START Date:
April, 2001
END Date:
May, 2006 Buyer (March – August 2002, January 2005 – 22nd May 2006)
I sourced to pre-agreed budgets, specifications and project time-frames, to meet the project deliverables. This included material take-offs from technical drawings, complete tender-cycle including, clarifications, bid-review, and Contract/Purchase Order negotiation and placement. Materials were controlled through a 13-week forecast system manually integrated (in house MRP) with the manufacturing plan to maximise cash-flow with reduced work in progress.
Risk was minimised through establishing agreements and improving working practices, policy and procedures. I supported all aspects of the business service contracts, from stationery supplies to capital plant. As a primary contact with suppliers I established Quality Assurance improvements to reduce the total acquisition cost by maximising logistics/shipping, dovetailing insurance policies, IncoTerms. Furthermore, after a study of material usage I worked with the Engineering, Technology, and Software development teams to fundamentally change how certain commodities are procured. This resulted in significantly reduced stock-management (stock reduced by over $1m in 9 months).
To lower costs I defined the execution strategy and tactics for a turnkey approach supply for a selected range of items. All stakeholders were consulted and concluded that the “right first time” was too low due to CAD/Client/Engineering errors. Assurance steps are being driven in the engineering group presently.
Planning Dept. (April ’01 – January ’02, March ’04 – June ’04, October ’04 – January ‘05)
I worked as a Project and Manufacturing Planner almost constantly during my employment at Wellstream, with several dedicated periods. In this role I produced fully resource/cost loaded project plans in p3 and scheduled them during their life-cycles. Project deliverables included the production of WBS, S-Curves, Earned Value reports, man-hour usage (actual & forecast) histograms, revenue forecasting and accrual and Critical Path Analysis. Manufacture planning required organisation of 10+ Projects in line with the JIT procurement practice, revenue targets, and maintaining contractual dates. Schedules include the integration of sub-contractors’ schedules for all bought-in and engineered items. I liaised with general engineering; finite-element/global/local analysts; fabricators; general manufactures and suppliers.
Other tasks have included tender preparation, capacity studies, and cost-benefit analysis. The project size that I have typically managed has ranged between $10-150m USD.
Business Acquisition & Development (April ’03 – March ‘04)
Within the role as a Proposal Co-ordinator I was responsible for orchestrating all aspects of the tender, from cost estimating and tender clarification, to contract negotiation for work generally valued between £3-180m. All functions of the organisation reported to me to enable a successful and compliant proposal. Consequently I have developed strong client management, contractual negotiation skills, taxation, IncoTerm awareness and risk identification. Additionally I often generated the project plans to accompany the tender submissions, most notably for the ChevronTexaco Agbami field worth >$180USD and 18months schedule.
Manufacturing Facility (January – April ‘03)
I experienced the full spectrum of factory working at all organisational levels and all work centres - from working night shift with operators through to working with the Manufacturing Operations Manager. This has given me unique insight and understanding into the culture, power, and politics of a manufacturing facility.
Project Management & Engineering. (Aug ’02 – December ’02)
In this role I aided and shadowed many of the Project Managers assisting in day-to-day project execution and control, including producing procedures and co-ordinating testing arrangements. In addition I appraised the reorganisation and practices of the Projects Group. I instigated a value analysis of an aspect of the Manufacturing Process resulting in an improvement that will save 4% of commodity costs.
I sourced to pre-agreed budgets, specifications and project time-frames, to meet the project deliverables. This included material take-offs from technical drawings, complete tender-cycle including, clarifications, bid-review, and Contract/Purchase Order negotiation and placement. Materials were controlled through a 13-week forecast system manually integrated (in house MRP) with the manufacturing plan to maximise cash-flow with reduced work in progress.
Risk was minimised through establishing agreements and improving working practices, policy and procedures. I supported all aspects of the business service contracts, from stationery supplies to capital plant. As a primary contact with suppliers I established Quality Assurance improvements to reduce the total acquisition cost by maximising logistics/shipping, dovetailing insurance policies, IncoTerms. Furthermore, after a study of material usage I worked with the Engineering, Technology, and Software development teams to fundamentally change how certain commodities are procured. This resulted in significantly reduced stock-management (stock reduced by over $1m in 9 months).
To lower costs I defined the execution strategy and tactics for a turnkey approach supply for a selected range of items. All stakeholders were consulted and concluded that the “right first time” was too low due to CAD/Client/Engineering errors. Assurance steps are being driven in the engineering group presently.
Planning Dept. (April ’01 – January ’02, March ’04 – June ’04, October ’04 – January ‘05)
I worked as a Project and Manufacturing Planner almost constantly during my employment at Wellstream, with several dedicated periods. In this role I produced fully resource/cost loaded project plans in p3 and scheduled them during their life-cycles. Project deliverables included the production of WBS, S-Curves, Earned Value reports, man-hour usage (actual & forecast) histograms, revenue forecasting and accrual and Critical Path Analysis. Manufacture planning required organisation of 10+ Projects in line with the JIT procurement practice, revenue targets, and maintaining contractual dates. Schedules include the integration of sub-contractors’ schedules for all bought-in and engineered items. I liaised with general engineering; finite-element/global/local analysts; fabricators; general manufactures and suppliers.
Other tasks have included tender preparation, capacity studies, and cost-benefit analysis. The project size that I have typically managed has ranged between $10-150m USD.
Business Acquisition & Development (April ’03 – March ‘04)
Within the role as a Proposal Co-ordinator I was responsible for orchestrating all aspects of the tender, from cost estimating and tender clarification, to contract negotiation for work generally valued between £3-180m. All functions of the organisation reported to me to enable a successful and compliant proposal. Consequently I have developed strong client management, contractual negotiation skills, taxation, IncoTerm awareness and risk identification. Additionally I often generated the project plans to accompany the tender submissions, most notably for the ChevronTexaco Agbami field worth >$180USD and 18months schedule.
Manufacturing Facility (January – April ‘03)
I experienced the full spectrum of factory working at all organisational levels and all work centres - from working night shift with operators through to working with the Manufacturing Operations Manager. This has given me unique insight and understanding into the culture, power, and politics of a manufacturing facility.
Project Management & Engineering. (Aug ’02 – December ’02)
In this role I aided and shadowed many of the Project Managers assisting in day-to-day project execution and control, including producing procedures and co-ordinating testing arrangements. In addition I appraised the reorganisation and practices of the Projects Group. I instigated a value analysis of an aspect of the Manufacturing Process resulting in an improvement that will save 4% of commodity costs.