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DSGi Case StudyEuropean Logistics Development Manager
DSGi had gone through a significant change redesigning their UK distribution network in 2005/2006. Their strategy had moved away from the local distribution centre network and focused on a direct to store model from the Newark NDC. Having successfully implemented the new operating model they moved their focus to streamlining the operation using Six Sigma methodologies.
RK Supply Chain was tasked with finding a Six Sigma change manager in December 2007 by the Head of Logistics Development.
Candidates accountabilities:
- Identifying opportunities for enhancing the logistics processes of the business in the UK, improving the customer experience and reducing costs and developing the plans to deliver these, either within existing programmes or as new projects.
- Maintain awareness of where the efficiencies are being made and cross reference back to the budgeted and agreed DSGi logistics improvements plan
- Identifying levels of resource required from within the Group, to support any implementation of new processes and changes to the way DSGi work
- Preferably Lean Six Sigma/PRINCE2 project management trained/accredited.
Our Approach:
Due to the specific requirements of DSGi the pool of suitable available candidates was significantly reduced. Following an unsuccessful database search the focus was redirected to our extended network of contacts. Two candidates were identified with the required skill set, both were either Six Sigma qualified or Prince2 accredited.
The Outcome:
After a two stage process it was apparent both candidates were well matched for the role, leaving a difficult decision for the line manager. As part of the process, RK Supply Chain tests the commitment of the candidate to the company and the role. We were able to quickly identify the candidate with the dedication and enthusiasm DSGi was looking for.
The offer was made and accepted successfully.
Feedback:
We were impressed with both the professionalism and quality of both candidates, however one stood out with his tenacity and enthusiasm. The successful applicant hit the ground running and has become well recognised in the wider business as a stellar performer. We now regularly interface with RK as they do seem to have the highest calibre candidates available and are able to provide insight in the overall state of the market.
Global Insurance Company
Following the acquisition of two major insurance businesses in the Canadian marketplace our client realised that the potential for leveraging spend both within the organization itself and within the claims function was massive but lacked the structure or the systems to organize.
It was decided that a senior Sourcing VP from the parent company would create a Shared services group to assess & develop the existing procurement talent and build a team of specialists who could help realise the savings and bring innovation across the newly formed group.
Without the benefit of established systems and various levels of vendor management arrangements it was decided to create an in-direct team to focus on the businesses core professional services spend and a team to analyse and give structure to the claims spend.
Hence the creation of the Claims Procurement Management team.
Our mandate as a supplier was to identify and introduce talent from a varied background avoiding wherever possible individuals experienced from within the insurance sector. It was decided that the criteria for measuring candidates would be based on the competencies and diversity they could bring to the roles. Our target sectors became as broad as the automotive, banking, advertising, manufacturing, electronics and even distribution sectors.
The result of this approach uncovered experts in the areas of systems, e-procurement, contract law, global sourcing, lean manufacturing and consulting who brought as a team an unrivalled approach to project work, vendor management and contract creation.
The team approached each requirement with an open mind and a project style being willing to entertain unique sourcing solutions and innovative delivery options ranging from leveraging their customers spend to reduce their premiums to financially supporting business starts up to ensure continuity of supply.
The shared services group is now recognized as a market leader in savings, practices and innovation, their work experiences may range from hotel sourcing, off shore contract manufacturing, telecommunications and government procurement yet as an example of industry leading procurement they are second to none.
As a result of this approach to hiring and team working a number of other major businesses within the Canadian marketplace have created similar teams with similar goals.
GlaxoSmithKline Case Study
BRIEF: To replace a large part of their Purchasing department having lost a number of heads following the merger.CAMPAIGN: Our advertising covered not just the usual avenues but also advertised in press not associated with Purchasing recruitment, such as The Times and Telegraph.RESULT: 25% of placed candidates came from other fields, including sales and account management.
GlaxoSmithKline Consumer Healthcare
BRIEF: To provide a team of Manugistics Deployment Consultants to project manage and implement the FIT project across Europe and subsequently 'Rest of World' markets within Consumer Healthcare.
CAMPAIGN: Our strategy was to use a well-developed network of Interim consultants to generate referrals for best-in-class candidates. From these referrals we were able to compile a shortlist of the brightest supply chain professionals with experience of Manugistics and it's deployment across global markets for FMCG leaders.
RESULT: We placed two project leaders and a subsequent 4 deployment consultants to facilitate the FIT deployment to on time and on budget roll-out. This team was considered so successful that all were migrated onto a subsequent ESC deployment globally.
Genus Plc Case Study
A world leader in applying science to animal breeding who improves efficiency through the application of natural genetic selection. Operating in 90 different countries, its published operating revenue (2008) was £247m and PBIT was £28m.
The organisation had no capacity in procurement to deliver what the FD and board understood was a critical process development and cost saving exercise.
The consultant held a briefing meeting with the client to understand their position and challenges in detail; through continued face to face networking the consultant was able to identify the right Interim Manager from his network, following more in depth conversations with the consultant and the client stakeholders the Interim Manager was engaged.
Subsequently under a broad brief to identify cost savings the detailed program was ultimately developed and driven by the Interim Manager in three stages.
Phase I:
- To develop a world wide procurement strategy for goods and services
- To lead the implementation of the strategy, starting in the UK
Phase II: Implement the strategy in the USA
Phase III: Implement the strategy in the rest of the world.
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