Your browser is no longer supported

For the best possible experience using our website we recommend you upgrade to the newest version of your browser.

Your browser appears to have cookies disabled. For the best experience of Construction News, please enable cookies in your browser.

Welcome to the Construction News site. As we have relaunched, you will have to sign in once now and agree for us to use cookies, so you won't need to log in each time you visit our site.
Learn more

Robertson's strategy wins bigger Terex role


COLIN Robertson, the head of Terex Construction, has been rewarded for his development of the division with a promotion to the new role of executive vice president, operations, for the Terex Corporation. His role will be to apply his strategic thinking to the whole group.

Mr Robertson will report directly to Terex chief executive Ron DeFeo in the corporate headquarters in Westport, Connecticut.

He will be charged with 'developing and implementing world-class capability in supply chain management, logistics and global purchasing, as well as for improving manufacturing factory utilisation around the world'.

Mr DeFeo said: 'Terex has 48 manufacturing locations worldwide and spends roughly $4 billion (£2.29 million) annually on material purchases. We need to develop a competency in ogistics and supply chain management that transcends individual business units.

'Local responsibility will be retained, but we need to overlay that with an effort to reduce cost, improve quality, simplify our operating system and optimise new product development.

We must take full advantage of this major opportunity.' Mr Robertson has built something of a reputation for adventurous thinking. He hit the headlines in 2001 when attempting to combine Warwick's site dumper production with the Manchester backhoe factory. Faced with escalating union demands in Manchester, he decided to close the Manchester plant as well at the 11th hour, ultimately transferring everything to a new site in Coventry.

His latest plan is to consider establishing 'boutique production', or factories within factories, to maximise capacity at the bigger plants.