Seven HR

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One of the UK’s largest financial products providers were looking for an innovative and creative cost effective solution. This was required to alleviate office space constraints by introducing a variety of flexible and home working practices

Managed a working party to investigate home working & flexible working. Recommendations presented covering all apparent benefits and drawbacks (including cost benefit analysis).

It was decided to move premises and merge two offices into one including some flexible and home working practices. Full consultation and communication exercise was utilized to implement the plan to ensure that it fulfilled current, plus future, business and individual staff needs.

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Real Leaders Ltd was looking to create authentic leaders for the future from emerging talent within business, sport, community, government & society arenas. We needed to get a concept off the ground and build this into a viable business venture.

Project plans and concepts were built through liaisons with a wide variety of businesses, leadership guru’s and personal coaches and the Real Leaders founder to create a 2 year programme. Local and global initiatives together with ongoing business coaching, mentoring and action learning sets were organised for the heart of the programme.

360 degree evaluation was created to frame the programme and link into achievements gained personally and professionally throughout the 2 year journey.

Financial services organisation wanted a culture change programme to create an environment of excellence with regard to customer service. The programme covered all staff at all levels to set the business apart from its competitors and pay back quantitatively and qualitatively.

Investment was made in leading edge psychological and business grounded customer service seminars. Internal coaches were trained. The consultant embedded the learning into the culture; leading and supporting the coaches, Marketing & P.R. teams were involved in this initiative.

Coaching the coaches including setting goals and measurements, ensuring senior management continued to be committed and supportive and creating an embedded customer services culture using marketing tools. Learning was linked and entwined into HR policy and practice and with the company values to further embed and entrench.

£10bn Multinational distributor and retailer of building products- UK and Ireland supply chain strategy
The company was suffering competitive disadvantage due to high costs in its supply chain and erratic service levels. Led a joint (consultant and client) team to develop a “Greenfield” strategy covering warehousing, transport, planning, store operations and inventory management.

The new strategy involves a rationalisation of warehouse from some 30 in the UK to 4, a reduction in stock of 25 % and an overall reduction in logistics operating costs of 15%. Implementation of the new structure and operating practices has begun and will continue until 2007.

Global Packaging Company - global “ISP” programme to re-energise all supply chain processes and implement new systems

A major change programme to revitalise the company's supply chain and financial processes, and to underpin these with SAP systems. As well as a comprehensive reengineering component the company wished to explore the possibility of e-business links with customers using vendor-managed inventory processes.

This was a very large engagement (c$500m fees) lasting some 6 years. A central role was to lead the business stream which was responsible for designing the new processes and ensuring the SAP technical stream properly reflected business needs.

Global pharmaceutical and consumer products company - the Demand Management programme

The client is a multinational $17bn company operating in the pharmaceutical, consumer products and medical devices sectors. Following a period of growth, partly through merger and acquisition the company wished to streamline its supply chain processes, and to present a single face to the customer. The new processes were to be underpinned by new systems, primarily based on SAP but also incorporating i2 technologies and Manugistics products.

The work lasted four years and included a period of designing in Princeton followed by a roll out implementation programme covering: Greensborough NC, Syracuse NY, Swords Ireland, Deeside UK, Latina Italy, Paris and Toulouse France, and San Juan Puerto Rico.

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A £2billion FTSE 100 company in the Food and hospitality sector with over 1200 outlets serving seven brands operating throughout the UK

Against the background of fierce competition and falling market share the company wished to re-assess its entire logistics and supply chain operations with a view to reducing cost and improving service levels.

The scope included an investigation of the case for outsourcing followed by the development of optimised logistics operations for each brand.