Alastair Peters

 PROJECTS AND HIGHLIGHTS: Projects: Load, Assembly and Packing Plant. 2 Storey plant. Automated production lines. Training and Maintenance contracts. 3 Engineering Plants for Asian, European, and Arab clients. 2 and 3 Story Plant. Chemical Filling, explosive filling. Over 20 production lines. Multiple product capabilities. Approx 4500 square meters in size. Sourcing done both in South Africa and in customer country. Procurement of non- destructive testing (NDT) X-ray equipment built in Las Vegas but distributed from the UK. International sourcing done in accordance with all legislation. Direct delivery to customer. FAT (factory acceptance testing) and commission completed at client. Carrousel conveyor, small component manufacturing, phosphating and NDT plants for UAE. Non-destructive testing includes X-ray, Ultrasonic and dye penetrant. Custom engineered turn tables and conveyors for carousel. Negotiation and achievement of distributorship/OEM discounts for Plant building/Engineering division for: electrical cables, automation equipment, mechanical, hydraulic and pneumatic controls and equipment, instrumentation, engineering supplies and IT related goods. All resulted in an average of 35% discount on list price- directly influencing the bottom line. Capex upgrade of 2 manufacturing units on site. Spend management, project management, maintenance contracts. Capex refurbishment of material handling equipment on site. Material and product flow improvement. Inbound logistics improvement. Safety feature upgrades. Improved plant ergonomics, process times and efficiency. Relocation of manufacturing plant from sister site to head office, including the upgrade and automation of the production lines. 40mm riot round lines fully automated. Reduced product cost. Improved capacity and quality. Successful turnkey sub contracting, in Europe, of effluent and small component manufacturing sections of major plant for African client. Complete project was procured for and managed remotely from S.A. Capex refurbishment of Line 1and 2 CNC machines in Germany. Removal, packaging and shipment of 120 tonnes of machinery to Germany. Tracked and controlled refurbishment process from South Africa. Concluded agreement which included spare parts, technical data packs, training and maintenance guides for machinery. Returned machinery and completed installation and commissioning on site. Successful upgrade of Civil Works for Boksburg Site. Many civil projects completed as turn key outsourced projects. Highlights: Doubled savings targets in 2011 and 2012. Improved profit margins and turn around times. Introduction of the OEM discounts from suppliers. Suppliers included: Siemens, Telemecanique, Festo, Grundfos, Lapp Kabel, Merlin Gerin, Rittal, Macsteel, Alert Steel, RS Components etc. Introduced the rebate and bulk order systems from Arcelor Mittal SA. Resulted in ± 30% increase in savings. Reduced stock liability and improved delivery lead time. Introduced vending machine for machining inserts for 117 CNC Machines. Consumable inserts drawn by card and allocated to specific cost centre for specific department. Reduced wastage, admin, cost and down time. Strategic Sourcing strategies changed Consignment stock, frame agreements, blanket orders and utility orders introduced. This minimised stock liability, improved cash flow, positively impacted Net working capital, reduced stock deviation, improved record keeping. Revamped procurement strategy to be in line with company policies and CBA’s (Current best approaches) this doubled the output of the department without adding personnel. We saw improved traceability, and auditable system and increased order value by 64% with the same headcount. Decrease in the amount of orders placed but increased value in line with increased company turnover. Concluded SLA, Supply and Consignment agreements to give structure to procurement strategy. Introduced the supplier qualification process- this included audits, risk assessments and capability studies. This minimized delays, losses and costs while improving lead time and quality of product. Established a procurement committee on site for non contracted items above R50k. This resulted in a yearly saving of ±9.20% of the total spend of those items. This removed any unnecessary orders. Allowed for cross functional input ahead of order placement which reduced the number of technical/ financial issues that occurred post order placement. Changed gas supply status at Sasol SA to OEM, product export client this resulted in a contract that dropped our gas price by 57%. Copper delivery: The problem was the copper shipment, after refinement and testing would be delivered 4 months late. The solution I came up with was to refine the copper in the country it was mined in (South America), then to have testing done in the country of extrusion and final refinement (China) by certified labs. South African testing done on sample batch flown in. Tests done by both local SANAS accredited labs and in house company lab. Tests included Micro Structure (Grain Analysis), Positive material identification, bubble testing, tensile testing. Shipment managed by getting pre clearance and completed permits while copper was in transit. All this reduced lead time by six months. Problem: Multiple chemical research was being done by different companies in 6 different countries. Solution: I approached one of the biggest chemical companies in the world and suggested they oversee the process and consider buying out/ absorbing the labs that were doing chemical research. This allowed us to deal with one company and conclude one MOU. Revised the stock control, stock warehousing and stock distribution strategies. Review and update of inbound and outbound logistics. Improved packaging and storage solutions. Increased efficiency of material movement by revamping the layour of warehouses. Caused stock deviation to go from 56% to less than 1% with 2 years. And many more Special Notices: Youngest Senior Buyer, Youngest Acting Logistics Manager and only Senior Buyer to be part of the Site Management team.