the quality and speed of decision making.

o Guided installation of Integrated Business Information system for full daily and weekly performance reporting and enabling true accountability and responsibility to be taken on by middle management.


BRISTOL-MYERS SQUIBB INTERNATIONAL 1997 - 1999
Operations Director and Deputy General Director, Bristol-Myers, Squibb, Russia

Head hunted to bring a new dimension to managing economic product supply for 6 divisions (t/o USD85mio). Responsible overall for IT, logistics and manufacturing with three divisional directors as direct reports.

o Led initiatives with manufacturing units in Italy, Ireland and the USA to improve product supply and achieve 95 % complete, on time deliveries (from less than 70%) and lowered distribution costs to target level within first 6 months (saving USD2.2mio pa).

o Established plan for a further halving of distribution costs and reducing inventory by 75%.

o Pioneered a strategic investment by a major Western logistics company to provide a state-of -the art distribution system for the pharmaceutical industry in particular, and FMCG in general

o Developed local manufacturing initiatives to lower cost of sales, improve supply performance and utilise local presence to leverage sales performance. Locally produced products delivered 80% of pharmaceutical turn-over and 100% of profit.


MARS GB LTD 1978 - 1997
European Warehouse Development Manager – CELS (Consolidated European Logistics Services) 1997

Led strategic development of warehousing network throughout Europe. Chaired world-wide warehouse development team.

o With the world-wide team, developed a warehouse cost model that allowed identification of lowest cost supply chain solutions and provided vital information to support negotiating new warehousing contracts.

o Fully developed long term warehousing proposal for MARS world-wide that would generate, in Europe alone, savings of USD 70 mio p.a. and a 45% return on investment.

o Coordinated a team of 10 warehouse buyers, across Europe, responsible for purchasing and operating of 45 warehouses with a budget of USD 140 mio.

Chief Industrial Engineer, Mars LLC (Russia) 1992 - 1997

Led team of 5 specialists identifying engineering, operational and product development opportunities to minimise the total cost of sales, maximise customer service and support new marketing initiatives.
o Planned and administered annual capital investment budget of USD120mio in all product groups, co-ordinating across the Corporation to obtain support and approval. Responsible for developing manufacturing information systems strategy to support the achievement of divisional objectives.

o Investigated the manufacturing opportunities for Mars in Russia, located a green field site where the first 100% foreign owned manufacturing operation could be established. Successfully identified and managed an organisation who could obtain the critical preliminary State agreement to enable the construction of the 2 factories to proceed and be completed within 13 months.
o Established multinational, multi-disciplinary teams to investigate and determine the routes to produce the lowest cost, dry petfood and improve profitability of confectionery range. Resulted in savings of USD 14 m in 1996 and USD 50 m in 1997.
o Initiated and sponsored a number of vertical integration projects to minimise cost of sales, including in-house pre-processing and on-site warehousing and storage. Delivering savings of over USD 10m p.a.

o Pioneered multi-site manufacturing strategy for dry petfood. Established location identification methodology leading to acquisition of second manufacturing site.

o Introduced SAP/R3, plus associated business systems, for manufacturing, providing information for manufacturing managers in a timely and accurate fashion.

o Developed, over a two year period, a Russian national, with no prior experience in a Western company, as my successor.

Two Special Assignments, Pedigree Petfoods (division of Mars GB) 1991 - 1992
Lead Manufacturing Manager for a Europe wide MRP2 implementation.

o Worked with Manufacturing units in France, Germany, Austria and the UK to identify information requirements that would allow delivery of significant business savings within the framework of the existing state-of-the-art manufacturing operations.

o Obtained agreement from all manufacturing heads on the requirements and commitment to delivering specific savings through improved information.

o Identified shortcomings in the proposed solution that meant it would not enable manufacturing to deliver the expected benefits. Despite significant opposition from other divisions and committed expenditure of over USD1 mio, persuaded Corporation to postpone the project and develop a new approach.

Corporate appointment, with the objective to identify manufacturing opportunities for Mars, Inc. throughout Central and Eastern Europe.

o Selected three areas for further evaluation, to which full time project teams were assigned.

o As a member of one of the project team, based in Austria, investigated specific petfood opportunities in Central Europe, and established a Polish site. Personally responsible for site identification and preliminary purchase discussion, the manufacturing plan, product development and preparation, also capital expenditure approval.

o Provided consultancy to Baltic sales unit for a manufacturing operation in Lithuania. Conducted preliminary surveys, proposed activity set and obtained agreement for European petcare operation to support the project.

Operations Development Manager 1989 - 1990

Responsible for establishing comprehensive training plans and methodology to enable shift management to be delegated down to a lower level in the organisation. This included preparing medium term plan for the area; development projects, training needs and reducing operating costs.

o Through organisational changes and minor engineering projects, achieved a 50% reduction in labour requirements and reduced lead times concurrent with quality and consistency improvements.

o Played a leading role in providing operational input to all new capital projects. Significantly impacted on the way in which projects were implemented and influenced major changes in capital investment strategy.

o Acted as Materials Superintendent for an extended period, in charge of a department of 350 personnel (through 6 direct reports) supplying and processing 300,000 tonnes of raw materials p.a. to the canning factory.

o Initiated many organisational changes and capital investment plans.

Material Movement Section Manager 1984 - 1989

Responsible for controlling a shift of 40 operatives in the Cold Store, Finished Goods Warehouse and Materials Reception areas.

o Pioneered significant improvements in logistics/commercial and manufacturing interface including contracting out labour intensive operations and developing short lead time deliveries.

o Introduced methods for using fresh materials which included improvements to handling, ordering and information systems.

Technical Services Officer 1980 - 1984

Shift, and then days based position solving and advising on quality and process problems.

o Set up qualityperformance reporting software after learning Basic and APL.

o Performed an assignment on raw material variance control.

Production Supervisor 1978 - 1980

Shift supervisor of c.70 employees on the processing and packaging section.

o Developed a novel operational method for continuous process sterilisers which improved throughput by 4% and reduced variability in quality.


LEYLAND VEHICLES 1976 - 1978
Human Factors Supervisor, Bathgate Lothian 1977 - 1978

Led design team on a cab for a lightweight truck and an agricultural tractor.

Human Factors Engineer, Truck And Bus Division, Leyland Lancs 1976 - 1977

Designed cab and passenger space on B15 Double Deck bus and cab and control layouts on Roadtrain HGV. Working with the Transport and Road Research Laboratory, prepared recommendations for detailed standards for layout of passenger vehicles.


BRITISH AIRCRAFT CORPORATION, PRESTON LANCS 1974 - 1976
Human Factors Engineer - Advanced Avionics Department

Developed cockpit and flight controls on Tornado MRCA and ADV military aircraft. Led research on pilot performance and control configuration for low level, high speed, ground attack.


Education

Department of Transport, Nottingham 1986
Certificate of Professional Competence in road transport operations.
Class 1 (all classes) Heavy Goods Vehicles drivers licence.
Loughborough University of Technology 1973 - 1974
M.Sc. Ergonomics
University of Leeds, Department of Zoology 1970 - 1972
B.Sc. Zoology
Leeds University Medical School 1969 - 1970
1st year of 2nd. MB ChB
Frimley & Camberley County Grammar School, Surrey 1961 - 1969
10 G.C.E. ‘O’ Levels, 3 G.C.E. ‘A’ Level, 1 G.C.E. ‘S’ Level


Skills

A Business Leader, with a record of improving profitability and increasing long term value through thorough analysis and innovative solutions. Broad experience in manufacturing based, FMCG and pharmaceuticals operations as well as a engineering. During the last 10 years has been mainly working in Russia and the former communist countries implementing modern business practices, establishing appropriate business strategies and training the local staff. Broad multi-cultural experience across a range of size and types of business has provided a unique insight for developing business strategies and more innovative solutions for business success.

Languages

Russian some German and French (rusty)

Other

HGV Class 1 licence and Operating licence

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