OLIVER NORTH MCIPS

Getir are a Turkish Q-Commerce company, specialising in rapid grocery delivery, with 30,000 employees globally.

This role was to create a procurement department from the bottom up, educating stakeholders and creating ways of working, whilst simultaneously removing cost from the business as it moves towards profitability

I added value by:

• Building a procurement team with processes and policies across Europe from scratch whilst also personally delivering over £2.2m in value in 2022 & 2.4m to date in 2023.
• Identifying, leading and executing Procurement strategies across our 9 Global territories through strategic sourcing plans, reducing supply risk and delivering EBITDA savings.
• Leading the EV/fleet strategy for Getir UK, bringing NPD products to test and evaluation, contributing to consistent fleet uptime (98%) and sub 15 minute deliveries.
• Aligning closely with CFO to create a pipeline of procurement activity from raw invoice data, categorising and using to shape strategic procurement decisions (UK and Globally).
• Playing a leading role in the PMI programme after the acquisition of 2 competitors
• Leading procurement excellence globally; drafting and implementation of key policies including spend policy, savings tracking, supplier code of conduct and general commercial governance practices.
• Lead negotiator in several high profile UK and Global contracts, including early Settlement Agreements to the value of over £1.5m
• Reporting into Global VP, trusted at Founder level and directly influencing C-Suite, having fostered relationships with CFO, CPO, COS.
• Developing stakeholder mapping and strategic relationship management (inc Finance & Legal) to centralise spend through procurement. Drove UK spend under contract from 10% to 91%.
• Execution of multiple (circa 30) strategic sourcing exercises across goods and services including IT, FM, Energy, Logistics, 3PL (UK/EU/Global)
• Diversified into Ops, Property, IT, & Finance functions through 4 waves of redundancies & 2 mergers, successfully project managing unfamiliar projects/objectives.
• Recognised as ‘top talent' (graded 2 in a 1-5 banding process)across multiple countries and senior levels, including C-Level.

IPC are solely financed by Subway Franchisees.

I was responsible for the procurement, sourcing, category management, contract management and risk management of non-fabricated Equipment & Décor categories.
Leading & developing a team of 4 with scope covering heavy catering equipment, flooring, shopfit, décor, smallwares, lighting, racking for 5000 franchised sites across EMEA.

I added value by :

• Developing, setting and managing team (x4) objectives against the IPC EMEA business strategy, 96% completion of objectives.
• Coaching and developing team in line with performance expectations. 2 internal promotions.
• Personally creating, leading and delivering the IPC sustainable sourcing framework through ‘responsible buying', recognised (by CEO and C-Suite) with internal annual award for inspiration & influencing.
• Leading development of IPC commercial contract framework, then project managing the rollout out to suppliers. 80+% compliance by end of tenure.
• Head of project (UK/EU): PPE project lead through Covid, project managing tactical sourcing projects on PPE & protective screens. Designed solutions and worked with manufacturers to ensure 100% compliance across UK/EU.
• Head of project on strategic sourcing project for pan-European sanitisers. Saved 15% against target cost and rolled out in full during Brexit tax/tariff complications.
• Lead on strategic sourcing projects in lighting, ceramics, flooring, ‘smallwares', improving terms and reducing bottom line by 16% against c.£100m spend p/a.
• Identified and lead the category risk & cost increase mitigation strategy across Brexit (tariff, VAT, logistics price implications).
• Lead global tender on chemicals, standardising range and optimising in store cleaning efficiency.

Foodbuy are the purchasing division of Compass Group. They manage the range and procurement for over 6000 sites in UK&I. This role was created to stabilise and shape the 'Indirects' procurement within a food space, driving sustainable purchasing income for both Foodbuy key client (Compass) and the xternal client base.

I added value by:

• Recruiting, developing, coaching and leading immediate reports (x3)
• Lead role in team nominated for Procurement Leaders CSR award 2019 and Procurement Leaders procurement team award 2019
• Nominated for CIPS Procurement team of the year award 2019
• Negotiated historic debt settlement of £494k in full.
• Working closely with MD & FD on Indirect Procurement sourcing strategy and deliverables. Ensuring a constant pipeline of value add/risk reduction activities.
• Introduced and lead role on outsourced contingent labour strategy, with forecast savings of £3.024m on £63m annual t/o
• Identified, developed & implemented category strategies in manned guarding, utilities, vending, cash collection, laundry and soft FM categories covering c.£109m spend p/a
• Recruit, develop, coach and lead immediate reports (x3)
• Adhere to sourcing and procurement internal framework.

John Lewis Partnership employs 78,000 'Partners' across retail in the UK. They turnover £14bn p/a.

My role was to lead category and sub-category strategies in directs and indirect areas of procurement(includes shop-fit, signage, coffee machines and maintenance, design concepts, utilities)

Metrics include contract spend coverage, audit compliance, SRM and contract management, stakeholder management.

I added value by:

• Winner - CIPS Supply management award 2017 - Best cross functional working team (John Lewis projects: London Westfield and Oxford stores)
• Multi site buying experience (350+ business units)
• 2 years accredited with CIPS corporate ethics award
• Managing complex pan-Partnership (dual business) requirements and stakeholders
• Negotiation lead on deals of £5m+.
• Average value added c.7% on category spend.
• European negotiation and Far Eastern sourcing experience and incoterms
• Construction, M&E supply chain rationalisation strategy to enable best value building of branches
• Driver in complete relationship shift with key stakeholder groups in Property and design teams.
• Improved addressable spend from £25m to £30.1m.
• Key skills include spend profiling, commercial analysis, supplier development, contract drafting and capital spend strategies
• Personal delivery of key product innovation introductions into Waitrose estate.
• Personal delivery of bottom line commercial results (£1.2m+ per year) through the use of buying techniques against £30.1m category spend.
• Competitive tendering, e-auctions, Far Eastern sourcing and value engineering projects

• Promotions & Ticketing”
• How I personally delivered value in this role;
• Identified (and moved to implementation of) contract re-negotiation opportunity worth £1.2M investment saving
• Identified and lead bespoke promotional activity, with estimate of +£500k into annual margin delivery
• Lead role on tactical efficiency project, benefiting key stakeholders (Waitrose buying department) and assisting in commercial agreements with supply base
• Role summary;
• Lead 2 teams (Waitrose Promotions and Waitrose Ticketing) delivering both compliance and commercial value to the business
• The role required strong stakeholder influencing skills at multiple levels including Directorship level.

Within John Lewis Partnership, my buying role required me to deliver sustainable margin growth through negotiation and supplier joint business plans, whilst building market share for the Partnership.

I added value by:

• Delivering market share growth in all 4 category buying areas year on year, worth £1.695m p/a net profit
• Growth of strategic supply base through unlocking efficiency savings and new product launches, delivering £338k saving
• Clear demonstration of commercial negotiations, which delivered bottom line revenue increase of £749k in 2014

My role was to manage my team to deliver all KPIs & KRAs against set budgets, deliver exceptional housekeeping and shop keeping standards, and differentiate on service standards.

Key competencies required include commercial awareness and influencing skills, analysis skills and the ability to implement profit-driving strategies

I added value by:

• Full ownership of P&L for 25k sq/ft store(s) across Surrey.
• T/O in excess of £20m p/a.
• Coaching and leading teams of up to 150 people.