HiveRank (2879)

Paul Kelly

Executive Member

Mantra

Systems Activist || Understand why things are || Make a difference || Learn while doing it

In a nutshell

Rethink Operations and Supply Chains by aligning people, process and purpose

Availability

Fully Available in < 1 Month

Location

Bradford | Leeds, United Kingdom

Skills

change management

Mergers & Acquisitions

operations management

Organisational Development

Post Merger Integrations

Procurement

Service Operations

sourcing

strategy

supplier management

supply chain

systems thinking

TOM (Target Operating Model)

HM Expert since

Thursday October 04, 2018

About

I help senior teams rethink their operations and supply chains by applying systems thinking concepts and ideas.

This usually involves addressing complex, x-functional or x-organisational issues. Then helping to get their ambitious change programmes moving.

I do this by helping my clients to:
– explore their situation & its wider context from different perspectives
– think about how the different elements of people, process & purpose interact with each other
– redesign or refine their operating model
– take action

I know about; Supply Chain Management, Reverse Logistics (and Aftersales Service), Sourcing, Procurement, Operations and Service Operations.

I have experience of working in; Telecommunications, IT, Manufacturing, Retail, Logistics, Professional Services and Finance organisations.

I have worked with multi-cultural teams in the implementation of change, often in challenging situations such as Mergers and Acquisitions and Post-Merger Integrations.

Current role details

Organisational Consultant
Adluceo Consulting Ltd

Paul's STAR Stories

Optimising Procurement's Target Operating Model (Reveal More OR View Full Page)
Situation

Following the announcement of a proposed merger of 2 major mobile network operators in Germany, a Post-Merger Integration team was formed. The challenges faced were:

– Fundamental differences in the way that products were purchased
– Teams & strategy needed to be integrated & an approach aligned with corporate goals
– A desire to realise savings balanced with concerns over the impact on the teams, sales & commercial relationships
– Cultural differences & a highly politicised environment

Task

To work with each of the Supply Chain teams to develop a post-merger integration plan that delivered incremental value:

– To ensure operational stability
– To facilitate the teams in the integration process & discussions
– To help define a Target Operating Model that was desire-able & feasible

Action

– Worked with the various teams to analyse their buying processes and the cost prices negotiated
– Developed simple models to illustrate the buying systems & facilitated discussions that uncovered their underlying assumptions & beliefs
– Co-created design principles that integrated the best aspects of each system to develop a hybrid approach
– Developed an implementation plan to deliver the new Operating Model

Results

A hybrid approach was developed along with an integration plan that satisfied all stakeholders and ensured that combined capabilities were utilised in a way that delivered better value in purchasing. Key results included:

– Optimisation of Procurement’s Target Operating Model (best aspects of both combined)
– Introduced innovative capabilities to improve competitive advantage
– Maintained the reputation, relationships, & confidence with the business
– Aligned business requirements with budget & cost-saving expectations
– Global objectives achieved / local flexibility retained

Developing a Sourcing Strategy for Reverse Logistics to improve relationships,... (Reveal More OR View Full Page)
Situation

A Supply Chain faced a number of issues with its Reverse Logistics including:

– Poor relationships with its suppliers

– Poor financial performance

– Poor relationships with Sales and Service

– A large number of complaints related to the repair services provided

– Service levels below its key competitors

Task

– Improve commercial awareness across the business of Reverse Logistics (returns and repairs)

– Identify cost and quality improvements through the development, and the delivery of a new sourcing strategy

– Find and engage with new suppliers

– Manage the progamme of change with internal functions and suppliers

Action

Used a combination of systems concepts and ideas to help internal stakeholders better understand the world of Reverse Logistics (Returns and Repairs) and used systems thinking methods to identify desirable and feasible changes, design and implement a new operating model. Specifically:

– Reviewed current market and industry dynamics

– Stabilised the existing operation and supplier relationships

– Renegotiated contracts

– Developed a new sourcing strategy based on a multi-sourcing approach

– Redesigned services (repair, return, refurbishment, recycle and disposal)

– Introduced new suppliers

– Transitioned the operation to the new operating model

Results

The programme delivered:-

– Improved relationships with suppliers

– Cost savings through renegotiated contracts and a x-functional focus on returns and repairs avoidance

– Reduced risk of exposure to a limited supplier base

– Better alignment between the Business Strategy, Operations, and Suppliers

Post Merger Integration - Consolidating Procurement and Supply Chain (Reveal More OR View Full Page)
Situation

Following the announcement of a proposed merger of 2 mobile network operators in Germany, a Post-Merger Integration team was formed. Challenges faced included:

– Fundamental differences in the way that products were purchased
– Supply Chains that shared common suppliers including 3rd Party Logistics but with differing contracts, sites and ethos
– A desire to realise savings balanced with concerns over the impact on the teams, sales and commercial relationships
– Cultural differences and a highly politicised environment

Task

To work with the Procurement and Supply Chain Teams* from each of the organisations to develop a Post-Merger Integration Plan:

– Ensure the Plan minimised business disruption
– Facilitate the teams through the Merger and Integration Process
– Define a Target Operating Model that was viable, desirable and feasible

* Teams involved Global, In-Country, Sales, Marketing, Legal and Finance

Action

 

  • Defined and then led the Post Merger Integration Planning Process with the various teams under restrictive pre-merger ways of working including EU legal and regulatory frameworks, clean rooms, etc.
  • Analysed Supply Chain Operations, Capabilities Contracts and Processes
  • Developed new Supply Chain Interim and Target Models
  • Analysed buying processes and the cost prices negotiated
  • Developed simple models to illustrate the buying systems & facilitated discussions that uncovered their underlying assumptions & beliefs
  • Co-created design principles that integrated the best aspects of each system to develop a hybrid approach
  • Worked with the common suppliers to agree on a roadmap for contract renegotiations
  • Developed an Implementation Plan to deliver the new Operating Model for Procurement and Supply Chain Activities
Results

An Integration Plan that satisfied all Stakeholders and ensured that the combined capabilities and cultures were utilised in a way that delivered better value in Procurement and Supply Chain Management. Key results included:

  • Optimisation of Procurement’s Target Operating Model (a hybrid model that reconciled the fundamental differences identified)
  • A consolidated Supply Chain and Operations with Cost Savings realised
  • Retained required capabilities to support different Channels and Customer Segments
  • Maintained the reputation with, & confidence of, the business and across the Supply Chain
  • Aligned delivery of the new Operating Model with the Cost-Saving expectations set out in the Post Merger Integration Strategy
  • Corporate objectives achieved whilst appropriate local flexibility retained
Optimising Internal Service Provision for a Professional Services Organisations (Reveal More OR View Full Page)
Situation

The Director responsible for the provision of internal services was tasked with streamlining and standardising the services provided to the fee earning Lawyers in a large London based Law Firm. These services included IT, Document Management, Printing and Secretarial Services.

Secretarial Services and the associated Legal Secretaries who traditionally reported to Lawyers and Partners represented a significant challenge. Diverse ways of working were tolerated and long-term relationships had evolved. Resistance to standardising and formally changing line management was high; both the Secretaries and their respective Partners and Lawyers each fearing a loss of autonomy.

An approach was required to:-
> Demonstrate the issues with the current model
> Deliver a more centralised structure whilst alleviating stakeholders fears
> Engage with key decision-makers to persuade them that this was the right course of action

Task

In consultation with the client, an approach was agreed that required the consultant team to:-
> Design a change process that addressed roles, responsibilities, capabilities, and process changes
> Project manage as-is analysis, to-be design and the decision-making process
> Support the Infrastructure Director with stakeholder management

Action
The client engagement involved:-
> Developing a Stakeholder Management Strategy
> Interviewing Lawyers, Secretaries and other stakeholders
> Developing simple models of the ‘as-is’ situation
> Collating time-based analysis to demonstrate the main activities, value-add & inconsistencies
> Developing simple models to show ‘to-be’ options
> Defining changes required to process, role descriptions, interactions between other functions
> Collating and analysing the data required to support staffing estimates
> Developing the Implementation Plan
> Describing the Business Case
Results
The Proposed Target Operating Model was agreed with the client, presented to the board and approved. The client was able to implement changes with minimal resistance & their credibility enhanced.
The changes resulted in:-
> A more streamlined model for service delivery (10% saving in employee costs)
> Improved collaboration between the Secretaries and other support functions such as Document Production
> A signal of the cultural changes being made across a diverse Legal Practice to harmonise around a single brand

Roles & Results

Financial Services - Consultant (Show / Hide Details)

Requirements / Actions
Support newly appointed COO in engaging with the senior leadership team to: Define a new Target Operating model / Establish a cultural change programme
Delivery and Achievements
Collaborative approach resulted in: An optimised Target Operating Model implemented / Cost savings realised / A new positive identify

Nursing Service for NHS service provider - Consultant (Show / Hide Details)

Requirements / Actions
Diagnose issues preventing the effective capacity management / Develop a new Target Operating Model for service delivery / Shape and initiate the Change Programme
Delivery and Achievements
Developed a Capacity Planning Tool / Implemented changes to service delivery (including new contact centre capability) / Optimised Target Operating Model to support future growth

Telefonica - Head of Reverse Logistics (Show / Hide Details)

Requirements / Actions
Design and implement a Change Programme across commercial, operations, sales and service functions (including outsourced services)
Delivery and Achievements
Reduced total costs by 15% / Improved customer service / Policy, process & IT changes made / New governance model implemented

Services Paul Manages

Service Icon Supply Chain Organisation Optimisation (Reveal More OR View Full Page)
Summary

Review and Redesign the E2E Supply Chain Operating Model From Procurement to Supplier Management

Services Paul Delivers

Category and Contract Optimisation and Organisational Review (Reveal More OR View Full Page)
Summary

In depth review of the Spend Categories, Contracts and Organisation against worldclass benchmarks to provide recommendations to optimise, align end to end and deliver greater value to the business

Service Icon HiveExec For Effective Sourcing Strategy & Delivery (Reveal More OR View Full Page)
Summary

For anyone responsible for sourcing at a strategic level, this on-demand service focuses on providing customised, flexible access to procurement expertise for continuous improvement of an organisations procurement capability.

Service Icon Supply Chain Organisation Optimisation (Reveal More OR View Full Page)
Summary

Review and Redesign the E2E Supply Chain Operating Model From Procurement to Supplier Management

Scaling customer sucess in your organization through highly enhanced service... (Reveal More OR View Full Page)
Summary

Define and establish strategy and organizational basis to ensure a consistent end-to-end customer service experience and value delivered by your external partners network.

Service Icon The Effective Sourcing Accelerator (Reveal More OR View Full Page)
Summary

An an easy to engage, data driven approach to help organisations self-diagnose systemic and tactical opportunities to enhance their approach to Strategic Sourcing. Ensures that incremental improvements are aligned to business value with clear business case justification for changes. HiveMind utilises a collaborative, structured approach in the delivery of the Diagnostic, with rapid reflection and challenge across six perspectives of highly effective sourcing organisations.

Optimising M&As through Business Design (Reveal More OR View Full Page)
Summary

Achieving successful Mergers, Acquisitions and Divestments through operating model and supply chain design

Industry Experience

Transport and Logistics

Technology

Telecommunications

Retail and Consumer

Manufacturing

Financial Services

Healthcare

Engineering and Construction

Regional Experience

Europe