Paul Marshall MCIPS MITOL

Experience

• 

  Xerox

  Jan 1998 - Nov 2006

  Accountable for £111M product forecasts and £8-11M of InventoryPredict and understand demand forecasts and trends. Enforced balance between inventory levels and revenue achievement. Represented Xerox in discussions with external auditors. Led Supply chain improvement projects Accountable for placing £25M of business and £2.5M Tooling costs.Tender for Module build partners to design and build complex electromechanical assemblies in UK, Eastern Europe and China.Agree design and development contracts. Negotiate tooling costs, non-recurring engineering costs, and unique production tooling costs and units costs. Agree and maintain and ensure adherence to project schedule. Managed design changes. Resolve design and quality issues. Accountable for £100M Spend, £11M inventory, Premium freight budget £0.5M and Rework budget £0.3M Responsible for 9 buyers, 300 suppliers and 2500 parts Suppliers located in Europe, US and Far East. Coach/ train and develop team members. Advise senior management of potential issues through resolution. Ensure continuity of supply to production achieved 100%. Monitor and evaluate supplier performance and resolve issues.

  • Lead Demand Planner/ Supply Chain project leader

    Jan 2004 - Nov 2006

  • Commercial Partner Manager

    Jan 2000 - Jan 2004

  • Commodity Manager

    Jan 1998 - Jan 2000
• 

  Tube Plastics limited

  Jan 2006 - Dec 2008

  Supply chain manager

  Accountable for £6M of purchases and £2.5M of raw material and finished goods inventory. Responsible for ensuring production planning and material supply is managed from a global supply base. Six direct reports with a total of seven staff. Manage purchasing and planning process through use of key performance indicators. Locate and establish relationships with key strategic suppliers. Reporting into Operations Director.• Initiated closure of Chinese factory and outsourcing to 3rd party.• Negotiated deals with freight forwarder saving 20% and improving transit times and information flows.• Saved 20% by outsourcing fastener packs to 3rd party• Changed all wood sourcing to a new source improving quality of product with no increase in cost Show less

• 

  Malvern Panalytical

  Jan 2009 - Nov 2024

  Appointed to act as a trusted advisor across the business to identify improvement areas and resolve complex business problems. Lead the governance of all Continuous improvement activities. Reporting into Global head of SBS (Spectris Business systems). Last 18 months worked directly with the Spectris Group head of SBS on benefits and Learning. Spectris is a global company that provides high-tech instruments, test equipment and software for various industries with a £1.4B turnover.• Designed, developed and systemised multisite continuous improvement initiatives and benefit tracking tools• Implemented and managed the Governance approach for all improvement projects and benefit tracking• Introduced a Spectris group wide learning path approach to lean training using blended learning and certification• Training deployment for Global SAP introduction covering 74 topics through 183 sessions plus E-Learning content, training 9700 people across 5 languages. Managed 4 contractors to develop content.• Benefits of £6m, mix of working capital and profit generation through Demo stock process changes• 49% improvement in First time pass rate in accounts payable team. 0.5 head capacity released• Customer improvement to reduce shipment to install time by 22 days by creating tools to manage the process • Introduced embedded carrier solution into SAP reducing 2 heads, and adding significant extra functionality for quoting and tracking• Reduced account receivable average days due by 15% saving £2.9M working capital using Celonis Show less Led the continuous improvement activities for the operational side of the business. Responsible for 5 manufacturing sites improvement activities. Team of 3 with 3 dotted line reports. Reporting into the VP of Operations.• Introduced a culture of 1 kaizen per month• Implemented visual management with problem solving into production areas• Implemented 5s and problem solving across all areas of manufacturing• Implemented standardised costing approach for all improvement activities• Ran Presidents Kaizen week with 5 simultaneous Kaizen events• Benefits delivered year 1 £1M and year 2 £1.9M• Introduced decontamination unit allowing safe handling of field returned instruments including new processes• Improved spares delivery performance to field by 25% Show less Responsible for £25M worldwide inventory across operations, service and sales. Prime responsibilities to improve the reporting capabilities, material flow and inventory triggering mechanisms. Additional responsibilities for the UK Stores and the management and maintenance of the Malvern facilities 7500sqm. Total staff of 16 with 3 direct reports. Reporting into Global Operations Director.• Multiple facilities projects including new 160sqm building creation, refurbishment of existing buildings, Aircon refit, canopies and parking.• Introduced facilities management company covering cleaning, grounds and site maintenance saving £32k• Introduced decontamination unit to allow safe handling and cleaning of field returned instruments• Reduced inventory by 60% for key electronics supplier maintaining service level by implementing call off contracts• Implemented returnable packaging saving 30% on packaging and transport costs whilst reducing inventory by 20%• Moved from Bi-yearly stocktaking to daily cycle counting improving absolute accuracy by 43% • Introduced SAP Warehouse management and pick by vision saved 1 head reduced picking time by 50%• Introduced Flow line, repetitive manufacturing and barcoding moving from kitting works order to pick faces and kanban to line. Benefits 0.5 heads, 10% inventory reduction and 15% reduction in floor space. Show less Accountable for £24M of material purchases and £3m of inventory. Responsible for ensuring production is maintained through material supply and on time production kitting. Eight direct reports with a total staff of thirteen. Locate and establish relationships with key strategic suppliers. Reporting to the Global Materials manager• Material costs declined in difficult market conditions with legacy Suppliers and products• Introduced and developed a full suite of supply chain management KPIs and tools• Improved Stock take results to 0.2% accuracy by value• Managed 2 site closures and transfer of work to head office location including facility/ warehouse changes to accommodate the stock• Introduced KPIs and supplier orderbooks improving delivery performance by 30%• Introduced supplier rating approach and contracted all the key suppliers Show less

  • Senior Business Excellence Manager

    Sept 2019 - Nov 2024

  • Director Continuous Improvement

    Aug 2017 - Sept 2019

  • Global Inventory Manager

    Dec 2012 - Sept 2017

  • Materials Manager

    Jan 2009 - Dec 2012