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Interim Supply Chain Management

Experienced supply-chain leadership when the business needs more than temporary cover.

HMS provides experienced interim supply-chain management for manufacturing businesses going through change, development or transformation.

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The objective isn't simply to keep things running.

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It's to understand what is happening, provide leadership, make the necessary improvements and leave the business in a stronger position.

Interim management with a purpose.

Interim management is sometimes seen as simply filling a gap until a permanent appointment can be made.

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That isn't how HMS approaches it.

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Many of the interim assignments Adrian has undertaken have involved businesses going through change, transformation, restructuring, system implementation or operational development.

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That means taking responsibility for the day-to-day operation while also looking at what needs to change.

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Keep the operation moving. Understand the problems. Make the improvements. Build the capability.

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Adrian has provided interim management and consultancy services since 2012, across a wide range of manufacturing and supply environments.

When a business needs more than management cover.

There are times when a business needs experienced leadership quickly.

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Perhaps:

  • a supply-chain function needs restructuring

  • a new ERP system is being implemented

  • planning processes aren't working as they should

  • production or supply is struggling to meet demand

  • inventory is increasing without improving service

  • an S&OP process needs to be established or developed

  • the business is going through acquisition, integration or transformation

  • operational performance needs to improve

  • existing management needs additional experience to deliver a specific programme of change

 

In these situations, an interim manager can provide both leadership and practical experience while the business works through the change.

Managing today while improving tomorrow.

One of the challenges of interim management is that the business still has to operate while improvements are being made.

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That means balancing two priorities:

Keep the operation working

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Improve the way it works.

 

This might involve managing planning and procurement teams, maintaining customer service, managing inventory or production schedules, while simultaneously developing new processes, systems, KPIs or organisational structures.

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That combination of operational responsibility and improvement experience is central to the way HMS works.

Experience across different types of change.

Adrian's interim assignments have included:

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Supply Chain Leadership

Taking responsibility for supply planning, procurement, inventory and wider supply-chain functions.

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Planning & Operational Development

Developing demand, supply, capacity, production planning, scheduling and MRP processes.

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ERP & Systems Change

Reviewing existing ERP processes, improving data integrity and configuration, and supporting businesses through ERP migration and development.

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S&OP Development

Designing and implementing structured S&OP processes, including appropriate KPIs and management information.

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Inventory & Supply Improvement

Developing inventory policies, improving material availability and restructuring purchasing and supply processes.

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Transformation & Restructuring

Reviewing existing structures and processes, identifying opportunities for improvement and managing the resulting change.

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These aren't theoretical exercises. They come from working directly within manufacturing businesses and taking responsibility for making things happen.

Practical examples.

Customer service improved by 15 percentage points

Developed and implemented a finite-capacity scheduling solution that increased customer service by 15 percentage points, while also providing greater visibility of capacity and labour requirements.

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Planning operation consolidated

Redesigned planning operations from a process managed by three planners to one planner, supported by improved systems and processes.

 

More than £100k of inventory identified

An operational and ERP review led to inventory-control improvements that identified and brought more than £100k of previously unrecorded inventory under control.

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Managing through ERP migration

Heading the Supply Chain function, managing Supply Planning and Procurement during migration from MS AX to D365, while restructuring departmental responsibilities and developing the supply-planning model.

Interim doesn't have to mean temporary thinking.

The assignment may have a defined end date.

The improvement shouldn't.

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Where appropriate, HMS focuses on leaving behind:

  • clearer processes

  • defined responsibilities

  • better management information

  • documented SOPs

  • improved planning capability

  • trained teams

  • more effective systems

  • sustainable ways of working

 

For example, as part of a Private Equity acquisition, Adrian developed and implemented end-to-end supply planning and MRP solutions together with supporting SOPs and training.

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The aim is not to make the business dependent on the interim manager.

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It's to make the business less dependent on the problems that brought the interim manager in.

What HMS can provide.

Interim Supply Chain Leadership
Experienced leadership of supply-chain functions during periods of change or development.

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Interim Planning Management
Leadership of Demand Planning, Supply Planning, Production Planning and Scheduling functions.

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S&OP & Planning Development
Establishing or improving planning processes and management routines.

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Operational & Supply Chain Transformation
Managing the operational side of wider transformation programmes.

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ERP & Planning System Development
Supporting ERP migration, development, data integrity and planning-system improvements.

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Inventory & Supply Management
Improving inventory policy, material availability, purchasing and supply processes.

Why HMS?

With more than 30 years of supply-chain experience, Adrian has worked across family-owned businesses, larger manufacturing organisations and private-equity environments, as well as across sectors including food, drinks, health and skincare, chemicals, horticulture and engineering.

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That experience means HMS can look beyond the immediate problem.

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A planning issue may actually be a capacity issue.

An inventory problem may actually be a forecasting or purchasing issue.

A customer-service problem may actually be a scheduling issue.

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The role isn't just to manage the symptom. It's to understand what is causing it.

The HMS approach.

1. Understand

Understand the business, the operation, the people and the problem.

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2. Stabilise

Make sure the operation can continue to deliver while changes are being developed.

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3. Improve

Identify and implement the practical changes that will make a difference.

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4. Develop

Build the processes, capability and understanding needed to sustain the improvement.

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Experienced leadership. Practical improvement. Sustainable change.

Is interim management right for your business?

HMS may be able to help where:

  • you need experienced supply-chain leadership during a period of change

  • an existing supply-chain function needs development

  • a transformation programme needs operational leadership

  • an ERP implementation or migration needs supply-chain expertise

  • planning, inventory or operational performance needs improvement

  • you need someone who can manage the operation while developing it

  • you want an interim appointment to leave behind improved capability rather than simply maintain the status quo

Need experienced supply-chain leadership during a period of change?

If your business needs someone who can take responsibility for the operation and help improve the way it works, let's talk.

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Contact HMS

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