Kev Hobman

Experience

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  Orange

  Aug 1999 - Sept 2003

  Reverse Logistics Manager

  •SME for Excel/Access/Business Objects.•Enforced rigorous data integrity within Network Planning.•Used data from various sources to ensured the region delivered a prioritised 2G and 3G network in line with agreed company plan and managed the release of associated rollout sites and upgrades.•Ensured regional workflow was tracked and completed within agreed SLAs.•Ensured functions within Infrastructure Expansion were brought closer together through cross functional working and supporting cross functional forums.•Managed, developed and motivated team of three to achieve personal and departmental objectives. Show less

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  Nokia Siemens Networks (previously Orange Personal Communication Services)

  Oct 2003 - Sept 2012

  Project Support/Data Analyst (Logistics)

  •Provided data management and reporting support to the Logistics Department. SME for Excel/Access/Business Objects/IMS/VBA.•Logistics lead for all projects requiring network equipment within the Everything Everywhere account.•Developed, maintained and delivered targets for; recovered assets inventory levels, customer service levels and obsolescence levels. Reported on performance against targets. Ensured SAP data integrity is maximised in support of departmental objectives. Ensured the timely write off and disposal of equipment consistent with policy and WEEE regulations.•Set refurbishment cost drivers and budget assumptions for equipment in support of annual budget forecasting. Managed the refurbishment expenditure within the £1.2m budget.•Established an in house test and refurbishment centre to revalidate assets prior to redeployment.•Ensured that appropriate service contracts were in place to deliver a high quality flow of refurbished equipment consistent with agreed redeployment strategies. Ensured the compliance of appointed contractors to agreed terms.•Developed effective relationships with various internal and external stakeholders to ensure the ongoing development and implementation of redeployment strategies to drive optimised use of recovered assets.•Operationally managed a £3m warehouse and logistics contract.•Developed and documented all supply chain business processes.•Managed, developed and motivated team of four to achieve personal and departmental objectives. Show less

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  Mobile Broadband Network Ltd

  Jan 2013 - Mar 2014

  Logistics Lead

  • Led the Spare Parts Management work stream on behalf of MBNL throughout Transition of the wider RAN operational services.• Coordinated and managed SMEs to ensure timely completion of work stream tasks and ensured the timely delivery of activities and tasks.• Acted as the primary point of day to day operational liaison with all parties involved in Transition of the Spare Parts Management work stream.• Liaised with MBNL SMEs and shareholder SMEs to ratify changes arising from the transition to an updated suite of services.• Liaised with the Managed Service Provider SMEs and delivery agents to ensure that activities are completed to an agreed quality standard and within the agreed timescales.• Acted as the initial point of escalation within the MBNL Transition team for all matters concerning the work stream, escalating issues where appropriate in a timely manner.• Assisted in the subsequent delivery of associated activities across other work packages that either directly or indirectly change or impact the work stream. Show less

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  C & J Clarks International Ltd

  Mar 2014 - Jul 2015

  Project Manager - Materials Optimisation

  • Project managed the introduction of a new way of working to optimise the leather consumed by C&J Clarks (approximately 138m square feet per annum costing £260m). Activities included; writing a charter, governance, creating a team, managing stakeholders, RAID log, reporting, writing communications/change plans.• Project managed the recovery of a Costing Database that had been delivered into BAU via a 3rd party with major issues.• Standardised a global shoe specification template which enabled earlier visibility of which materials are used in which shoes. This enabled non value-add leather components to be removed before final specification sign off and the associated costs reduced.• Developed and maintained a high level dashboard which described leather complexity over time as well as the compliance of product teams to agreed processes.• Negotiated and introduced a 10% reduction target for the number of leathers developed into shoes for each season.• Realised £250k benefit by substituting alternative leathers for one season (£500k per annum). Show less

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  C. & J. CLARK INTERNATIONAL LIMITED

  Sept 2015 - now

  • Sales & Operations Development Manager

    Mar 2017 - now

  • Logistics Planning Manager

    Sept 2015 - Mar 2017