Business studies degree qualified professional PURCHASING AND CONTRACTS manager with experience mainly in Private sector in major projects. Particular expertise in high value indirect and direct spend commodities, contract writing and negotiation of terms and conditions. Proven track record of cost reduction and supply base rationalization across manufacturing/assembly, transportation and ship-repair industries. Experienced in all forms of contracts including JCT and ICE and lease agreements mitigating commercial and legal risks at all times. Proven people management skills acquired at De La Rue and Fleet Support Ltd. MOD security cleared in 2006/7. Currently novating, replicating and negotiating 180 Service contracts from Metronet to Bombardier on the London Underground depot maintenance transfer project.

RECENT ACHIEVEMENTS

· NEGOTIATED 26% COST REDUCTION FOR FORK LIFT TRUCK HIRE WITH SAME METRONET SUPPLIER

· NEGOTIATED 50% COST REDUCTION FOR EFFLUENT MONITORING CONTRACT WITH SAME METRONET SUPPLIER

· COMMERCIAL/LEGAL RISK STRATEGY CREATED FOR PRE AND POST NOVATION CONTRACTS, e.g. new indemnity and novation agreements drafted, pre and post novation strategies put in place

INTERIM APPOINTMENTS

Bombardier Transportation, London PROCUREMENT SPECIALIST Feb - Oct 07

❖ Novating, replicating and negotiating Service contracts for the depot maintenance transfer for London Underground from Metronet to Bombardier Transportation Ltd

❖ Novated contracts included Train and Depot Cleaning, Cab simulator maintenance. Replicated contracts included Train Wash maintenance, Legionella/Ambience Monitoring, Effluent Control, Pest Control, Facilities Management of Air-Conditioning/Fire Systems/Gas Inspection Maintenance, Train De-Icing, Depot Asset Insurance Inspections, Workwear supply/laundering, Electrical Eqpt Testing, UPS maintenance, TMU Sandite maintenance, Fork Lift truck hire, Vacuum extraction system maintenance, CCTV maintenance etc.

❖ Service contract schedules included Quality, Health & Safety (QUENSH), Operational Specifications, Contract Management Procedures, Training profiles, Access Arrangements, Liquidated Damages, Performance Bonds, Variation Procedures, Novation process agreement

Fleet Support Ltd, Portsmouth HEAD OF PROCUREMENT Oct 06 - Jan 07

❖ 4 month contract leading a team of eleven purchasing staff.

❖ Reviewed all current Procurement processes and contracts and recommended improvements for supplier quality/delivery and drew up commodity management process

❖ Personal profiles of team provided to senior management

PERMANENT APPOINTMENTS

Freightliner Ltd, Southampton PROCUREMENT MANAGER Aug 04 - July 06

❖ Provided support on and drafted JCT, ICE, Service and Maintenance contracts

❖ Provided guidance and support to the Systems Accountant for the CODA Procurement system.

❖ Resourced container handling eqpt maintenance supply base from 18 to one (SHAD) and identified a more reliable eqpt manufacturer, (CVS Ferrari) leading to £1m op savings over a 5.5 year operating lease + maintenance SLA contract. Provided guaranteed revenue stream of £200k from old asset sales to SHAD as part of overall deal. Used preferred Freightliner Rail lessor, (Lombard) and awarded them lease contract resulting in £350k cost avoidance by their waiving of old eqpt lease termination costs + excess hours charges. Introduced first SLA based maintenance contract improving supplier performance and equipment availability from 84% to 98% leading to further cost reductions by reducing cost of unavailability of eqpt. Installed Sales Agency Agreements with Lombard for new eqpt at lease end via buyback agreements with SHAD again guaranteeing a revenue stream at lease end.

❖ Market tested Utilities contract for all Intermodal sites resulting in a 50% saving in Southampton's electricity bill by adding stand alone contract to EO-N's central contract.

❖ Tender for road trailers led to a dual sourcing saving of £750k over 5 year lease term versus current eqpt

❖ Negotiated termination agreement with existing Container Handling Eqpt supplier (Fantuzzi) saving £116k (51%) against the business case provision set aside.

❖ Negotiated further £34k saving with Lombard by negotiating the waiving of annual inspection costs.

❖ Commercial Freightliner team requested my contractual support after above successes

❖ Re-motivated assistant Procurement Manager setting objectives and monthly reviews

❖ Reduced PPE/Protective Clothing costs by 41% through standardisation of product lines, increased volumes across remaining core items and a price cleansing exercise with Apparelmaster

De La Rue Cash Systems, Portsmouth Nov 00 - Jun 04

PURCHASING MANAGER (May 03 - Jun 04)

❖ Managed UK Purchasing team consisting of 5 Buyers and 1 Administrative Assistant.

❖ Set departmental KPI targets and ensured that they were met by the team

❖ 3 key KPI's were Supplier Delivery Performance, Cost Reduction and Supplier Reduction

❖ Managed low cost sourcing exercise via Russian Joint Venture, Arbok

❖ Represented Divisional Purchasing on key new product projects and manufacturing strategy

❖ £0.5m cost reduction achieved on £10m annual spend

❖ Supplier Delivery Performance improved by 25% through focused monitoring

❖ Supply base reduced from 396 to 241 through commodity reviews with key internal stakeholders

❖ 50% savings achieved on high volume note counters 'sheet metal' commodity when resourcing from UK source (Broadways) to UK (Solmek) / Chinese JV.

❖ Mechanised Frame Order process created for low volume cash sorter machines providing batch ordering with supplier consignment stock leading to improved lead times, reduced inventory, lower component unit costs and improved cash flow.

❖ Project managed US market's Teller Cash Dispenser machine 'cabinet' from US to lower cost European supplier following USD/EURO currency movements and achieved £1m savings in 'steel' material costs. European supplier also increased its scope of works by absorbing DLR Chicago's sales line assembly processes into their own process leading to further £0.5m savings in labour/overheads for DLR.

❖ Project managed outsourcing of European Teller Cash Dispenser production sales line in DLR's German sales hub to the lower cost European supplier, providing labour reductions in DLR, Germany and reduced overhead, labour and transportation costs resulting in £0.5m savings annually.

DIVISIONAL PURCHASING PROJECT MANAGER (Apr. 02 - Apr 03)

❖ Represented Divisional Purchasing in various projects across UK, Sweden and USA

❖ Presented to Director Board level for PAC's (Process Approval Committees)

❖ Presented projects status to senior mngt and supply base at supplier conferences

❖ Negotiated £35k cost avoidance for materials liability for currency sorters with 12 supplier contracts

❖ Led a global market test for 'Cabinets' with European, N & S American, S.E Asian and Australasian colleagues. Analysis of US vs. European supply base costs highlighted large savings of circa £1m (50%) and provided a consideration for a manufacturing strategy rethink leading to my placement on the manufacturing strategy review team.

❖ Managed parts procurement transition from De La Rue to Russian JV, Arbok ZAO to support the business decision to assemble cash sorting machines in lower cost economies.

❖ Personal KPI target to have 70% of component parts kit previously shipped from UK to Russian JV instead procured by Russian JV achieved by end 02/03 FY.

❖ Conducted large market test for Currency Systems with current supply base 'chunking up' parts usage across all De La Rue products to achieve £1200 savings (7%) per COBRA machine assembled.

❖ Representation at Materials Review meetings, Modification Control Process reviews and chaired weekly departmental Purchasing meetings all in Line Manager's absence.

❖ Produced more efficient standard cost setting process for new parts by persuading DLR Marketing to provide accurate sales forecast data to Purchasing. Buyers were then able to match forecast to part numbers to establish firmer std costs with suppliers. Also recommended documentation alterations within Engineering/Modifications Control team to simplify tandem process. Profit margins also firmed up as a result of this exercise when selling machines.

❖ Negotiated 'Cabinet' contract with European source incl cost down targets y.o.y., continuous supply maintained for 12 months if supplier acquired by third party, no contingent liabilities for duration, no IPR disclosure, delivery performance to meet customers needs, buffer stocks in place to drastically reduce lead-times at no extra cost to De La Rue, right for De La Rue to resource immediately for non-performance, a non-exclusivity agreement and open book costing were also installed.

COMMODITY MANAGER (Nov 00 - Mar 02)

❖ Co-ordinated global strategy for four key commodities within the Cash Systems Division.

❖ Represented Purchasing department on various projects at senior management approval meetings.

❖ Achieved savings targets through strategic planning and negotiation

❖ Presented global strategies to senior management

❖ Encouraged teamwork across the organisation to promote Purchasing within the organisation

❖ Successfully resourced the 'Cabinet' commodity business for three European hubs in the UK, Sweden and Germany to three new suppliers, realising a £0.5 million saving for the Branch Cash Solutions business stream against a £2m annual spend. Equated to half of department's savings target.

❖ Negotiated £50k cost-avoidance with new Cabinet suppliers for development, prototyping, regulatory approvals and certification and production series tooling investments

❖ Realigned four commodity strategies to match the business with its changing environment

❖ Increased the supply base value chain by outsourcing some procurement/administration/assembly processes that were previously handled in-house at DLR. Resulted in further overhead savings for the business for the German TCD Efficash Cash Dispenser product.

❖ Outsourced a major assembly for TCD 2000 Cash Dispenser product reducing both internal overheads at DLR and material costs in the smaller direct supply base. Annual saving £80k

❖ Resourced sheet metal for the 3700/COBRA Currency Sorters to Russian joint venture, Arbok.

❖ Organised the 2001 Purchasing Supplier Conference for the 'Top 80' supply base.

Ford Motor Company, Essex Sept 89 - Oct 00

SENIOR BUYER (Jan 98 - Oct 00)

❖ Successfully project managed the first 'Pay-On-Production' contract at Ford for the Genk Plant Supplier Park Conveyor Bridge. This met Ford of Europe's Turnaround Strategy requirement by reducing Ford's asset base and increasing shareholder value by transferring what would have been a normal Ford investment project into a supplier-owned facility. All risk was transferred to the supplier without any Ford guarantees and no contingent liabilities. (Project value €25 million).

❖ Successfully completed the first Conveyor commodity strategy review since Ford 2000 in 1995 and presented to Senior Ford management.

❖ Negotiated 30% cost reduction on I4 Engine plastic engine cell durable packaging needs by market testing alternative suppliers leading to supplier resource action.

❖ Negotiated 40% saving on rotational moulding engine cell by analysing raw material cost as a percentage of total cost and tracking old raw material price index fluctuations not passed onto Ford

BUYER (Mar 95 - Dec 97)

❖ Negotiated 25% cost saving on Valencia Plant Zetec engine shipping rack program by reusing existing stocks as located and identified by myself as part of a European rack reusability assessment program. Therefore achieved Ford Production System initiative of reducing excess inventories, increasing working capital and improving shareholder value.

❖ Negotiated 35% cost saving on Forklift truck spares resourcing from one-stop shop to an OEM.

❖ Presented Ford Q1 presentation to metal stillage s/base + senior Ford mngt which became benchmark std for all buyers

TIMING ANALYST - NEW MODEL PROGRAMS (Feb 94 - Feb 95)

❖ Responsible for ordering vehicle parts from suppliers for Pre-Job 1 production builds at Aveley, Cologne and Valencia Pilot Plants FOR Escort and Fiesta new model program builds. Worked alongside production parts buyers providing vehicle component engineering release status for monthly management reports. Interfaced with Pilot Plant personnel, vehicle launch teams and plant release and follow-up areas to resolve part shortages and general concerns.

ADMIN. ASSISTANT - PRODUCTION PURCHASING (Apr 93 - Jan 94)

❖ Co-ordinated Production Purchasing dept. overtime budget. Provided various management reports. Determined buyer location for first-sight part component drawings for European buyers.

PARTS CONTROL ANALYST - Ford Southampton Plant (Aug 90 - Mar 93)

❖ Maintained final assembly parts 'stock status' record for allocated parts. Identified critical stock shortages and/or excess inventory levels and applied corrective actions. Liaised with plant engineering and vehicle component engineers regarding system record/plant shortage data.

PRODUCTION OPERATOR, Ford Southampton Plant (Sep 89 - Jul 90)

REVENUE OFFICER, H.M.I.T. Southampton (Oct 88 - Aug 89)

SHOP MANAGER Videobank, Southampton (Oct 84- Oct 88)

SHOP ASSISTANT Toomers Sports House, Southampton (Dec 83 - Oct. 84)

PRODUCTION OPERATOR Dimplex Heating, Southampton (July 83 - Dec 83)