Dublin, County Dublin, Ireland
Today, I lead procurement at Circle K across food, dispensed beverages, and supply chain in the US — working with key suppliers to drive cost, improve quality, and keep products flowing reliably at scale. What I enjoy most is making procurement practical and impactful through simplification, building transparent and direct relationships and delivering value for money. My previous experience in Automotive, FMCG and Food Service has given me a unique lens on success in multiple different industries.
· SRM lead with the world’s largest freight forwarders at all levels of their organisation. Regular regional leadership team interactions and negotiations. · Developed our savings pipelines and planning forums providing an increase in visibility and ability to demonstrate the value of procurement to the senior leadership team. · Completed an all-encompassing warehouse strategy which was signed off by the Senior Leadership team covering capacity, location, freight accessibility, sustainability, risk profile and future needs for the next 15-20 years. This was completed with input from stakeholders across the business at all levels. · Part of a cross functional working group defining the group’s approach to Modern Slavery. · Responsible for developing and tracking the Freight and Warehousing budgets for Ornua. I rebuilt our budgeting model to offer us greater insight to provide feedback to the business around their key cost drivers. Budget responsibility for €90m of third party spend, ~20,000 TEU (60% temperature controlled,) 5,000 trailers yearly and any air freight requirements. · Working in partnership with key strategic vendors I have secured deals that have delivered savings of €12.2m to the business in FY2023. · Have led a workstream redesigning our distribution, warehousing and logistics network to the US aimed at creating a more efficient flow of goods – predominantly focusing on working capital, customer service and cost to serve. · I’m responsible for 2 direct reports and look after all their needs and development as well as ensuring their work fits in line with our strategic plan.
· My position was created to address challenges created by substantial growth in the team. The growth led to the need to review our structure and understand what the organisation needed to improve our efficiency as we looked to grow our external offering and scale the business appropriately. · Reporting directly to the MD for Foodbuy Australia. · The scope required stakeholder management at every level of the organisation from the C-Suite down to the tactical positions. · These projects ranged from defining roles and responsibilities for departments that had begun to overlap to reviewing our use of data in our sourcing decisions and into our legal review process. · Management of a team of project managers to complete each program in multiple different offices across three different time zones. · Full end to end responsibility from designing the project pipeline through to overall delivery and sign off by the leadership team.
· Responsible for managing our 3PL providers for 700 sites nationwide. Covering all aspects of service delivery, quality, and cost. · Setup a continuous improvement program with a national distributor after negotiations with their C-Suite executives which covered 13 DCs across Australia. We performed extensive gap analysis with each DC and created a 2-year roadmap to address those gaps. · I have actively guided and developed a team of between 4 and 6 ranging from the very inexperienced procurement assistant right through to a seasoned Category Manager. The team has succeeded in hitting targets for SME engagement, Compass Group Global sustainability targets and our financial targets amongst various other milestones. · I completed a full review of our SRM framework leading to a change in our approach to key vendors. Moving away from traditional models of buyer owned interactions to buyer governed relationships with embedded stakeholder engagement. · In response to COVID-19 and the additional risk of transmission with every person to person encounter I ran our logistics optimisation program which will remove 38,000 (21%) deliveries a year from our top 10 suppliers. This program was defined by a shared benefit model with the supply base. · I oversaw an increase of spend with an indigenous SME for the past 2 years doubling their account with Foodbuy whilst also incubating and helping them through several issues with logistics or manufacturers. · I managed a team of 3 responsible for supplier on-boarding a new procurement platform for one of our external clients. The team onboarded over 1500 suppliers during the time I managed them.
· I had responsibility for all parts in the Chassis function end to end – from sourcing, to delivering production signed off parts through to managing the delivery of our suppliers to managing inventory in the manufacturing plant. · I was the key escalation point for resolving any short deliveries from suppliers in the Chassis function group area. · I had responsibility for the management and development of three buyers and an assistant. Providing advice on day to day issues, future development opportunities and how to deliver on their own objectives ultimately delivering the Track 25 business plan for McLaren acting as a Team Lead. · I was accountable for the agreement and implementation of contracts within the Chassis function group including but not limited to clauses around development deliverables, production operations, intellectual property, warranty, liability/indemnity, agreed inventory levels and delivery frequency. · I was the escalation point for internal stakeholders for the Chassis Team including the Head of Purchasing and Directors from Engineering, and Quality.
· Delivered end to end supply chain strategy all the way through to series parts deliveries on Exhausts and Air Intake Systems delivering technically capable suppliers at value for money, with the appropriate logistics method, whilst also managing the inventory across series builds. · Creating clear contractual schedules and following the McLaren change management process, setting clear objectives to monitor performance of my supplier portfolio and provide risk mitigation to our production facility
· Lead responsibility for a key strategic supplier relationship and management of supplier performance. · Effectively managing project risk and mitigation strategies. · Deliver strong cost management principles through active control of the change management process. · Initiate and participate in supplier improvement activities. · Develop and maintain knowledge of the global commodity market environment.