United Kingdom
Experienced Global Supply Chain Executive, reporting into the Chief Supply Chain Officer, with more than 25 years experience working in the healthcare and pharmaceutical industry. Strong technical and transformational leadership skills with experience in Operations, Global Manufacturing (internal & external), Procurement, Environment Health & Safety, Real Estate & Engineering and Supply chain strategy. A proven track record of leading multi site global manufacturing networks, partnering with external strategic partners and creating an inclusive environment that inspires global, diverse cross functional high performing teams to deliver sustainable, reliable and resilient performance. An Executive with a strong strategic mindset that has developed and implemented transformational global supply chain strategies, leveraging innovation and technology, to build future focussed supply chain networks, workforce and digital capabilities.
Leadership of the end to end global supply chain for the Janssen Pharmaceutical Companies of Johnson & Johnson, inclusive of Plan, Source, Make & Deliver functions. A member of the Pharmaceuticals Group Operating Committee, reporting to the Janssen Executive Vice President & Worldwide Chairman of the Pharmaceuticals Business . Responsibilities include leadership of circa 7,000 associates across the Global internal and external manufacturing network, MS&T and Engineering, Customer management, New product introductions, Supply chain strategy, Value Chain lifecycle & Portfolio management inclusive of M&A. Key Deliverables include Supply of the Janssen Large molecule & Small molecule Product Portfolio, Customer Service, Supply chain financial impact on Janssen P&L, driving the capital investment & inventory management plan, Supply chain transformation strategy, Quality, EHS, Talent & Organisational Health
A portfolio of accountabilities that include: Leveraging leading edge Technology and Innovation to develop and implement the J&J Supply chain Strategy across the Janssen, Medtech and Consumer Health Supply chains. Three consecutive years of J&J Supply Chain being in the Top 5 of the Gartner Top 25 Supply Chains Environmental Health and Safety (EHS) for the J&J companies Global Engineering with responsibility for capital planning and global capital project execution in support of J&J growth strategy Real Estate & Workplace strategy for a portfolio of circa 800 Manufacturing, R&D laboratories, offices and distribution centres Chief of Staff to the J&J Chief Supply Chain Officer
Collaborated with SC leaders to develop the J&J Supply Chain Digital strategy in support of our aspiration to set a new standard in healthcare with Digital capabilities underpinning our End to End supply chain Led a global team of 300+ data scientists and software engineers responsible for developing and deploying data science solutions across the pharmaceutical, consumer, and medical device divisions of J&J. Evolved the Operating model to enable more effective partnering with the Supply chain functions to translate business requirements. Built a product development capability able to leverage Data Science and Software engineering capabilities to build Digital solutions Created an inclusive innovative collaborative environment to attract and retain digital talent
Responsible for leading the Global Internal and External manufacturing network for Johnson & Johnson's Pharmaceutical Business ( Janssen) and the Technical Operations function in support of all new and existing Pharmaceutical products. The network consists of circa 18 internal sites, more than 90 external contract manufacturers and 800 direct suppliers manufacturing Drug Substance and Drug Products for Small Molecule, Biologics & medical device combination products
With an external spend that represents more than half of our enterprise's cost base, a key priority for the global procurement team is to work closely with the business to gain deep insights into current and future needs. These insights enable the global procurement team to collaborate with our supplier base to realise value in the broadest sense. Under my leadership the Procurement Leadership Team defined and executed an ambitious strategic agenda for the global procurement organisation, aligned to AstraZeneca’s exciting, bold purpose and ambition. Key Achievements included: Built a strong, independent thinking organisation which supported and challenged the business Delivery of validated savings in excess of 6% P&L benefit year on year for the period 2014-2017 Generated significant cash for the business by setting a standard payment terms strategy delivered in a manner commensurate with AZ's procurement vision of being a 'partner of choice' Transformed the procurement operating model being one of the first AZ enabling units to develop and successfully implement a Front/Middle/Back office strategy Transformed the mindset/culture of the organisation where individuals genuinely felt confident to lead and not limited by their traditional functional unit Built a mindset of ONE Procurement whereby closer integration of all procurement people has led to a leveraging of their skills, experience without compromising stakeholder intimacy The capability uplift of the function was externally recognised by being shortlisted for the World Procurement leaders Awards and winning the 2017 CIPs Award for People Development The function continued to develop world class global strategic sourcing and purchasing processes, and safeguard AZ’s reputation and value chain risk through development of effective risk management processes, underpinning how we work with suppliers.
Key achievements include: Development and execution of a strategy that enabled AZ to build strategic relationships with key suppliers leading to greater integration into the global supply chain and realisation of tangible Total cost of ownership benefits including lead time reduction, inventory optimisation. Stronger alignment of supply chain procurement category strategies to the global supply chain strategic priorities. Transformation of the global organisation to support delivery of the strategy whilst achieving improvement in cost to serve measures, customer service and quality performance. Coaching and mentorship of global talent across the function in support of our global talent and diversity strategy.
Key acheivements: Development of the Cornerstone model and mindset, resulting in the implementation of new global capabilities across AZ for late lifecycle brand management with an emphasis on maximising brand contribution . Leadership of a team of portfolio brand directors ensuring strong strategic commercial input into the cross functional Global Product Teams Leadership of the AZ Branded generic venture