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Matthew Biggs: Training

The document is a resume for Matthew Biggs that outlines his experience in operations and logistics management across several industries. It summarizes his skills and qualifications, including leadership experience managing teams of 20-90 employees. It also lists his training and career history in roles such as Operations Manager and Inventory Manager, where he improved metrics like on-time delivery and backorder rates. The resume demonstrates Mr. Biggs' extensive experience achieving operational efficiencies through continuous improvement initiatives.

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Matthew Biggs
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77 views

Matthew Biggs: Training

The document is a resume for Matthew Biggs that outlines his experience in operations and logistics management across several industries. It summarizes his skills and qualifications, including leadership experience managing teams of 20-90 employees. It also lists his training and career history in roles such as Operations Manager and Inventory Manager, where he improved metrics like on-time delivery and backorder rates. The resume demonstrates Mr. Biggs' extensive experience achieving operational efficiencies through continuous improvement initiatives.

Uploaded by

Matthew Biggs
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Matthew Biggs

Swindon
[email protected]
07467148790

A successful self-starting professional, highly experienced within Operations and Logistics in laser printing,
static control, electrical wire harness & mobile telecoms sectors. Excellent communication skills;
hardworking and resourceful; capable of working under pressure. Seeking a challenging new opportunity.

TRAINING

 6 Sigma
 Total Cycle Time Reduction
 Using Continues Improvement Tools
 Interpersonal Skills
 MRP II
 Material Awareness
 Lean Manufacturing
 Digital 6 Sigma
 Successful Negotiation
 Conflict resolution
 FEMA process
 Advanced Excel user

KEY SKILLS

Leadership

 Leading cross functional departmental of between 20 - 90 employees


 Daily, weekly and monthly KPI pulse point reporting to SLT
 Negotiation / conflict resolution
 Excellent interpersonal and communication skills
 Identifying employee key skills and aligning to best fit to enhance team effectiveness
 Organising short- and long-term goals for team members to ensure all targets and deadlines are meet

Manufacturing

 Lean Manufacturing / Continuous improvement tools


 Implementing H&S policies and procedures
 Improving Safety, Quality and Productivity results
 Capacity planning
 Understanding of engineering drawings
 Introducing technology to improve and measure productivity
 Setting training plans to ensure progression of production staff key skill levels

Supply Chain Management

 Agreeing service levels and setting inventory policies


 Control of stock levels within worldwide distribution centres to comply with agreed stock policies
 Perpetual cycle counting implementation and stores reconstructing for fast pick
 Demand forecasting
 Project managing opening of new offsite warehouses
 Arranging third party drop shipments
 Negotiating rates
 POS consignment stock project setting process
 Setting up of Kan-Ban system controlling Min/ Max levels

CAREER HISTORY

Operations Manager June 2018 – Feb 2020


Westwire Harnessing Ltd

 Managing an operations team of 20 staff including manufacturing, stores and admin


 Looking after health and safety for all staff.
 Implementing improvements including fire warden training, first aid training and statuary legal
requirements for both the office and production area
 Working to AS 900 and ISO 9001 to ensure that quality product reaches the customer
 Introducing new procedures to measure quality issues and improve understating of operator errors
and cost impact to contracts
 Implemented employee annual appraisals including safety, quality, time and attendance and work
performance with the view to impact of likely pay rewards or action plans for improvements
 Ensuring training plans are in place with operators where repeated mistakes are recorded
 Implementing an apprentice programme for technical operators
 Working with McLaren F1 team to develop and implement work procedures to comply with F1 rules
and regulations
 Implementing a new manufacturing schedule and improving existing reporting tools
 Working with the sales team to improve communication to customers on backorder /technical issues.
 Maintaining KPI’s for OTD to customers within agreed lead-times on order acknowledgements.
 Develop new automatic reporting within Sage Accounts with the software developer to improve and
introduce reports on dead & excess material and perpetual cycle counting

UK Inventory Manager April 2008 – June 2018


Static Control Components Ltd

 Supervising local team of 3 staff in UK and 2 overseas staff


 Working with worldwide vendors to ensure on time delivery on 11,000 selling SKU’s and stock
value of £7 million pounds
 Responsible for monthly demand forecasting for 6 warehouses worldwide over for a 24-month
period using a 4-month calenderisation
 Working with sales on monthly forecast exceptions to smooth trends and increasing where new
business has been won
 Working in a variable market to achieve KPI of 25% absolute variance on A & B class items
 Working with SLT and local management and 3PW to set inventory policies
 Setting up DRP between warehousing. Training of local planning staff
 Continual forecasting and inventory meetings with local sales management to understand forecasting
and inventory issues to improve backorder levels
 Implementing new POS consignment stock policy and understanding vendor requirements for
successful implementation
 Maintaining KPI on backorders of 1.75% of sales across all warehouses
 Maintaining required lead-times for stock ordering.
 Maintaining accurate reporting of consignment stock
 Ensuring maximum of 2-day stock to maximise cost savings
 Training overseas staff supervising workload, ensuring stocking policy is adhered to
 Monitoring MRP, supporting with continual training and help where required
 Rationalising current procedures, reducing administrative tasks by 14 hours per week
 Monitoring of dead & slow-moving stock
 Reduced backorder value from 5% of total monthly sales to 2% over 2 years
Motorola GTSS
1994 – 2008
Materials Planner within Production Planning 2000 - 2008

 Production planning lead on team of up to 15 cross functional staff


 Responsible for ensuring all parts of new mobile telecoms products were available including
resource allocation to build and test
 Formed and lead supply chain team to reduce non-forecasted factory customer orders for spares
from 24 weeks overdue to a maximum of 6 weeks
 Project management - Working issues, prioritising and placing actions to reduce time span.
 Implantation of bi-weekly review meetings to ensure continuation of set goals
 Production planning of 8 pick and place lines working with manufacturing and engineering
departments to schedule months production with highest utilisations of lines
 Focal point for global vendors for delivery of ancillary telecoms product involving logistics
planning, scheduling and prioritising of inbound and outbound goods
 Reporting shipment plans and issues into senior leadership team, resulting in delivery according
to customer service level agreements.
 Improved existing reporting tool for material shortages by working closely with application
programmer providing specific business needs.
 To insure simple and accessible reporting system was in place
 Training new users on reporting systems resulting in a significant saving of time for planning
and purchasing teams whilst also improving reporting for senior leadership team.
 Achieved the reduction of on-hand stock levels from a $12 Million to $6 Million
 Improving delivery to factory schedule dates and management of obsolete stock
 Improving reporting and customer relationships by familiarising myself with new ancillary
process ensuring minimum learning curve. Resulted in implementation of new management
report and improving customer relations with improved visibility of order fulfilment.

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