Head Of Supply Chain – Diversified engineering group.
A listed PLC Group was looking to appoint a Head of Supply Chain to consolidate its multi-site functions and deliver cost saving and efficiency benefits. The Group had expanded organically and through acquisition but with minimal integration.
The strategy for the new consolidated group was to capitalise on new market opportunities that would position them in higher volume, higher margin sectors, where they could benefit from greater economies of scale.
Their future strategy was based on further organic growth through investment in innovative new products, increasing productivity and reducing costs through strategic commodity purchasing.
LORD was contacted to help the recruit for this newly created role Head of Supply Chain. The role was proposed by the newly appointed Group CEO but opposed by a number of his Site General Managers who wished to preserve their autonomy. A successful outcome was essential as it was to be the first of several group appointments sponsored by the CEO. As part of a wider restructuring and redirecting strategy to transform a traditional under performing engineering business which was resistant to change despite poor financial results.
Due to the sensitivity and technical nature of the role we recommended that the most reliable method for identifying candidates who had the specific set of skills, industry knowledge and experience the client was looking for, was to complete a headhunt into a number of specifically targeted organisations.
But firstly we needed to gain a detailed understanding of the CEO’s strategy. Our consultant challenged what kind of hire he really required in order to effect the desired change. It was agreed that successful candidates need not only come from a direct competitor organisation as was originally requested. We didn’t believe they would bring anything different and rather than transforming the function, may reinforce its current traditional structure.
LORD initiated an extremely thorough market mapping exercise of both competitor and aligned organisations. A list of potential candidates was identified and we made our confidential approach to ascertain their suitability and interest. By spreading the net wide we ensured that we delivered a broad and comprehensive list in an efficient and timely manner. This reassured the CEO that there would be a choice of high calibre candidates capable of delivering his strategy.
42 candidates generated 23 prioritised and spoken with, 9 invited to sign a non-disclosure agreement and attend joint first stage interview with ourselves and our client. The joint first stage interviews ensured the client was able to “sell” a challenging transformation opportunity. By meeting a border cross section of candidates than he was used to, he widened his understanding of the breadth of exciting talent available to him.
Our client found interviewing the candidates with Lord at first stage extremely enjoyable and beneficial, with 3 of the 9 shortlisted for 2nd interviews. All candidates were equally credible albeit from different backgrounds and the client was delighted that it would be a difficult decision as to who to hire. Following the 2nd interviews we met to discuss the merits of each candidate and assisted in the decision making process. Once the decision was made we worked with our client to put together an appropriate remuneration package which would be accepted by the candidate.
Totally committed to the CEO’s vision we delivered a robust and efficient recruitment process, resulting in a delighted client and candidate.
The successful candidate made a quick impression and won over the sceptical site General Managers, demonstrating the efficiencies and cost savings that could be achieved. LORD went onto to recruit for several other Group roles which we were delighted to be able to fill.
The successful candidate was equally impressed with our approach and has since asked us to help him restructure and hire a new team. This resulted in a significant improvement in the Groups financial performance. Thus generating the savings required to be reinvested in the CEO’s strategy of developing innovative new products.