- Andrew CardleInternational Interim Executive - Transformation, Change, Process Improvement, Value & Supply Chain Optimization.Lille Et Département Du Nord (59), FranceAndrew Cardle https://www.yatedo.fr/p/Andrew+Cardle/normal/5e635f9bb8e537662f4dff30c0c39590 https://media.linkedin.com/mpr/mprx/0_mbFan04mt5nWMzDth35lngwmtGA5Jnyt281lngMYSFLv6-w-GTcG4jDKyulsslgY7kLrMVbDdzfv Andrew Cardle International Interim Executive - Transformation, Change, Process Improvement, Value & Supply Chain Optimization.DHLLille Et Département Du Nord (59), France
Localisation Lille et département du Nord (59), France
- Business performance optimisation expert who has set-up and directed high-volume transaction environments and back-office operations across multiple verticals. Expertise in M & A, performance recovery, supply chain, finance, and general...En savoir plus
- 09/2010 - CourantAucune description n'est disponible pour cette organisation
Taille : 1001-5000 employees Industrie : logiciels informatiques01/2002 - CourantFounded to provide an end-to-end service to client companies to recover and sustain enhanced business performance.• Service offerings focused on three core client needs: Organic Growth; Inorganic Growth; Business Performance Turnaround.• Capabilities designed to support client’s to “make strategy happen” by: Definition of effective strategies; Enhancement of the efficiency and their Implementation.• Areas of Executive Expertise: Financial Performance Recovery; Key Account Development; Leadership & Mentoring; Business Transformation: Sale & Procurement Negotiation; Change Management; Business Strategy & Planning; Business Solution Sales; Team Development; Competitiveness; BPO / Off-shoring; Process Re-engineering.Areas of Supply Chain Expertise: Cost to Serve Optimisation; Engagement Model Development;Activity Simulation; Operations Competitiveness; Process Optimisation; Stakeholder Management; Tender Management: Operations Excellence; Value identification & extraction03/2001 - CourantSustainable long term education projects in the Indian Sub Continent.The well being of terminally ill children06/2008 - 05/2010Distressed Business Unit turnaround £3.5m p.a. loss to budgeted £300k profitSale of business unit (Subject to contract due to Jarvis being placed in administration) – Generated trade interest, which led to a number of competing bids. Managing the dynamic tension between the potential bids was critical to realising the full value of the business in a depressed market.Inherited: A disparate grouping of “on track” rail business units individually loss making. Absence of process and financial records, trapped in a traditional railway mind set and organisation. Identified need to focus on business critical issues, renegotiated and priced to market major supplier contracts – Exited non profitable activity & right sized to business unit to base line income.Focused & reenergised Business Development on “winnable” opportunities - £30m long term contract business win, introduced the “art of the possible” and “operational excellence” as the norm.Reshaped business structures & management team; introduced no where to hide responsibility, direct line of sight accountability culture, focus on outcomes, profit, and margin improvement. Renegotiation of corner stone contract, developed new propositions for retained business.09/2006 - 05/2008Two Missions:Global Print Procurement Management in Financial Services Sector - Understanding, exploiting, and implementing redefined / engineered engagement model.Global Logistics Services Provider: Freight Business Unit Turnaround. Developed refined and, execution of turnaround and get well plan underpinned by researched, remodelled and repositioned service offer and re engineered back office processes. 2006 loss of €6.8m reversed in 2007 with progressive trading profit improvement in the final quarter.01/2002 - 12/200601/2002 - 12/2006Provision of innovative and supportative advice to clients ranging from fast growing private companies to public companies in the areas of fundraising, mergers and acquisitions, Plc advisory and valuations.11/2004 - 12/2005Principle Consultant - Home & Contents supply chain, claims handling and claims processing reengineering.Contractor RAC Plc acquisition plan, sum of the parts valuation, Operational foot print mapping, Brand mapping, Potential revenue synergy identification, post acquisition and learning & discovery.Principle Consultant Contractor - MSS Division disposal.06/2004 - 10/2004Post acquisition project management of the integration of Tibbett & Britten Group Plc01/2002 - 06/2003Introduction of Business Development best practices underpinning a 18% and 1% sales and operating profit year on year improvement.01/2000 - 12/2001Sales growth £100m+ p.a. 2000 / 2001 growth;18% p.a.Operating profit growth 14% year on yearExecution of a number of high profile European multi country business wins in the Electronics, FMCG and Non Food retail sectors.Introduction of Account Management and Consultancy Lead sales process.Introduction of proactive account targeting and sales process management techniques.Identification, deal structure planning, negotiation and execution of several tactical acquisitionsIntroduction of best practice business development practices, skill sets and organisation.Introduction of product development (Service Bundling) and associated account management practicesDevelopment of the Global Service proposition template: Identification, negotiator and executor of the preferred partnership with Eagle Global Logistics. Introduction of Acquisition Policy and Strategic Planning methodologies03/1996 - 01/2000Hays Logistics Europe Corporate Development DirectorSales growth £175m (1996) to £445m (1999)Operating profit growth 15% year on year up to £28mIdentification and execution of a number of high profile multi country business wins.Management Advisor Business unit support - development of strategies and platforms for sustainable growth.Responsible for large business development and European key account management.Identification and development of new products and service propositions.Contribute to the processes associated with the corporate development of the Logistics Division, country business units, and business development strategies. Strategic Planning - Identification and realisation of sales growth and margin capture opportunities.Responsible for acquisition identification, deal structure and financial planning, negotiation and execution.01/1993 - 02/1996Corporate Recovery led and under the chairmanship of David James; Executive responsibility for Germany, Austria, Italy, Spain & Greece.Turnaround;Facilities negotiation;Financial restructuring;Disposals & treasury managementAlbarelli S.P.A - Vice Presedente; Finance & AdministrationItalian Refrigeration Manufacturer, Produce Wholesaler & Logistics Group. T/O: Lre 8,20bn.Introduction of process improvements enabling a reduction in overhead costs in excess of 30%.Intercontinentale GmbH - Geschäftsführer Austrian Engineering, Logistics and, Transport Group T/O: ATS 2100 M.*Achievement of trading profit improvement of ATS 15.7 M through re-engineering service functions and the elimination of non-revenue related activities *Fundamental changes to the operational and administrative systems, resulting in overhead savings amounting to ATS 43.5m*Protection of the liquidity and solvency of the business through sale of a non core activity.09/1986 - 01/1993TDG INTERNATIONAL Secondment as Chief Executive Officer to under performing subsidiaries in France, Scotland, USA and Australia.Achieved accelerated reduction of trading losses. Restoration of profitability.Re-engineering and down-sizing of operations.* Deal planning and sale of business in some instances to former owners Delivered up market focused business activities through reorganisation, restructured divisions merger and closure and in some instances cash positive liquidation.BECK & POLLITZER LTD1986 1991 Managing Director*Sales Increased from £ 2.8m to £ 48m. Profit from £ 248K to £ 3.6m.*Introduction of cost and profit visibility throughout the business subsequently adopted as Group Standard and divisional standard packages respectively.*Identification of acquisition opportunities, preparation of project papers highlighting potential integration benefits, which were subsequently achieved.09/1982 - 09/1986Campbell's Seafood Ireland: Restoration of business to profitability: Progressive achievement of 5% ROS;*Achievement of outstanding rate of business growth and shareholder return.*Progressive introduction of value added production / brand supporting market entry into the Irish market Donegal Catch and own label into UK retail market*Initiated and lead acquisition and integration of German, UK, and French subsidiaries.*Introduced leading edge profitability by product visibility computerised accounting system subsequently adopted as the industry standard.06/1976 - 09/1982Various Positions gained first class management experience including production line supervision, procurement, and production cost control and planning, increased responsibility, building a solid foundation for subsequent career progression.Search words: “CEO”, “COO”, “Director”, “Managing Director”, “Commercial Director”, “Corporate Development”, “Sales & Marketing Director”, “Supply Chain Director”, “Sector Director”, “Group Business Development”, “General Manager”, “Mentor”, “Strategy and Planning Director”, “Business Transformation Director”, “Procurement Director”, “Logistics Director”, “Talent Acquisition” “Regional Director”, “Division Director”.– Logistics”. ”Non Executive Director”, “Advisor”, “Supply Chain”, “Development Director”, “Sourcing leader”. “Communications Director”.Voir toutes les Expériences professionnelles (13)
- 1965 - 1972N/C
QUALIFICATIONSNapier College : Edinburgh : BSc: (Physics)London Business School : CFE : (Finance)Institute of Logistics & Transport : Chartered FellowLANGUAGESEnglish: Mother TongueFrench: Business: Notions of German & Italian PERSONALMarital status: Married: Age 59Willing to relocate USA, Far East and travel
Activité externe: Pilots LicenceNew Technologies and trenches of the digital technology frontier, Opera, Philosophy, Restoration of historic properties
- Dual competence: Business Turnaround & TransformationDual expertise: Realisation of the potential of enterprise applications through performance management, tuning and optimisation and Supply Chain Re-Engineering & ManagementNumerate, result orientated, focused on delivery and performance impact. Reputation and identified with, revitalising organisations through identification of choices, priorities, objectives, and execution process.
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Examples of recent assignments:
India Off shored BPO Services - Post implementation financial assessment of an off shored BPO in the Financial Services Sector. Follow through of a previous assignment.
Print Procurement Management in Financial Services Sector - Understanding, exploiting, and implementing redefined / engineered engagement model.
Tecommunications / DoD: Software risk / System risk and dependability; HUMINT & MASINT analysis of threats, vulnerabilities of secure data transfer. Definition of counter measures.
UK Railways Group - Strategy Cabinet: Development of European Market Entry Strategy,
UK Cold Storage Division of UK Plc: T/O C£40m – Accelerating losses. Performance improvement plan focused on cost optimisation, asset utilisation improvement, sales productivity, and engagement of the staff for success.
Automotive Components Manufacture: Manufacturing capacity integration, cost to serve and opportunities for S/C engineered margin improvement.
Global Insurance Group: Member of strategy cabinet. Leadership of the market research, brand & capabilities mapping, enabling £1.35bn acquisition. Post acquisition Learning & Discovery. Leadership of disposal of non core activities.
Global Insurance Group: Remodelling of H & C claims validation and fulfilment service. Intro of lean process techniques and optimisation of supplier collaboration infer-faces delivering up saving amounting to £58m.
Dutch 3rd Party Logistics Provider: Acquisition of £35m T/O division of UK Plc, Identified and secured operational synergies amounting to €3.2m.
French (Dutch Owned) 3rd Party Logistics Provider: Interim PDG (CEO) Restructured business. Restored profitability, recruited successor.
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