Tom Rossiter

Board-level international operations & supply chain leader in multi-site manufacturing, transport & infrastructure, automotive and FMCG sectors with ROI 16:1 in lean-driven global transformation integration and major-projects. In essence I build or fix multi-site value-streams from sourcing, shipping and materials management through manufacturing / engineering, global distribution and spares. I have been a career interim for fifteen years working at strategic and operational levels saving clients £430m/yr.

£1bn t/o brand-leading high-speed international rail operator had a mid-life refurbishment of half the fleet suffer catastrophic and complex supplier failure requiring a supply chain specialist with broad operations leadership. Thereafter whilst tripling the number of part-references, transformed warehouse operations & internal material flows whilst launching and integrating a £1.4bn new-fleet supply chain worth £20m/yr in spares.

$70m t/o market-leading family business of water-jet-propulsion systems for military, workboat, passenger and pleasure craft. Highly volatile global demand, high mix, low volume vertically integrated with significant IP, a NZ production site, three international offices and independent distributor network; required stabilised planning, an integrated supply chain strategy for materials to NZ, strategic inventory locations and spares provision via new global distribution centres.

Specialist coatings & assemblies firm supplying the automotive and manufacturing sectors with high and low volume protective, hi-finish and polished assemblies seeking project recovery, supply chain and operational efficiencies. Focused on total cost and fast flexible flow utilising lean tools.

Required highly experienced purchasing professional to control the relaunch project budget, install modern purchasing & logistics processes. Key activities: - •Controlled £300m spend across materials, asset refurbishment and 800 contractors •Developed management tools, expediting processes, and controlling structures to reduce waste •Developed purchasing team with strong focus on cost control and competition •Built logistics & expediting systems to ensure control of key timing activities

European DIY Group with inefficient supply-side processes shipping DIY products from Asia to European stores required detailed mapping of all supply-side processes to improve own-brand supply chain effectiveness. Key achievements: - - Mapped all transport, shipping, storage, distribution-centre processes - Mapped all documentation flows, product flows, capacity bottlenecks, duplications, resource wastage - Applied modern quality processes - Provided practical solutions & recommendations

The Client required support to integrate 2 new firms into the group; Developed project plans for safety stocks, production transfers, collection services, supplier reductions; Drove lean operations across the current site to improve Capacity, Inventory & controls, Space, Scrap, Warehouse space utilisation; Reduced intra-site complexity, improved bottlenecks with current suppliers, removed re-work operations, improved customer quality & delivery, drove financial turnaround.

Set-up an internet-linked marketing business with centralised service centre using kiosks in Asda Supermarkets Developed strong “customer driven” service delivery processes to support consumers Developed & implemented investment & business plans for VCs and corporate finance specialists Screened and selected service providers for internet-linked kiosks, IT & IS services, data management, software development, marketing, and various home-related consumer and office services

Lean Manufacturing Ops., & EMEA Supply Chain Director focused on lean operations extended into the supply base, reorganisation, modernisation & consolidation of manufacturing operations in Slovakia, reorganisation and integration of EMEA supply chain & procurement ops..

Build a global purchasing team focused on commodity strategies, low cost sourcing, total delivered cost. Support closure of four factories and transfers to Russia. Develop supply base to support 6 new projects. Implement "lean" in the supply base, restructuring and consolidating the global supply base into manageable tiers, outsourcing appropriate materials.

Launched JV manufacturing facilities in 2 countries, 4 new automotive products, sourced global supply base with all supply chain and logistics processes, MRP and systems. Defined & implemented Low Cost Sourcing, Supply Chain & Supplier Quality Strategies, removed re-work operations. Defined & implemented Lean Procurement programme that included 6-Sigma tools in Quality and bottleneck operations.

Build a national procurement team, reduce "rogue" purchasing, build centralised supply base, develop supply agreements and supply routes to reduce cost. Define road-map of progress for next two years.

Extensive restructuring of supply-side processes & internal material flows; stabilising of material supply, implementation of controls on MRP and material planning operations, reorganisation of purchasing teams, supply base and ordering systems. Significant reduction of inventory.

Reorganised Purchasing, Supply Chain & manufacturing operations. Implemented financial turnaround with structured cost reduction process, Employed Toyota-trained Manufacturing Engineers, introduced lean manufacturing across the supply chain, Reduced inventories. Reinstalled MRP, improved customer deliveries 88% to 97%. Restructured supply base, outsourced non-core processes

Automotive buyer responsible for £280m of machined components, castings, supplier consolidation, NPD, cost reduction, promoted to senior buyer responsible for £345m & supplier quality of major units of gearboxes & engines. Supply manager running £600m supply to South America, sourcing and trouble-shooting

Economics, International Commerce & Trade, Marketing, Globalisation, IT & IS, Business Tools & Statistics, Financial & Management Accounts, Management Theories