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Other Directories, Comparisons, Research 2003 Manufacturing Systems & Technologies (December) View from the Top: David ...

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 Azur

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Management Briefings



 Market Overview & Analysis | Part 2 | Part 3

 Expert Opinion: Martin Armistead of Deloitte Consulting

 View from the Top: David Figg of Sundora Foods

 View from the Top: David Figg of Sundora Foods

 Round Table: Manufacturing specialists from StrataBridge, Bourton, Wipro and Cap Gemini Ernst & Young | Part 2 | Part 3

 Supply Chain Optimisation: Alastair Ross and Dave Carter of Supply Chain Analytics | Part 2 | Part 3

 Industry Change: Peter Thorne of Cambashi | Part 2

 Implementation Issues: Ian Henderson of MLG | Part 2

 Enterprise Systems: Darren While of gedas

 Mobile Technology: Tim Jefferson of The Human Chain | Part 2

 Market Research: Jakub Wawszczak reports

View from the Top - Part 1 | Part 2

  PROFILE

David Figg

Organisation: Sundora Foods.

Interviewee: David Figg.

Job Title: Finance and IT Director.

The Subject: Food supplier Sundora has switched from integrated production planning software to individual ‘best of breed’ packages.

 

PERSONAL FILE

NAME: David Figg.

BACKGROUND: David is responsible for all finance and IT at Sundora Foods. This includes preparing three-year budget plans and managing the commercial and financial risks of the company, as well as project managing the implementation of the new production system and all its components. He was previously finance and IT director at niche food manufacturing business Kernels Snack Products, within the Harrington Food Group, and before that has worked as financial controller in both the media and aerospace industries.

Q: WHAT LED SUNDORA FOODS TO ADOPT ITS NEW PRODUCTION PLANNING SYSTEM?

A: Two to three years ago, we were facing a number of pressures, including issues with stock control. We had a computer system, Formul8 from Sanderson Cotswold, which was food sector oriented but we hadn’t been able to build on that system. We weren’t able to implement MRP or some of the quality control side – the maintainers had failed to deliver on those aspects of the system.

So we had no MRP driving our planning, it was based on stock holdings. Planners were trying to keep up-to-date with 600 products by topping up our stockholdings, which was adding a significant cost.

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