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Director level Supply Chain and Operations management professional
John Bewicke
,
Chorley, United Kingdom
Experience
Other titles
Skills
I'm offering
I am a market led Operations and Supply Chain Director & Senior Manager experienced in PLC’s, SME’s, family companies and start-up companies. I have delivered with measurable success in the steel, textiles, FMCG, packaging, consumer goods and the coatings industries. I have held Director level positions with 4 companies, and General Manager and Factory Manager roles. I was also a successful independent business consultant in the UK and Europe. I am now seeking a new role in the North West of the UK to assist businesses who strive for supply chain excellence
Industries
Language
German
Good
English
Fluently
Chinese (Mandarin)
Good
Ready for
Ongoing relation / part-time
Available
My experience
2013 - 2020
job
UK Head of Supply Chain
AMEFA UK LTD.
Reporting to the Managing Director
Appointed to this new role within the UK arm on Pan-European Group
Introduced Perfect Order Fulfilment moving business from low 70% to +97% [World Class].
Introduced Order Fulfilment Cycle Time reducing order lead times from +30hours to 11 hours inside 18 months.
Implemented bar code scanning for picking and stock control, packer connectivity to ERP systems and direct parcel shipment from warehouse to contracted parcel carriers
Responsible for all UK purchasing and Product Category Manager for whole group for premium knives. Member of European Purchase Team.
Pivotal role in new product development and sourcing, particularly in relation to retailer based projects.
Site quality leader, established and led improvements as part of Quality Improvement Team. Member of group European Quality Forum.
100% sourced product from China, budget up to $6.5M with experience gained in direct negotiations with Chinese suppliers, attending major trade fairs in China and Europe
Successfully introduced Sedex Ethical auditing to several key Chinese suppliers to support retail expansion within UK
Responsible for meeting cash targets for business within scope of controlling inbound shipments and purchases in line with cash-flow targets.
Responsible on site for all supply chain processes, purchasing, forecasting, inventory management and quality.
Member of UK site HSE Committee and lead Board HSE Manager. Implemented 5S programs.
Appointed to this new role within the UK arm on Pan-European Group
Introduced Perfect Order Fulfilment moving business from low 70% to +97% [World Class].
Introduced Order Fulfilment Cycle Time reducing order lead times from +30hours to 11 hours inside 18 months.
Implemented bar code scanning for picking and stock control, packer connectivity to ERP systems and direct parcel shipment from warehouse to contracted parcel carriers
Responsible for all UK purchasing and Product Category Manager for whole group for premium knives. Member of European Purchase Team.
Pivotal role in new product development and sourcing, particularly in relation to retailer based projects.
Site quality leader, established and led improvements as part of Quality Improvement Team. Member of group European Quality Forum.
100% sourced product from China, budget up to $6.5M with experience gained in direct negotiations with Chinese suppliers, attending major trade fairs in China and Europe
Successfully introduced Sedex Ethical auditing to several key Chinese suppliers to support retail expansion within UK
Responsible for meeting cash targets for business within scope of controlling inbound shipments and purchases in line with cash-flow targets.
Responsible on site for all supply chain processes, purchasing, forecasting, inventory management and quality.
Member of UK site HSE Committee and lead Board HSE Manager. Implemented 5S programs.
Product development, Retail, Budget, Forecasting, ERP, Controlling, Management, Sourcing, Support, Development, Inventory management, China, Processes, UP, Manager, LED
2012 - 2013
job
Supply Chain & Planning Manager, SEVERFIELD
ROWAN STRUCTURES LTD.
Reporting to the Executive Director Group business Operations
Appointed to this new role within the group based on previous role as major supplier
Sourced, approved and expanded 3rd party logistics provider base
Introduced Transport OTIF performance & cost measurement
Devised and implementing London based delivery hub
Coordinated Client based RFID asset tracking project
Implemented upgrade of SRS internal logistics assets saving £ five figures per annum
Implement.5M purchasing policies/processes for SHE supplies saving £ five figures per annum
Scoped and developed e-data capture for delivery and site supply chain visibility
Reason for leaving: Selected for redundancy
Appointed to this new role within the group based on previous role as major supplier
Sourced, approved and expanded 3rd party logistics provider base
Introduced Transport OTIF performance & cost measurement
Devised and implementing London based delivery hub
Coordinated Client based RFID asset tracking project
Implemented upgrade of SRS internal logistics assets saving £ five figures per annum
Implement.5M purchasing policies/processes for SHE supplies saving £ five figures per annum
Scoped and developed e-data capture for delivery and site supply chain visibility
Reason for leaving: Selected for redundancy
Operations, RFID, Processes, Manager
2004 - 2011
job
P&M Supply Chain Director EMEA
LEIGHS PAINTS LTD.
Part of the senior management team that, in July 2011 and on behalf of its Shareholders, successfully concluded the acquisition of the company by the world's 3rd largest paint company Sherwin Williams. Designed and implemented supply chain management across the Leigh's Paints business.
Developed a supply chain structure and recruited people to create this entirely new function within Leigh's Paints.
Delivered innovative pan-EMEA supply chain solutions to key new business markets across EMEA.
Created forward stock and JIT manufacture in Aberdeen, Germany and Abu Dhabi. Released over £800k (15%) from company inventory to improve cash-flow
Trained myself and over 25% of the whole company workforce in the Supply Chain Council SCOR model for supply chain performance improvement. Successfully delivered a major SCOR project in 2009 taking export POF from 65% to over 95% in just 1 year, reducing delivery cycles and lead-times by 50%
Renegotiated tired UK Distribution contracts in response to major Independent Customer Satisfaction survey, delivering in excess of 99% OTIF, major delivery cycle improvements and reducing cost to <3% of Gross Sales
Devised and implemented a project forecasting template and product forecast monitors to ensure 100's of bespoke projects met the Customer's requirements.
Developed a bulk delivery process and bulk container tracking process to meet the ongoing scale transitions within major Fabricator Customers, and expanded the fleet size four-fold.
Managed and maintained excellent supply side purchasing strategies to ensure Customer delivery performance was maintained at all times through several years of disruptions, financial recession and escalating raw materials prices. Instigated China based sourcing exercise to move business critical raw material stream from sole supply to one of four suppliers and heavily reduce unit cost and saving £1m per annum.
Reason for leaving: Selected for redundancy following acquisition.
Developed a supply chain structure and recruited people to create this entirely new function within Leigh's Paints.
Delivered innovative pan-EMEA supply chain solutions to key new business markets across EMEA.
Created forward stock and JIT manufacture in Aberdeen, Germany and Abu Dhabi. Released over £800k (15%) from company inventory to improve cash-flow
Trained myself and over 25% of the whole company workforce in the Supply Chain Council SCOR model for supply chain performance improvement. Successfully delivered a major SCOR project in 2009 taking export POF from 65% to over 95% in just 1 year, reducing delivery cycles and lead-times by 50%
Renegotiated tired UK Distribution contracts in response to major Independent Customer Satisfaction survey, delivering in excess of 99% OTIF, major delivery cycle improvements and reducing cost to <3% of Gross Sales
Devised and implemented a project forecasting template and product forecast monitors to ensure 100's of bespoke projects met the Customer's requirements.
Developed a bulk delivery process and bulk container tracking process to meet the ongoing scale transitions within major Fabricator Customers, and expanded the fleet size four-fold.
Managed and maintained excellent supply side purchasing strategies to ensure Customer delivery performance was maintained at all times through several years of disruptions, financial recession and escalating raw materials prices. Instigated China based sourcing exercise to move business critical raw material stream from sole supply to one of four suppliers and heavily reduce unit cost and saving £1m per annum.
Reason for leaving: Selected for redundancy following acquisition.
Forecasting, Contracts, Supply chain management, Management, Sales, Sourcing, Supply Chain Management, China, Forecast, Contracts
2004 - 2004
job
General Manager
PAPERMARC MERTON PACKAGING LIMITED.
P&L responsibility to convert satellite business to a stand-alone business unit and increase throughput and value-added products.
Implemented HSE structures and formed HSE Committee.
Changed fundamental working practices in negotiation with the trades union and embarked on staff restructuring exercise.
Set up self-financing cost reduction exercise for pallets saving £10k initially
Led improvement project on major process improving capacity from 30k tonnes to 38k tonnes initially and possible improvement to 60k tonnes.
Implemented KPI reporting and OEE measurement.
Established SOP and stock systems based on IBM mainframe system.
Introduced business to Logistics Consultants with potential cost-saving benefits in six figures.
Reason for leaving: A fire in the company's primary producing unit forced receivership.
Implemented HSE structures and formed HSE Committee.
Changed fundamental working practices in negotiation with the trades union and embarked on staff restructuring exercise.
Set up self-financing cost reduction exercise for pallets saving £10k initially
Led improvement project on major process improving capacity from 30k tonnes to 38k tonnes initially and possible improvement to 60k tonnes.
Implemented KPI reporting and OEE measurement.
Established SOP and stock systems based on IBM mainframe system.
Introduced business to Logistics Consultants with potential cost-saving benefits in six figures.
Reason for leaving: A fire in the company's primary producing unit forced receivership.
IBM mainframe, Mainframe, KPI, UP, Manager, LED
2001 - 2004
job
Proprietor
NEW OCEANS CONSULTING.
Founded and developed manufacturing assistance business. Achieved profitability in first quarter and turnover of over £200k in just over two years of trading. Customers in UK and Europe
2002 - 2004
job
INTERIM MANUFACTURING MANAGER
BECKER ACROMA LTD.
Streamlined supervisory structures and devised innovative plant development for growth market sector.
Consultant to Pan-European coatings manufacturer responsible for driving UK operation productivity up by 50% in 9 months during company recovery, reducing manufacturing costs by 25% year-on-year and waste by 30% year-on-year.
Increased service levels from 80% to 97%.
Consultant to Pan-European coatings manufacturer responsible for driving UK operation productivity up by 50% in 9 months during company recovery, reducing manufacturing costs by 25% year-on-year and waste by 30% year-on-year.
Increased service levels from 80% to 97%.
Service, Growth, Development, Interim, UP, Manager
2001 - 2002
job
SITE MANAGER
GRANYTE SURFACE COATINGS LTD.
safely closing down a manufacturing site following acquisition.
Site manager, Manager
2001 - 2002
job
PROJECT SPONSOR
ARTI HOLZLACKE & BEIZEN GmbH German.
principally employed to bring major factory build costs under control and deliver project on-time and saving DM1m of overspend.
1996 - 1998
job
Works Director
COSMECEUTICAL LABORATORIES LTD.
Second in command to Managing Director instrumental in the increase in turnover of Greenfield business to £2.3M within a 2-year period with full responsibility for staff recruitment, selection, training and development.
Developed, successfully marketed and sold new products.
Achieved Export Quality Accreditation via SGS.
Implemented all QC, SOP and Stock Control Systems Company wide.
Reason for leaving: Job security
Developed, successfully marketed and sold new products.
Achieved Export Quality Accreditation via SGS.
Implemented all QC, SOP and Stock Control Systems Company wide.
Reason for leaving: Job security
Training, Recruitment, Security, Development, QC
1991 - 1996
job
Manufacturing Controller
McBRIDE PLC.
Initially as Manufacturing Director then Manufacturing Controller following being a key member of the Team that successfully concluded a Management Buy-In conversion to PLC.
Successfully commissioned new £20M factory
Reduced changeover times by 60 % in 6 months using SMED, and implemented TQM and Finite Capacity scheduling saving £250k in labour costs
Achieved ISRS 5 Star safety rating status for site Operations.
A key member of European Best Practice teams.
Reduced site overheads through de-layering and de-skilling from 43% to 20% of sales cost in 3 years
Improved direct productivity by 55% in 3 years, unit labour cost by 21%.
Responsible for 300+ staff in production, engineering, planning, HSE matters and 2.5.million bottles per week Blow Moulding plant
Reason for leaving: Company de-layered and job was made redundant.
Successfully commissioned new £20M factory
Reduced changeover times by 60 % in 6 months using SMED, and implemented TQM and Finite Capacity scheduling saving £250k in labour costs
Achieved ISRS 5 Star safety rating status for site Operations.
A key member of European Best Practice teams.
Reduced site overheads through de-layering and de-skilling from 43% to 20% of sales cost in 3 years
Improved direct productivity by 55% in 3 years, unit labour cost by 21%.
Responsible for 300+ staff in production, engineering, planning, HSE matters and 2.5.million bottles per week Blow Moulding plant
Reason for leaving: Company de-layered and job was made redundant.
Operations, Management, Sales, Engineering, PLC, Safety, Blacksmith, Production
1988 - 1990
job
Factory Manager
TW KEMPTON LTD.
Manager
1985 - 1988
job
Machine Floor Manager
COATS VIYELLA PLC.
Mansfield Knitwear Limited
Manager
1978 - 1985
job
Shift Manager
BRITISH STEEL CORPORATION.
Technical Assistant - Scunthorpe
By-Turn Technical Assistant - Scunthorpe
Graduate Trainee - Scunthorpe
By-Turn Technical Assistant - Scunthorpe
Graduate Trainee - Scunthorpe
Manager
My education
1974
-
1978
Huddersfield Polytechnic
BSc, (1st) Applied Chemistry
BSc, (1st) Applied Chemistry
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