David Bailey has designed and delivered a number of supply chain development programmes in the UK and North America. Over the last 15 years he has worked with both the Aerospace Primes (Customers) and their suppliers to develop supply chain improvement programmes. He has done this for clusters (a number of customers and multiple suppliers), collaborations (single customer and their supply chain), and for individual companies. Each supply chain programme typically comprises of a benchmark or assessment process followed by the development of an improvement plan and a period of mentoring, training and coaching. Following the completion of over 100 different business and manufacturing assessments of aerospace companies ranging in size from Primes to micro-SMEs, David has developed a significant understanding of what “good looks like” in the aerospace supply chain.
Case Study – SC21 Competitiveness & Growth
https://www.sc21.org.uk/the-programmes/competitiveness-growth/
The SC21 C&G programme utilises the National Manufacturing Competitiveness Levels (NMCL) model and is supported by over 25 of the largest Aerospace and Automotive customers in the UK including Airbus, BAE Systems, GKN, Jaguar Land Rover, Rolls Royce, and Toyota. This system was developed by the two premier national trade associations for the UK Aerospace (ADS) and Automotive (SMMT – Society of Motor Manufacturers and Traders) sectors. David Bailey has supported the programme during the development phase, the pilot phase and the delivery phase working closely with ADS and SMMT to bring the programme to life.
David Bailey is an accredited assessor able to lead capability assessments in Aerospace beneficiary organisations. As part of the capability assessment David leads reviews of the four key elements of the NMCL model;
- Competitive Strategy and Management Systems
- New Product Introduction and Lifecycle Management
- Manufacturing Operations
- Supply Chain Management
David has also interviewed dozens of Primes in the UK and abroad about the competitiveness of the UK Supply Chain in terms of Quality, Cost, Delivery, Flexibility, Technology, and Customer Experience in order to understand the further opportunities for improvement from the customers perspective.
The output of the assessment is combined with the company’s financial reports, to build a business case for the improvements to be undertaken, linked directly to improved performance. As such, the resultant improvement activity is designed to be both strategically important to the company and focussed on their customer’s key needs.
