Simon Garbett

Mills & Reeve

Simon is a partner in Mills & Reeve's Birmingham office and is head of the Commercial Disputes team. Simon is also head of the firm’s Automotive Group, which is part of Mills & Reeve’s Technology Sector focus.

Simon's practice is global in scope and includes both public and private sector clients. Simon's main area of expertise involves complex commercial litigation, arbitration and dispute resolution (including mediation). Simon has a wealth of experience in representing UK and global manufacturers, advanced engineering and retail clients.

Areas of key focus are cross-border disputes, manufacturing and engineering claims, supplier, supply chain and product liability issues (particularly in the aerospace, automotive, manufacturing, food and drink, technology and retail sectors), as well as a broad range of financial services litigation, including for banks, brokers, insurers and pensions clients.

Simon has represented commercial and government clients in a significant number of successful mediations and is a strong advocate of Alternative Dispute Resolution. He is also a qualified Solicitor Advocate, with rights of audience in the Higher Courts of England and Wales.

Practice Area

Commercial

Panel

Contributing Author

Qualified Year

1998

Experience

Squire Patton Boggs (August 2009 - April 2023)
Pinsent Masons (September 1996 - August 2009)

Qualifications

Geography BA (1993)
CPE (1995)
LPC (1996)

Education

University of Birmingham (1990)

2 Contributions by Simon Garbett

PRACTICE NOTES

Managing Global Supply Chain Risk: Due Diligence, Contractual Controls, Cyber Security and Resilience Strategies for Commercial Lawyers

This Practice Note Examines the practical difficulties of global supply chains and the commercial lawyer’s role in building a resilient supply chain for a business. It reviews supply chain risk and the suite of tools available to lawyers to mitigate those risks, including assessing and managing partner risk, controlling risk through supply chain contracts, and supplementary approaches to risk management, as well as other methods for managing risk. Effective risk management in supply chains demands insight into both operational realities and the legal obligations that apply wherever a company’s direct and indirect suppliers operate. The increasingly global nature of manufacturing supply chains raises even further the difficulty of managing risk and amplifies the consequences of failure. This is compounded by uncertain geopolitical and financial landscapes across jurisdictions that disturb harmonious conditions between markets, as shown in 2025 by the US imposing tariffs on certain global markets. On a global basis. Consequently, the risks that almost every business must now routinely assess go beyond natural disasters, pandemics and market downturns, and include: unpredictable consumption patterns labour unavailability product scarcity global logistics issues the rise of geopolitical tensions Furthermore, in certain industries and sectors, businesses are being forced to implement increased scrutiny...

Commercial

CHECKLISTS

Supply Chain Resilience: Legal Due Diligence and Contracting Checklist covering Demand, Mapping, Contingency, Pricing, Supplier Insolvency, Fraud, ESG and Cyber Risks

This Checklist outlines the principal risks and points to weigh when taking steps to build a resilient supply chain, covering demand, communication, mapping, supplier requirements, contingency plans, supplier agreements, supplier distress and insolvency, fraud, and de‑risking. It accompanies Practice Note: Securing a resilient supply chain. Demand In relation to demand, have you: Evaluated the possible effects of a major supply chain event (eg geopolitical instability, a pandemic, or product shortages) on your customers/end users? Considered how a significant supply chain event could influence your distribution network and adjusted it as necessary? Assessed whether investing in technology (eg AI, digital twins, crisis and scenario modelling) could deliver solutions to sharp changes in supply and demand? Communication In relation to communication, have you: Kept strong, regular dialogue with key suppliers, logistics partners and end customers about what you are doing and the steps you are taking? ...