Experience

ITM Power

• United Kingdom
• Services for Renewable Energy
• 200 - 300 Employee

• Category Buyer

  • Mar 2022 - Present



Box Clever Procurement Solutions

• United Kingdom
• Transportation, Logistics, Supply Chain and Storage

• Senior Consultant/Contractor

  • Mar 2020 - Present

  This is the 'new' Trading name of Box Clever Design and Consultancy Limited. So Box Clever Procurement Solutions - has its own LinkedIn Page and will be continually updated, as time goes on. The difference Box Clever Procurement Solutions (PS) has is that we are flexible enough to take a more 'flexible approach' ie not a 5 day week - if your project or budget only needs someone to be onsite 1,2,3 or 4 days a week, we can easily accommodate that. Contact me on info@boxcleverps.com This is the 'new' Trading name of Box Clever Design and Consultancy Limited. So Box Clever Procurement Solutions - has its own LinkedIn Page and will be continually updated, as time goes on. The difference Box Clever Procurement Solutions (PS) has is that we are flexible enough to take a more 'flexible approach' ie not a 5 day week - if your project or budget only needs someone to be onsite 1,2,3 or 4 days a week, we can easily accommodate that. Contact me on info@boxcleverps.com



Box Clever Design and Consultancy Ltd

• South Yorkshire

• Managing Director

  • Jul 2015 - Present

  Currently working with a global company, on their introduction to PFEP. Currently working with a global company, on their introduction to PFEP.



Avica Aerospace

• Dunstable, England, United Kingdom

• Senior Buyer

  • Jul 2021 - Dec 2021

  Buyer, Raw Materials, steels sheet and tube. Creation of Strategic Reports for Senior Management on the impact of covid and other issues on the ‘supply of raw materials’ an action from the report was to creat ‘supplier agreements for the top 150 parts. Buyer, Raw Materials, steels sheet and tube. Creation of Strategic Reports for Senior Management on the impact of covid and other issues on the ‘supply of raw materials’ an action from the report was to creat ‘supplier agreements for the top 150 parts.



Dyson

• Singapore
• Appliances, Electrical, and Electronics Manufacturing
• 700 & Above Employee

• Procurement Lead

  • Apr 2019 - Sep 2019

  Procurement Lead on behalf of RLE International Procurement Lead on behalf of RLE International



TREMEC

• Motor Vehicle Manufacturing
• 500 - 600 Employee

• Senior Buyer | Purchasing Consultant

  • Mar 2017 - Dec 2018



BOMBARDIER

• Canada
• Aviation and Aerospace Component Manufacturing
• 700 & Above Employee

• Project Buyer

  • Feb 2015 - Dec 2016

• Supply Chain Specialist

  • Jul 2014 - Feb 2015



Wabtec Rail

• Doncaster, United Kingdom

• Project Buyer

  • May 2011 - Jul 2014



UV Modular Ltd

• Purchasing Manager

  • Nov 2006 - Jun 2009

  Reported to the Operations Director who was an advocate and award winner in Lean Manufacturing. Responsible for both direct and indirect annual spend of £23m Commodities included raw materials, glass fibre products, electrical and fabricated items. Total savings £1.84m on a £23m spend 8%To ensure greater accuracy of costing to vehicles, new systems introduced to reflect raw materials used.Re-Organisation of the Department with new titles and greater responsibly to bring about a more effective and efficient team.Instigated a better relationship with Operations and Sales through increased planning with them involved.Increased the size of the Department in line with increased level of business, to 5, 1 x Material Planner, 3 x Purchase Coordinators, and a Purchasing Admin Asst.Introduced MRP to UVM, where strong resistance had existed for years.New materials movement procedures introduced to tie with introduction of MRP, e.g. Bin locations designated to part numbers.Introduction of tracking devices to measure the levels of "potential" and "actual" savings made.Ensured that Standard Costs were bought up to date, and continually monitored, and any changes sought were approved.Assured that the KPI's were relevant and meaningful - currently there are only 2, Number of Invoices in Query, and Supplier Delivery Performance.Increased use of Safety Stocks, Re-Order levels, Kan Ban Systems, to reduce level of financial exposure and reduce risk of stock outs.Re-wrote the Procedures manual in line with any changes introduced Show less

• Purchasing Manager

  • Nov 2006 - Jan 2009

  Responsible for both direct and indirect annual spend of £23m Commodities included raw materials, glass fibre products, electrical and fabricated items. Total savings £1.84m on a £23m spend 8%Re-Organisation of the Department with new titles and greater responsibly to bring about a more effective and efficient team.Increased the size of the Department in line with increased level of business, to 5, 1 x Material Planner, 3 x Purchase Coordinators, and a Purchasing Admin Asst.Introduced MRP to UVM, where strong resistance had existed for years.Introduction of tracking devices to measure the levels of "potential" and "actual" savings made.Ensured that Standard Costs were bought up to date, and continually monitored, and any changes sought were approved.Assured that the KPI's were relevant and meaningful - currently there are only 2, Number of Invoices in Query, and Supplier Delivery Performance.Improved the lead time for standard items by introduction of safety stocks, held by suppliers or UVMRe-wrote the Procedures manual in line with any changes introduced Show less



Mercedes Benz, Barnsley

• Fleet Administrator

  • Apr 2005 - Oct 2006

  Vehicle Manufacturer).Responsible for the costing and organisation of rework to all contract vehicles returned to MB after the contract hire of vehicles has expired.

• Senior Fleet Administrator

  • Jan 2005 - Oct 2006

  Vehicle Manufacturer).Responsible for the costing and organisation of rework to all contract vehicles returned to MB after the contract hire of vehicles has expired.



CBL Photography

• Director

  • Aug 2000 - Apr 2005

  and managed my own Photography studio business.

• Owner

  • Aug 2000 - Apr 2005

  and managed my own Photography studio business.



Cinch Connectors Ltd

• Senior Buyer

  • Jun 1999 - Aug 2000

  Cinch Connectors, Worksop -(Automotive, Telecommunications and Aerospace Electrical Connector Manufacturer).Achieved a cost reduction of £156k (12.5%) in six months on a £1,25m annual spendConsolidated the Supplier base from 1000+ to 220Introduced written procedures for the dept to streamline and for ISO requirementsImplemented supplier performance measurements and approval levelsPresented reports to Senior Management on agreed KPI'sRepresented the dept with regard to the introduction of a new computer system Show less

• Senior Buyer

  • Jun 1999 - Aug 2000

  Cinch Connectors, Worksop -(Automotive, Telecommunications and Aerospace Electrical Connector Manufacturer).Achieved a cost reduction of £156k (12.5%) in six months on a £1,25m annual spendConsolidated the Supplier base from 1000+ to 220Introduced written procedures for the dept to streamline and for ISO requirementsImplemented supplier performance measurements and approval levelsPresented reports to Senior Management on agreed KPI'sRepresented the dept with regard to the introduction of a new computer system Show less



Reynolds Boughton Ltd

• Senior Buyer

  • Nov 1995 - Jun 1999

  Specialist Vehicle Manufacturer - Commercial & MoD).Specifically recruited to introduce a more modern, efficient and successful approach to purchasing.Reduced the value of stock holding, by 20%Consolidated the supplier base by 30% and reduced the cost of higher value items, to enable some of the products to become profitable for the first time.Introduced and/or expanded the level of items covered by supplier replenishment systems.Liaised with the IT department to introduce new systems and reports as an aid to becoming more effective. Show less

• Senior Buyer

  • Nov 1995 - Jun 1999

  Specialist Vehicle Manufacturer - Commercial & MoD).Specifically recruited to introduce a more modern, efficient and successful approach to purchasing.Reduced the value of stock holding, by 20%Consolidated the supplier base by 30% and reduced the cost of higher value items, to enable some of the products to become profitable for the first time.Introduced and/or expanded the level of items covered by supplier replenishment systems.Liaised with the IT department to introduce new systems and reports as an aid to becoming more effective. Show less



Alvis Unipower Ltd

• Buyer

  • Mar 1992 - Nov 1995

  Specialist Vehicle Manufacture, Commercial & MoD).Supervision of 3 staff, 2 x Buyers & 1 x Expeditor.Introduction of Strategic Purchasing methods to obtain greater control over the process of procuring and using material.Implemented Sole Sourcing in an effort to consolidate the supplier base.Aligned with Sole Sourcing, came the increased use of "Partnership Sourcing"Instigated the use of contracts on a "back to back" basis from Customer to supplier

• Buyer

  • Mar 1992 - Nov 1995

  Specialist Vehicle Manufacture, Commercial & MoD).Supervision of 3 staff, 2 x Buyers & 1 x Expeditor.Introduction of Strategic Purchasing methods to obtain greater control over the process of procuring and using material.Implemented Sole Sourcing in an effort to consolidate the supplier base.Aligned with Sole Sourcing, came the increased use of "Partnership Sourcing"Instigated the use of contracts on a "back to back" basis from Customer to supplier



Marconi Instruments

• Purchasing Team Leader

  • Apr 1989 - Dec 1991

  Electrical Test Instrumentation). Instigated the change from multi-sourcing and in-house manufacture to purchase complete single source supply

• Purchasing Team Leader

  • Apr 1989 - Dec 1991

  Electrical Test Instrumentation). Instigated the change from multi-sourcing and in-house manufacture to purchase complete single source supply



Lucas Aerospace

• Assistant Buyer

  • Aug 1985 - Apr 1989

  Components and Systems for Civil and Military Aircraft).Defined requirements for production and spares, placed orders within budgets and lead times for RAF & USMC Harrier and Tornado programs.Purchasing liaison to the JAS 39 and the EAP & EFA (now the RAF Typhoon

• Assistant Buyer

  • Aug 1985 - Apr 1989

  Components and Systems for Civil and Military Aircraft).Defined requirements for production and spares, placed orders within budgets and lead times for RAF & USMC Harrier and Tornado programs.Purchasing liaison to the JAS 39 and the EAP & EFA (now the RAF Typhoon



North Hertfordshire Health Authority

• Buying Assistant

  • Sep 1983 - Aug 1985

  NHS Hospitals and Clinics)Skills and Training:IT Skills MS Office - Word, Excel, PowerPoint and OutlookOther IT COPICS, BPIX, NAVISION and Internet user with high computer literacy; Non IT DTI - Partnership Sourcing, Cost Reduction for Competitive Achievement, Legal Aspects of Purchasing, Purchasing for Quality & Safety, Purchasing Improvement Plan for Competitive Achievement & Purchase Negotiation. Member of the Chartered Institute of Purchasing & Supply Show less

• Buying Assistant

  • Sep 1983 - Aug 1985

  NHS Hospitals and Clinics)Skills and Training:IT Skills MS Office - Word, Excel, PowerPoint and OutlookOther IT COPICS, BPIX, NAVISION and Internet user with high computer literacy; Non IT DTI - Partnership Sourcing, Cost Reduction for Competitive Achievement, Legal Aspects of Purchasing, Purchasing for Quality & Safety, Purchasing Improvement Plan for Competitive Achievement & Purchase Negotiation. Member of the Chartered Institute of Purchasing & Supply Show less