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Transforming Supply Chain at Weir Vales and Controls Yields 26:1 ROI

Weir Valves and Controls, part of Scotland-based Weir Group, divisional turnover of £100 million, came to Executives Online with the following brief to identify an Interim Supply Chain Director:

  • To create, direct and oversee the outsourcing of Manufacturing
  • To manage the UK Supply Chain team
  • To create, implement and recruit a new Strategic Sourcing team, vision and procedures

The project was crucial in transforming the fortunes of Weir Valves, which at the conception of this project was on the point of closing.

Executives Online communicated the brief to the Supply Chain interim managers in its talent bank, and presented three candidates to the client Phil Clifton, including Sean C who was selected.

As part of a multi functional change management team, Sean very quickly identified the requirements of the split role and put in place two teams to manage the majority of the functional aspects whilst developing the direction, top level project plan and structural analysis/option generation and the overall project management of the procurement work stream. He established project milestones within the first two weeks expanding this into a fully blown implementation plan over the ensuing 6 weeks. Under normal circumstances the project would have taken 18 months to complete. It was brought to a successful conclusion in 10 months.

Sean’s role as Supply Chain Director reported to Project Director and Manufacturing Director, responsible for two teams of twelve and seven

Among the major actions and successful outcomes Sean delivered were:

  • £3M savings delivered
  • The creation of and approval for the best-in-class and first multi-functional Strategic Sourcing discipline in the Weir Group
  • Identification of requirements and recruitment for the team of sixteen to deliver the agreed best practice buying processes
  • Assessment and introduction of 37 new suppliers into Weir, in under four weeks
  • The transfer of nine million machining hours and 20,000 components to the newly selected supply base
  • Creation of a bespoke set of purchasing processes in the form of a “handbook” to create the framework under which the new function operated

The outsourcing exercise and installation of a best practice team was completed ahead of schedule.Its ROI was an impressive 26:1.

Phil Clifton commented, “Sean accepted a last minute change to his brief showing his flexibility and supportiveness. He remotivated the existing team, putting in place a structure that allowed him to cover both the day to day and the project roles. As soon as practicable he brought in a new Head of Procurement to manage the day to day, freeing him up to focus on the outsourcing project once it reached the critical delivery stage.”