| Areas of Expertise |
- Supply chain management
- ‘Lean' processes and practice
- Demand management & forecasting
- Sales & operations planning (S&OP)
- Production planning and control
- Procurement policy
- Manufacturing strategy
- Performance measurement
- Business process improvement
- Systems integration with business needs
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| Market Sector Focus |
- Aerospace, electronics, medical appliances – Rolls-Royce, Smiths Group, Dunlop, MMI
- Automotive, mechanical, electrical engineering – Wagon Industries, BBA, Siemens
- Defence procurement and spares management – MOD, NHS Trusts
- After-market operations and logistics – Rolls-Royce, Compaq
- Chemicals, paper, plastics – Avery-Dennison, Clariant, KNP-BT
- Office products, timber, furniture – Rexel, Magnet Kitchens & Windows, Boulton & Paul
- Food and beverages – Northern Foods, M&S Foods, Strauss, Dalgety Group
- Textiles and garments (manufacture and retailing) – Laura Ashley, Jaeger
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| International Experience |
- UK, Germany, Benelux, Italy, France, Switzerland, Russia, Hungary, USA, Israel, Malaysia, China
- English and German spoken
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| Typical Assignments |
- For a major international aerospace company with complex, high-value products, led a series of projects to design and deliver:
- Complete set of processes for ‘Production Planning & Control', integrating kanban, MRP and make-to-order systems (depending on product characteristics) while optimising the use of SAP ERP systems o Implementation programme for ‘Pull systems' to slash lead-times and control the flow of components from plants and vendors, including introduction of kitting and build packs; rolled out across the organisation over 18 months
- Complete set of processes for ‘Supply Chain Management' including logistics for group plants and external vendors to feed the assembly lines
- ‘Delivery Improvement' programme where consultants were seconded into key suppliers for three months to turn round their delivery performance.
- For a manufacturer of medical equipment, introduced lean methods for planning and controlling production to satisfy demand from UK hospitals and distributors in Europe, USA and Japan, while allowing the factories to run on efficient, repetitive schedules. Costs were cut and stocks reduced by 35% – while customer service rose.
- Implemented new planning process for a major food manufacturer with seven plants (dairy, fresh salads, confectionery, coffee, snacks) covering demand forecasting, production scheduling, material management.
- Worked with a multi-national supplier of computer parts to introduce lean operations including kanban systems for regular items and optimised stocks for slow-movers. The methods were fully documented and then rolled out to 27 sites world-wide. This project won an award for supply-chain excellence from the Institute of Logistics.
- Helped project teams at the world leader in polymers and paper labels to analyse their processes to reveal root causes of delays and excess inventories at their major site in Germany; use of lean techniques supported by Six Sigma training, team work, and communication.
- To improve customer service at an electronic components company, introduced simplified processes for order entry, operations and stock control; key to success was getting the rules right for setting policies and control parameters within their ERP system.
- Over eight years, assisted a fashion retailer and producer in the move from family concern to major PLC, introducing appropriate management of garment stocks and supply strategies to shops in Europe, the USA and the Far East.
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| Qualifications |
- B.Sc. Hons. Engineering, Cambridge University
- Institute of Business Consulting – Fellow (FIBC, CMC)
- Institution of Mechanical Engineers – Associate Member (AMIMechE)
- Richmond Group of Independent Consultants – Council Member
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The aim of supply chain projects is to improve customer service while reducing inventories and costs. Thorough analysis combined with knowledge of good practice brings effective solutions. Hands-on support is provided for implementation. Common sense is valued more than management fads. Philip has carried out 75+ projects working with lean supply-chain teams across a wide range of industries. Seven years in manufacturing line-management ensure a pragmatic approach. Joint working and transfer of learning to the in-house team are an essential part of each project. Clients value the assurance of a practical solution that comes from real engagement with the people on the ground combined with a questioning stance and fact-based decision-making. 