New Head of Procurement appointed with six weeks of briefing
Three Category Managers appointed within nine weeks of briefing
Over 80% of candidates submitted were invited for interview
A market leading Management Consultancy were engaged by an international passenger transportation company to effect a major procurement transformation, which would have an impact across the entire organisation . The project was driven by a dynamic, forward thinking CFO who truly understood the value of a world class Procurement function.
The principle aims of the project were to develop a more influential and effective procurement function incorporating:
• True Category Management methodology
• Ability to engage and influence key stakeholders across the business
• Delivery of hard measurable savings to the bottom line
Recommended to the CFO by a Partner of the big 5 consultancy in question, edburydaley were engaged as the sole recruiting partner to identify a short list of candidates for the Head of Procurement role.
Despite the seniority of the position, we were able to employ a contingency search approach utilising our extensive network to source the successful candidate. This approach negated the need for a lengthy and more costly Search & Selection process normally associated with this level of appointment.
Once the Head of Procurement was in place edburydaley’s next task was to identify four Senior Category Managers for key areas of indirect spend, including IT and Marketing. These two spend areas are highly competitive for the best available talent.
A detailed and thorough brief featured the following key requirements:
• Ability to define and implement a category specific procurement strategy.
• Influence key stakeholders across Europe to achieve consensus in traditionally complex areas
• Manage some very specific supplier challenges including a monopoly supplier
• One position required a broad range of language skills
• Work to strict salary guidelines in a particularly competitive area of the market
edburydaley took this project on with the aim to produce fast and efficient recruitment results. We assembled a project team to act as sole supplier to our client and used a variety of resources to identify potential candidates including:
• Database search
• Broad range of online resources, including using advanced research tools
• Designed a discrete advertising campaign using several market leading job boards
• Extensive networking across our contacts in the procurement sector
• Five out of every six candidates submitted were invited for first interview.
• A third of candidates interviewed were asked back for second stage.
• With two of the roles recruited for we always had a reserve candidate whom would have been offered if the preferred candidate turned down the employment offer.
• We had three offers accepted within nine weeks of initial instruction on the Category Management roles.
• Three of the Category Managers started within three months of the roles being released to edburydaley.
• A broad range of relevant candidates were identified through various sourcing methods.
• These featured different levels of experience and varied backgrounds to give the client genuine choice.
• We sourced candidates from across the UK and Europe.
Due to this success edburydaley were asked to also source candidates for a Vendor Manager role focusing on business critical IT Outsourcing contracts. Recruitment for this position had been historically problematic and the vacancy had been open for some time.
edburydaley immediately identified two stand out candidates and helped the client reach offer stage within seven weeks of briefing us on the role, despite a three week period between first and second interviews. We had also identified an additional reserve candidate whom would have been offered if the preferred candidate had not have accepted the role.
• edburydaley has again demonstrated the qualities that enable us to consistently deliver excellent Procurement and Vendor Management candidates for our blue chip clients. Our particular strengths include:
• We are outstandingly well networked across the UK Procurement community from CPO’s through to the best emerging graduate talent.
• A contingency service which encompasses a range of resourcing methods enabling us to find candidates when competitor organisations have run out of ideas.
• Our Talent Identification Programme where we proactively research the most competitive areas of the market (e.g. Category Managers for Indirect spend) has proved invaluable when it comes to reacting quickly to client needs and finding candidates for the most challenging roles.
Andrew Daley – Director
Account Manager & Sourcing Lead for the Head of Procurement appointment – 0161 776 4603
Chris McGowan – Consultant
Sourcing Lead for Category & Vendor Management appointments – 0161 776 4605
Hannah Jackson – Principal Consultant
Candidate Sourcing for all roles as part of our project team – 0161 776 4608
Allied Mills is a market leader leader in the manufacture and distribution of food
ingredients and their procurement team plays a crucial role in the profitability of the
When recruiting into the team it is vital that candidates with the appropriate intellect,
values, behaviours and experience are identified. It has proved to be a challenge
to identify the combination of soft commodity trading skills and indirect spend
experience required by the business because:
A) It is a rare combination of skills and category expertise
B) There are no direct competitors or companies with similar business
models in the area from which to head hunt
Working closely with the HR and Procurement leaders of the business EdburyDaley
have been able to help the business make two successful appointments from very
different backgrounds. How did we do this?
Firstly we sought to understand the unique combination of skills required for the role
and how the business intended to measure the suitability of candidates through the
By identifying and prioritising the key transferable skills required, EdburyDaley
was able to develop a recruitment strategy designed to identify candidates with the
capability of successfully applying their skills in a completely new industry.
We identified several relevant candidates from a range of sectors including other
areas of the food industry, automotive, IT, telecoms and manufacturing.
Using a comprehensive selection process Allied Mills successfully evaluated a range
of strong candidates and have made two excellent appointments.
Furthermore by using such a comprehensive recruitment process, both the client and
the chosen candidates were given great confidence that the appointments (or career
moves in the case of the candidates) would be successful.
Kelly Hepworth, Group HR Manager commented:
“We can rely on Edbury Daley to really understand our needs, advise us
on the relevant market conditions and then devise a strategy to find
the talent we need for our business.
We are delighted with the quality of the people we have appointed and
the service we have received from Edbury Daley”
We were working with a global investment organisation who were seeking to recruit a new Head of IT Procurement.
* newly created role in an emerging function which normally operates a preferred list of three suppliers
* due to our performance on previous appointments and the sensitivity of the role, the client gave us this position on an exclusive basis
* there had already been a lot of recent moves for similar roles within the banking sector which narrowed the available candidate pool significantly
What we did
* we immediately utilised our network both within the banking industry and in less obvious areas to find strong candidates
* within a period of one week we had targeted three candidates who closely matched the criteria set by the client
* despite hectic market conditions for such people, we identified two candidates from the financial services sector and one from the telecommunications industry
* after the first round interviews, the shortlist was reduced to one. We knew we had to deliver this candidate for our client.
* the short listed candidate had to complete a number of interviews with senior Directors in the UK and US over two month period
* as there was a significant time period between these meetings we kept in close contact with both candidate and client. It was critical that from a client and candidate perspective that interest levels were maintained, and expectations well managed.
* the preferred candidate came from the telecommunications sector proving our ability to find transferable skills in different environments
* we successfully managed the candidate through the offer/resignation process and maintained close communication throughout the three month notice period until he joined our client
Why were we successful?
* our ability to source candidates from outside of the most obvious areas
* we place great emphasis on client and candidate communication particularly throughout such protracted interview processes
* quality rather than quantity – we only forward candidates that match the criteria set by the client
Working with an international business services company, we were asked to provide candidates for a key role that had been proving difficult to fill. The client made three offers to different candidates before they finally completed the appointment.
* new appointment within an established function which has consistently delivered best practice purchasing and substantial cost savings
* prior to our engagement with the client, they underwent two months of unsuccessful interviews through three high profile recruitment suppliers
* the organisation is located where there is a very small pool of quality candidates
* it was vital that all candidates had significant HR and Travel category experience and are CIPS qualified.
What we did
* we initially sourced two high calibre candidates from our network who matched the criteria outlined by the client
* the position was offered to the stronger of the two
* the candidate was then counter offered at resignation stage by their current employer they were offered a global role along with a substantial increase in remuneration
* with the role vacant again, we identified an additional candidate through detailed market research. This person was not actively seeking a move but was interested when informed about this opportunity.
* subsequently the candidate was interviewed and offered. The candidate accepted offer.
* two weeks before the agreed start date, the candidate had to reluctantly withdraw due to personal reasons
* with the client now questioning whether the role would ever be filled, and other agents unable to produce new candidates, we re-visited the market and went through the entire networking process again
* a candidate who had previously declined the opportunity had a change of mind and was put forward for the position
* this individual was successful and the offer agreed as soon as possible
* we maintained regular contact throughout the notice period and the candidate finally started role within six weeks of first interview
What made the difference?
* our network is extensive and we know how to use it to find quality people
* we are committed to outstanding service levels
* we know the market well so we can advise a client accordingly, particularly when market conditions are difficult
* if a position can be filled, we won’t give up until the job is done
One of the many attributes our Directors possess is the ability to find the right person regardless of the effort required or the market conditions encountered.
The following case study highlights two almost identical situations where we helped make crucial appointments. Working with a niche supply chain consultancy, we were introduced to two clients, one a highly regarded FTSE 100 FMCG giant, the other a Fortune 500 Pharmaceutical business.
The common characteristics were:
* both clients needed true category specialism linked with process expertise, excellent stakeholder management skills and first class supply market knowledge. Demand for such people is far greater than supply
* these were important appointments in newly created roles designed to enable procurement to reach deeper into old areas of spend and begin to penetrate new categories
* unsuccessful advertising campaigns by existing suppliers had caused the client to consider new ideas
* Edbury Daley was recommended on each occasion to bring fresh impetus to the process
Why we were successful:
* we dig deeper and look beyond the obvious areas to find people
* we bring energy, passion and innovation to the process
* once we find the right people, we don’t let go
* we work hard with all parties to ensure alignment in the latter stages and ultimately get closure on the deal.
What we did:
* advised the clients on the options available to them given the work that had already been undertaken on the projects
* on both occasions, we took a “no stone unturned” approach to our networking, speaking to as many relevant contacts as possible with the emphasis on targeting the best people available in the market who hadn’t previously been considered.
* sold both the client organisation and the career opportunities to strong candidates, overcoming potential issues, particularly relating to the failure of previous advertising campaigns and the concerns that can create
What made the difference on each occasion here was our ability to understand the brief, set realistic expectations for the client, agree a strategy and then deliver exactly what we promised.
“I have every confidence in EdburyDaley; each time I have retained them or recommended them to one of my clients, they have delivered excellent results – their knowledge of both sides of the market is outstanding”
Iain Stewart, Director, Medinrun Limited