Head of Procurement at Amtico International
- Upton, Merseyside, United Kingdom (Chester, United Kingdom)
- Consumer Goods
Gary Dixon's Overview
- Head of Procurement at Amtico International
- PROCUREMENT CONSULTANT at Argon Consulting
- Interim Head of Procurement at Nuclear Engineering Services Limited (NES)
- Interim Supply Chain Manager at Carillion
- Head of Procurement at Enterprise Plc
- Divisional Procurement Director at Caparo Vehicle Products
- Purchasing Director at Infast Group Plc
- Interim Head of Procurment at The Co-operative Group
- Group Purchasing Director at Infast Group Plc
- Purchasing Manager at Yale
- Commercial Consultant at Self Employed - Overseas Procurement
- Carlett Park College
- Carlett Park College
- Wirral College of Technology
Woodchurch High School
Gary Dixon's Summary
A Senior Procurement and Supply Chain professional with a proven track record of success in a variety of industries and company environments. Functionally experienced at Head of Department / Director level. Have succesfully developed and delivered procurement strategies in client companies (during Interim roles) and in corporate line roles.
Specialties: Procurement Transformation Programmes; Implemententing Strategic Procurement Policies / Processes; Category Management; Capital Procurement; Formal Agreements / Contracts; Supply Chain Development Programmes & Initiatives - including necessary audits / improvement plans; Mentoring & Coaching.
Gary Dixon's Experience
Head of Procurement
Privately Held; 501-1000 employees; Building Materials industry
July 2012 – Present (1 year) Coventry, United Kingdom
Amtico is a market leading manufacturer and distributor of LVT flooring to the Commercial and Residential markets. With manufacturing facilities in UK and USA and Sales Operations in UK, USA, Germany, France, Sweden, UAE, Brazil and China. Amtico was formerly private equity backed and after a successful trade sale in March 2012, the business is now a subsidiary of the USA flooring major, Mannington Mills Inc.
My role at Amtico encompasses responsibility for the management and development of its UK Purchasing function and all Mannington Inc. purchasing requirements outside of the USA. As a result, I am heavily involved in sourcing both products and key raw materials on a Global basis. This has resulted in me travelling to the Far East (China; Japan; Korea and Taiwan) and the USA on a regular basis.
In the short time I have been with Amtico we have formalised our Supply Chain Development process and developed a comprehensive Supplier Requirements Manual that outlines to all key / core suppliers the tools Amtico will be using. As a 'hands-on' member of the Purchasing Team, I also take responsibility for my share of 'key / core' suppliers.
In addition to the above, I am personally responsible for the commercial aspects (i.e. RFP’s through to Contract Negotiation and Contract Award) of the Group’s major capital requirements.
Partnership; 51-200 employees; Management Consulting industry
May 2011 – June 2012 (1 year 2 months) Middle East
For a period of 14 months I worked on various projects in the Middle East initially involved supporting ADMM (Abu Dhabi Motorsports Management) Procurement function with all the major aspects of procurement required to support the 2011 Abu Dhabi Grand Prix (F1).
As a result of its Government ownership, the Corporate Governance and processes adopted by ADMM were akin to those adopted in the Public Sector in the UK.
This 'hands on' role saw me take responsibility for several major categories of spend.
After ADMM, I took on board a consultancy assignment with a Major Utilities Company based in Riyadh supporting their procurement function particularly in the areas of Vendor Prequalification (PQQ) and Vendor Performance Management (VPM).
In addition I was responsible for projects with other clients with Saudi Arabia that included the writing and compiling of procedures; processes and supporting manuals.
Interim Head of Procurement
Nuclear Engineering Services Limited (NES)
November 2010 – May 2011 (7 months) Wolverhampton, United Kingdom
• Develop the NES supply chain processes and procedures which promoted awareness of, and successfully integrated, engineering and quality requirements into all arrangements and orders placed with suppliers.
• Managed the current and future supply chain requirements to support NES’s main customers including Sellafield Limited and Babcock International.
• Developed appropriate supplier arrangements to deliver quality and schedule performance and cost savings.
• Established and developed a Supply Chain Development process that met / exceeded the requirements of NES and all its major clients. This included the design and implementation of a dedicated Supplier Portal.
• Reviewed and assesed the existing NES supply chain resources and identified any skill gaps, development opportunities and training needs.
• In conjunction with Heads of Finance and Manufacturing, integrated supply chain requirements within broader business manufacturing and planning processes.
Interim Supply Chain Manager
Public Company; 10,001+ employees; CLLN.L; Facilities Services industry
January 2010 – May 2010 (5 months) Wolverhampton, United Kingdom
I joined Carillion on a 4 month assignment to provide some interim Category Management support to cover for notice periods of permanent recruits. Categories covered include:
Critical Power – covering all requirements for UPS’s and Generators. Main duties included generating Preferred Supplier Agreements; reducing ‘non-compliant spend; rationalising supply base and providing bid support for Major contracts Carillion are biding for.
Electrical Distributors – like Critical Power covering all general category management duties but also responsible for establishing an online catalogue agreement for agreed ‘basket’ of top 5000 items. Also, responsible for rolling out P Cards as a method of payment.
UBS Project Lead – UBS is a major client to Carillion and issued a 10% Cost Reduction Challenge in January. As Project Lead I co-ordinated the activities of all Category Managers / Lead Buyers to meet the clients demands. Project was completed at the end of March and delivered savings in excess of £200k (circa 11%) on the influencable spend that could be targeted, without compromising Category Plans / Preferred Supplier Agreements.
My contract ended during May 2010 after which I opted to take a summer sabbatical before looking for my next assignment.
Head of Procurement
Privately Held; 10,001+ employees; Facilities Services industry
October 2008 – November 2009 (1 year 2 months) Leyland, Preston
Enterprise is a £1.1billion Group that specialises in contracts that maintain the infrastructure of the UK. Major clients of Enterprise include many Local Governments, MoD, The Highways Agency, National Grid, United Utilities and Severn Trent Water.
I joined Enterprise in November 2008 with a brief that required me to:
Establish a ‘leading edge’ Procurement function that would enable Enterprise to deliver and exceed Client expectations.
Recruit and train a team of Procurement Professionals to help deliver a Transformation Programme that included the use of Category Management tools and techniques.
Introduce streamlined P2P processes including the use of Procurement cards and designing and implementing a Catalogue system / process.
Develop Category Plans that will deliver savings of approximately £12 million in 2009 including establishing Formal Agreements and Service Level Agreements with all Strategic Suppliers. Categories covered to date have included Fuel, Plant Hire, Aggregate Materials, and several areas of Indirect spend including Stationery, Fleet, Mobile Telephones, and PPE.
Divisional Procurement Director
Privately Held; 501-1000 employees; Automotive industry
January 2006 – October 2008 (2 years 10 months) Daralaston, West Midlands
Caparo Vehicle Products is a £300m Division of Caparo Industries (turnover circa £800 million). The main objective of my role included standardising the way in all Divisional companies purchased and managed the supply base. Also, CVP were constantly acquiring companies out of Administration and I acted as part of the due diligence team and took responsibility for many of the post acquisition tasks the businesses required.
One of my assignments included spending 3 days per week as Interim MD of Caparo Vehicle Technologies in Basingstoke – a business that is responsible for the design and manufacture of the latest ‘supercar’ and also composites design projects for major OEM’s such as Honda, Jaguar - Land Rover and Aston Martin.
From a Purchasing viewpoint, I was instrumental in streamlining processes within all CVP Group Companies and setting targets and objectives to the CVP supply base during a number of Supplier Conferences held during the September prior to my departure. I also formed a Divisional Purchasing team which met bi-monthly to help leverage the CVP Group Spend and Supplier Development Processes. Major achievements included:
Developing Caparo’s manufacturing facilities in India and creating market share / demand within the European Market. The main reason for my involvement in this was my knowledge of the Global Fastener market and the manufacturing capabilities of Caparo’s Global competitors.
Establishing professional purchasing departments across CVP Group Companies – including the necessary recruitment and training.
Establishing licensing agreements to enable Caparo to manufacture and sell a broader range of ‘niche products’.
Furthermore, I was heavily involved in implementing the ‘Caparo Xchange’ which is a web based system I developed that allows CVP Companies to generate enquiries and also ‘post’ key supplier data for suppliers to access to view their performance data.
Infast Group Plc
May 2002 – December 2005 (3 years 8 months) Gloucester
I returned to Infast during June 2002 to take up the challenge of professionalising the Industrial Division of the Infast Group in the same way I had the Automotive business when I was Divisional Purchasing Director (see September 1996 – October 2000 below). Amongst other things, whilst holding this role I:
• Totally revamped the company Supply Chain Development Programme to one that became interactive via a dedicated portal within the Infast Group website.
• Increased spend with preferred Global sources by 40% without compromising quality, stock turns or customer service levels.
• Achieved notional cost savings in 2002 and 2003 of £1.8m on a spend of £25m in a climate of spiralling raw material costs. 2004 provided different challenges with the availability of raw material being as key as minimising the effect of increases upward of 50%.
• Took responsibility for driving Group Purchasing Policy – including the integration of Infast USA and the Groups Far East sourcing office in Singapore.
Interim Head of Procurment
Privately Held; 10,001+ employees; Retail industry
2001 – 2002 (1 year) Manchester, United Kingdom
My brief within the Co-op required me to develop purchasing strategies for the Commercial Division of The Co-operative Group. CWS had invested over £10 million on an Oracle computer system. As part of my role I was involved in developing e-procurement practices, Divisional policies / procedures and strategies.
CWS (Commercial Division) had a total spend in excess of £600m on a wide range of goods and services and during my time there we started to introduce some Category Management techniques for their major areas of spend. Given that the two major parts of Commercial Division were Funerals & Travelcare the synergies within main areas of spend were not great.
During my period with CWS, a major project that I was responsible for was to Outsource Utilities and Fuel procurement (CWS had a £45m spend in this area). The proposal saved £2.1m in purchase costs and they also could have reduced headcount by 24. Prior to me leaving CWS, this project was handed over to Property Services for them to implement.
Group Purchasing Director
Infast Group Plc
1996 – 2000 (4 years) Birmingham, United Kingdom
The initial part of my role with Infast included a 9 month secondment to Caradon Plc (parent company at the time) as Group Purchasing Executive. This role involved the auditing / review of Group Companies Procurement processes and making recommendations for improvement using Group Purchasing Best Practice.
Infast (both Distribution and Manufacturing) comprised 8 companies and had a spend in excess of £100 million on a diverse range of products, raw materials (including steel) and services. My role included identifying synergies across the Divisions and developing appropriate strategies for the main areas of spend. In addition, along with the Technical Services Director, I was personally responsible for developing and implementing a Group Supply Chain Development Programme that was recognised by main customers such as Jaguar, Land Rover and JCB as being – leading edge, particularly for the industry sector Infast was in.
Self Employed - Overseas Procurement
1993 – 1995 (2 years) Various including Kuwait; Somalia & Mobile (USA)
Following on from my period in Kuwait during 1990 - 1991 with British Aerospace I embarked upon a period of self-employed consultancy. During this time projects included working in Mogadishu (Somalia) providing contracts for support services (working with the UN).
Gary Dixon's Skills & Expertise
Gary Dixon's Education
Carlett Park College
1995 – 1998
Carlett Park College
HNC, Business Studies
1981 – 1983
Wirral College of Technology
ONC, Business Studies
1979 – 1981
Woodchurch High School
1973 – 1977
Gary Dixon's Additional Information
Cricket is my main passion. I also enjoy swimming; jogging; going to the gym (X trainer mainly); reading and listening to music. My interest in jogging has led me to run in forty seven marathons including New York, London (9 times), Paris, Berlin, Stockholm, Barcelona, Manchester, Florence, Rome, Dublin, Auckland, Edinburgh and Amsterdam. In the process I raised have over £65,000 for charities such as Dreams Come True (caters for the last needs of terminally ill children), Whizz Kidz, Get Kids Going, St Johns Ambulance, Headway and The Multiple Sclerosis Society. I am a Level 2 qualified cricket coach at Upton Cricket Club (Cheshire) whilst still holding down my place in the 1st XI.
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