sclgsummit

10th Global Supply Chain and Logistics Summit, Dubai
22nd November 2017
Annual Industry Networking and Gala Dinner
14th March 2018

sclgsummit

Advisors

Dr. Dermot Carey

Dr. Dermot Carey
Ireland

Dr. Dermot Carey is an experienced management consultant, trainer and business coach.

He formed MRM Ltd. in 1990 in Ireland dedicated to supporting professional management across vital business functions including Procurement & Supply Chain, Contracting, Business Process Re-Engineering and Change Management. The business is under his personal direction.

His career spans 37 years, he has held a number of senior management positions in both the private and public sectors. In eighteen years of consultancy experience he has successfully completed many major assignments in a variety of industries at home and overseas.

An indication of his experience includes such sectors as Telecommunications, Software Development, FMCG, Pharmaceuticals, Aerospace, Aircraft Maintenance, Airlines, Defence, Financial Services, Computer Manufacturing, Education, Clothing, Confectionery, Electronics, Engineering, Government Departments, Healthcare, Logistics, Mail Order, Oil & Gas Exploration & Drilling, Print, Railways, Retail, Steel Manufacturing, Software Supplies, and Ship Building. This experience was gained in Ireland, UK, Europe, Middle East, Africa, Malaysia, and the USA.

He is a DBA graduate from The Nottingham Trent University. Earlier studies included an MPhil at Strathclyde University and an MSc at the University of Ulster. He is a visiting lecturer on Masters programmes for colleges in Ireland the UK and Europe. He was a founder member of the North/South Public Procurement Initiative. He was also co-author of the paper "Co-operation to win in Europe" which has been endorsed by the Department of Finance in Dublin and formed the basis of the intergovernmental agreement on the way forward in Public Procurement.

Dermot is a specialist in management and organisation change issues and strategies, and has established a reputation for creative solutions in solving business problems. He is particularly adept at ensuring that organisational structures and human resources capacity are appropriately aligned. This work has been undertaken for numerous public and private sector institutions and has included:

  • Reviewing, redesigning and refocusing organisation structures to improve internal information flows and internal communication.
  • Reviewing staff capacity and matching it to strategic objectives including defining skills development needs.
  • Design, development, implementation, and monitoring of performance measurement systems to ensure they operate effectively.
  • Design and development of innovative learning methodologies for adults to ensure transfer of learning to staff undertaking new work.
  • Development of business plans and key performance indicators.


Recent work undertaken by Dermot has involved human resources and organisational change for a global tele-communications organisation as part of the implementation of a global aligned and integrated Procurement & Supply Chain system and structure to achieve sustained cost reductions in line with corporate strategies in the UK, Ireland, USA, Malaysia, Holland, Czech Republic, France and Japan. First year savings accounted for £20 Million from a spend of £250 Million.

He has been recently appointed by the NHS to advise and support on strategic Procurement and Supply Chain issues supporting healthcare delivery and non-pay spend activities of circa £16 Billion.

He has also consulted at senior level with major multi-national private sector companies and Government Departments including Logica CMG, Diageo, Aer-Lingus, Britannia Airways, Iarnrod Eireann, London Underground, The Home Office and Inland Revenue to mention some.

Dermot has been involved with many Boards of Directors with their planning processes to ensure the implementation and capture of required targets. An indication of some current and recent assignments to demonstrate his credibility are as follows:

Developed and introduced the change programme for a global procurement and supply chain initiative in a major telecommunications organisation across USA, EMEA and ASIA-PAC. This involved outsourcing, developing partnering agreements, contract development, organisational re-structuring, systems and process development and cost reductions.

Supported the development and roll out of a National Patient Treatment Register across a number of major acute hospitals in Ireland. This was a first of its kind in Ireland and involved gaining the commitment and co-operation of senior management on a national level.

Developed the strategy for passing on the logistics costs to the supply base for supplies mainly from the far-east. Managed the project team and reduced the lead time from 6 weeks to a JIT response time of 45 minutes for a major computer manufacturer in Scotland. This resulted in an additional 11.8% contribution to margin.

Implemented and managed the introduction of a Procurement and Supply Chain Management strategy in a major UK airline company. Managed and trained the project teams and contractual undertakings for a budget of £400 million. Savings achieved 15%.

Researched, designed, developed and implemented an integrated system and structure to support the procurement of goods and services for patient care in a large Dublin Hospital. This was a "first" time for a public hospital in Ireland to work to an integrated philosophy. The successes were improved efficiencies and cost reductions of 18%. The model developed by Dermot has been recommended for introduction on a wider national scale.

Assisted in the development and advising the team, for the award of the biggest I.T. "Contracting-Out" contract in recent times by a UK Government Department. Value £1.6 Billion.

Restructuring and implementation of new work practices, in the shipbuilding industry with a focus on improved work practices for cost containment and competitiveness. Contract responsibilities accounted for £265 million. Net cost reductions accounted for a 12% contribution, enabling more competitive bids for work and saving the company from liquidation.  

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