Implemented a packaging procurement program for a major international outsourcing project, within the agrichemical business sector.
Delivered savings on target for $xxM over 5 years.
Developed the business processes (along with the customer) and organizational structure, with clear definitions of roles and job descriptions for the outsourcing organization.
Awarded supplier of the year, based on our first year’s delivery and added value to the client.
Implemented the expansion of the outsourcing project to South Africa and North America using the experience gained during the EMEA start up experience.
Led and trained Failure Mode and Effect Analysis (FMEA), along with Corrective Action and Preventative Action (CAPA) methodologies across the supply base to improve supplier quality.
Facilitated the development of a global pharmaceutical company’s sustainable packaging strategy.
Developed their first carbon footprint for packaging, established targets and reported progress.
Developed the Green Packaging Guide to enable the Company to develop, measure and compare the effectiveness of new and existing packaging designs.Managed a closed loop system to take waste packaging from the Pharmaceutical sector and use it within Consumer Health. This project was on track to assure PET material supply, reduce the Company carbon footprint and save £xxxK within 12 months.
Managed the technology and quality aspects that successfully launched the first Late Pack Customization (LPC) packs produced in Poland and Bulgaria.
This resulted in a lead time reduction from 12 weeks to 2 weeks along with improved patient compliance and quality.
Managed the design and implementation of a new packaging facility within a global pharmaceutical outsourcing company, for a new pharmaceutical product introduction in the Japanese market, with a value of circa $xxxM per annum.
Identified the gaps in the capability of the supply chain, developed plans and implemented these to address the issues prior to launch.
Implemented the successful start-up packaging operation as scheduled and within the £xM budget.
Demonstrated that major change can be achieved successfully within a global pharmaceutical company, through focused facilitation to deliver competitive advantage, by re-engineering the supply chain.
Reduced Product inventory on site by 30% (from £xxM to £xxM) and at the Customer by 50%.
Reduced the lead-time from 12 weeks to less than 2 weeks, by moving from a Push to Pull supply model and De-coupling Manufacturing and Packaging.
Improved equipment utilization, thereby avoiding capital spending of £x.xM