Mick Noble

Further to an organisational restructure I was promoted to the role of Head of Purchasing & Supply Chain, Europe, responsible for an annual spend of $353m (Direct Spend = $268m), across 66 sites located in 15 countries across Europe. The main objectives of this role is to provide global leadership in formulating and delivering strategic (end-to-end) sourcing of goods and services for Harsco Metals to drive down costs and make significant savings through continuously improving supplier identification, negotiations and process control.

In this role I had two lines of report. One is was directly in to the Vice President for NEMEA region and the other was directly into the Group (Harsco Metals) Director of Engineering where I had responsibility for Global group purchasing projects. Within the NEMEA region I had responsibility for all Purchasing and Inventory Management throughout the region consisting of 22 sites across 9 countries. I directly influence an annual spend of £180m +.

The main objective of this role was to work with large international customers (i.e. PZ Cussons, JCB, Tower Automotive, Reckitt Benckiser, Mercer, Principality, Kone, Black & Decker, Hertz, British Nuclear Group, Sealed Air, Hampson Industries, Caterpillar Europe) to reduce the costs of externally purchased goods and services by deploying a unique combination of specialist procurement expertise, advanced eProcurement technology and up to date market information.

Responsible to the Strategic Procurement Director for 5 Commodity Groups over 7 multi-national SBU’s. With an annual spend in the region of £87 million with functional responsibility for 3 Procurement Engineers. Through comprehensive evaluation reduced the supplier base by commodity to establish a core group of high performing and cost competitive strategic suppliers. Planed, organised and executed Request for Proposal (RFP) processes encompassing UMECO and Customer requirements (i.e.: Rolls Royce, Goodrich and other OEM Aerospace organisations). The Strategy of which was to consolidate volumes to gain greater market leverage, whilst minimising risk and developing added value activities and reducing total acquisition cost. Communicated and co-ordinated the commodity procurement strategy within the SBU’s

Responsible to Managing Director for supply chain management across multi sites. Annual spend in the region of £45 million with functional responsibility for 62 staff, with 15 direct reports spread over 3 sites UK wide. Implemented Supply Chain function within the organisation. Developed and implemented Processes and Procedures at all levels of the Supply Chain. Developed Strategic plans to ensure long term growth with key customers underpinned with SLA’s and KPI’s. Customer focused with regular interaction both formal and informal at all levels from large Blue Chip organisations to small privately owned businesses. Achieved savings in the region of £1.8 million per annum by working with customers to remove costs through Supply Chain initiatives. Implemented stock reduction initiatives within both raw materials and finished goods achieving an expected annual saving in the region of £1.2 million. Established & monitored long term best practise methods. Improved OTIF levels by 37% (from 55% to 92%. Ensured continuous logistics support and systems were developed. Managed and developed local IT services, Customer Services, Production Planning, Warehousing, Stock Control and Logistics/Transport. Developed and implemented enhanced Customer Relationship Management (CRM) systems with a projected annual saving of £460k through the reduction by 50% of Customer Complaints. Ensured full customer satisfaction, whilst maintaining company profitability

Responsible to Operations Director for procurement & supply chain management. Appointed to manage annual spend of £25m + with functional responsible for 35 staff across 13 UK sites and 3 overseas (Bosnia, Kosovo & Afghanistan). Planned and implemented no notice projects such as the British Military compound construction support contract in Kabul, Afghanistan, 75 tonnes of freight from 19 suppliers at a cost of £800,000 ordered and shipped within 5 days. Managed all logistics and transport movements from the UK to overseas contracts. Achieved cost reductions on transport costs in the region of £260k. Sourced, purchased and implemented a new Procurement IT system over 8 UK sites. Established & monitored long term supply contracts for common use items. Supported staff located at home & abroad on Facilities Management contracts. Provided specialist advice on business improvement projects. Supported and consulted business development on the preparation of new contracts/bids, this also included presentations to the customer at both department/unit/station and MoD level. Attended contract review meetings with the customer, thus ensuring full customer satisfaction, whilst maintaining company profitability

Further to an organisational restructure I was promoted to the role of Head of Purchasing & Supply Chain, Europe, responsible for an annual spend of $353m (Direct Spend = $268m), across 66 sites located in 15 countries across Europe. The main objectives of this role is to provide global leadership in formulating and delivering strategic (end-to-end) sourcing of goods and services for Harsco Metals to drive down costs and make significant savings through continuously improving supplier identification, negotiations and process control.

In this role I had two lines of report. One is was directly in to the Vice President for NEMEA region and the other was directly into the Group (Harsco Metals) Director of Engineering where I had responsibility for Global group purchasing projects. Within the NEMEA region I had responsibility for all Purchasing and Inventory Management throughout the region consisting of 22 sites across 9 countries. I directly influence an annual spend of £180m +.

The main objective of this role was to work with large international customers (i.e. PZ Cussons, JCB, Tower Automotive, Reckitt Benckiser, Mercer, Principality, Kone, Black & Decker, Hertz, British Nuclear Group, Sealed Air, Hampson Industries, Caterpillar Europe) to reduce the costs of externally purchased goods and services by deploying a unique combination of specialist procurement expertise, advanced eProcurement technology and up to date market information.

Responsible to the Strategic Procurement Director for 5 Commodity Groups over 7 multi-national SBU’s. With an annual spend in the region of £87 million with functional responsibility for 3 Procurement Engineers. Through comprehensive evaluation reduced the supplier base by commodity to establish a core group of high performing and cost competitive strategic suppliers. Planed, organised and executed Request for Proposal (RFP) processes encompassing UMECO and Customer requirements (i.e.: Rolls Royce, Goodrich and other OEM Aerospace organisations). The Strategy of which was to consolidate volumes to gain greater market leverage, whilst minimising risk and developing added value activities and reducing total acquisition cost. Communicated and co-ordinated the commodity procurement strategy within the SBU’s

Responsible to Managing Director for supply chain management across multi sites. Annual spend in the region of £45 million with functional responsibility for 62 staff, with 15 direct reports spread over 3 sites UK wide. Implemented Supply Chain function within the organisation. Developed and implemented Processes and Procedures at all levels of the Supply Chain. Developed Strategic plans to ensure long term growth with key customers underpinned with SLA’s and KPI’s. Customer focused with regular interaction both formal and informal at all levels from large Blue Chip organisations to small privately owned businesses. Achieved savings in the region of £1.8 million per annum by working with customers to remove costs through Supply Chain initiatives. Implemented stock reduction initiatives within both raw materials and finished goods achieving an expected annual saving in the region of £1.2 million. Established & monitored long term best practise methods. Improved OTIF levels by 37% (from 55% to 92%. Ensured continuous logistics support and systems were developed. Managed and developed local IT services, Customer Services, Production Planning, Warehousing, Stock Control and Logistics/Transport. Developed and implemented enhanced Customer Relationship Management (CRM) systems with a projected annual saving of £460k through the reduction by 50% of Customer Complaints. Ensured full customer satisfaction, whilst maintaining company profitability

Responsible to Operations Director for procurement & supply chain management. Appointed to manage annual spend of £25m + with functional responsible for 35 staff across 13 UK sites and 3 overseas (Bosnia, Kosovo & Afghanistan). Planned and implemented no notice projects such as the British Military compound construction support contract in Kabul, Afghanistan, 75 tonnes of freight from 19 suppliers at a cost of £800,000 ordered and shipped within 5 days. Managed all logistics and transport movements from the UK to overseas contracts. Achieved cost reductions on transport costs in the region of £260k. Sourced, purchased and implemented a new Procurement IT system over 8 UK sites. Established & monitored long term supply contracts for common use items. Supported staff located at home & abroad on Facilities Management contracts. Provided specialist advice on business improvement projects. Supported and consulted business development on the preparation of new contracts/bids, this also included presentations to the customer at both department/unit/station and MoD level. Attended contract review meetings with the customer, thus ensuring full customer satisfaction, whilst maintaining company profitability