“ In a lean business like G4S , our stakeholders are won over by delivery – conversely , reputations can quickly be tarnished if change outcomes fall short of promises made ”
— Robert Copeland , Group Procurement & Supply Chain Director ( CPO ), G4S Plc
to adapt to customers ’ requirements , which in some cases changed overnight .
In parallel , the procurement team led the development and implementation of infrastructure to enable the rapid recruitment of thousands of staff to run the Covid Test Centres across the UK , using the latest digital workforce management platform and recruitment partners such as HR Go . The cloud based workforce management platform gives G4S realtime visibility and reporting , ensuring the entire recruitment process is compliant , transparent , and controlled from end to end .
At the same time , the business was preparing for Brexit , the divestment of its conventional cash business in 40 countries and the mobilisation of new major contracts won in 2020 , including a new 10-year contract to operate the UK ’ s first resettlement prison , HMP Five Wells in Wellingborough .
The pressure has been with us at every step ; however , I am immensely proud of the way our teams around the world rose to every challenge .
Given the on-going refocusing at G4S in a competitive market place , Copeland talks about a major supply chain transformation programme to enable operational excellence and cost leadership .
When I visited the G4S Procurement teams around the world , I spent time with the operational teams to get a direct understanding of how the businesses operated . I noticed the work-wear supply chains were highly decentralised and often suffering from range proliferation ( i . e . 60 variants of white shirts used in just 6 European countries ) and large amounts of stock obsolescence cluttering up storage areas .)
Work-wear is a major spend area for G4S with an annual spend of $ 50M
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