Adrian Smith Gaicd Email & Phone Number

Melbourne, VIC, AU

Melbourne, Victoria, AU

• Club Assist APAC is an end-to-end outsourced services provider in the $100-200M revenue bracket servicing two main channels, (1) Private-label automotive battery supply chain and (2) Emergency roadside mechanical.
• This role has fully autonomous responsibility for the development and execution of a customer-led strategy with outsourced services. Leading the business in a product, services and cultural transformation to set up.
• Reporting to a diverse board of directors, the CEO role has full accountability for all APAC operations, revenue and profit delivery. Sales and profit targets were sustainably exceeded in FY24 and record new customers.
• M&A experience leading analysis, purchase and sale decision making and successful execution

Melbourne, Victoria, AU

• Reporting to the Chief Executive Officer, the Executive General Manager of Sales & Operations role replaced the previous COO role and is fully accountable for end-to-end sales, service and costs through all aspects of.
• Accountability for developing and delivering the revenue growth plan, including the new channel and private label product introduction
• Formulated and executed the Distribution Centre of Excellence model to deliver a business-wide cultural shift towards improving safety, efficiency and fit for future
• Utilising data analysis and Power BI reporting to drive growth and cost efficiencies

Main Board Director for a long-standing joint venture delivering business process outsourcing (BPO) services for battery supply and emergency roadside member assistance for the AA New Zealand Motoring Club.

Williams Landing, Victoria, AU

• Developed and implemented a replenishment transformation program by instigating a restructure of the buying and planning teams to move inventory execution into a central team. This allowed immediate positively.
• New planning governance reduced inventory at cost from over $900m to under $500m in 18 months
• Delivered a strategic space blueprint development and deployment of a resultant full store space relay in 50 stores within 6 months of instigation
• Delivered over $12m of end-to-end cost savings in 2016 by replenishment changes and successful management of the exit of expensive and inefficient supply chain channels
• Accountability for the successful selection of a replacement demand and fulfilment system along with a $10m annual IT investment spend across inventory, space, and stock integrity improvements projects

Williams Landing, Victoria, AU

• Completing a full review and re-launch of the company strategic change program (‘Factory to Customer’) in collaboration with PwC within the first 10 weeks in role, before then leading one of the top 3 strategic change.
• Concurrently having direct line management responsibility for supply chain operations and planning, and the development and implementation team for a full warehouse management system across four distribution centres in.
• Implementation of carton level real time stock visibility Asia to store on 90% of volume (previously an assumed receipting model was employed at national purchase order level). This included aligned multiple system and.
• Multi-site delivery of the new stock receipting process across 300 stores in three months to enable the final step in the end-to-end stock integrity transformation

Melbourne, VIC, AU

• Accountable for a deployment budget of $9.5m. Jointly accountable for achieving $66m additional sales and generating $28m additional profit, and requiring extensive stakeholder management at senior board director level
• Successful leadership and development of multi-state field teams to deliver the fastest ordering process deployment to fleet, the first 'agile' deployment into store operations, and the first deployment of iPads and.
• Both programs referenced by our Managing Director as driving simplicity for stores in company strategy statements
• Store Operations lead on all medium and long term supply chain projects (e.g. network development, innovative automated DC build & change, contingency management), including integrating fresh produce into the core.
• Led a cross functional group to enable faster stock recovery reaction times, lower unproductive stock levels in stores, and more efficient product flow at lower cost. Delivered $8.5m in sales benefit at no additional.

Melbourne, VIC, AU

• Replacing an embedded BCG consulting team, my team developed true step change initiatives that enabled multi-million dollar improvements in financial performance period on period, and A$20m improvements year-on-year..
• Identified a long-standing strategic process failure within financial reporting that had allowed DC errors to increase stock loss figures in stores without any accountability being placed with our supply chain teams.
• Completed a full ‘kinks in the pipe’ review of the supply chain network and DC operations for the Managing Director within 6 weeks, identifying key cost reduction and service improvements. This included full DC walks.
• Then within 12 weeks I established a new team, developed a full project plan and fleet-wide DC training initiative to transform process and ways of working

Bentonville, Arkansas, US

• Step changed 'unproductive inventory' in stores to directly reduce the cost to operate in the short term. This also then enabled smaller back of house areas in the medium term, providing greater return on investment in.
• Understanding the logic and levers in the replenishment and supply chain processes enabled the ability to coordinate changes upstream with the store operating model. This enabled store process changes in conjunction.
• Halved the DC-to-store fulfilment lead time on long life fresh food deliveries, reducing costs through simplifying store process, delivery time and load size optimization, and concurrently increasing customer.
• Store process improvement through lean principles of task and equipment flow, and removing non-value added tasks (pioneering manufacturing learning). This was then adopted by several other Wal-Mart countries, including.
• Three of the supply chain projects my team scoped and helped deliver were short listed for UK and European supply chain awards in 2010. Two winning IGD Food Industry Awards, the third was commended at the ECR Europe.

Bentonville, Arkansas, US

• Leading cross-functional teams that from took ASDA from minimal to 80%+ implementation of Retail Ready Packaging in just over 2 years (90%+ on food), delivering significant operational cost and availability improvements
• My team delivered in excess of £30m of store operating cost reductions in 3 years and a 2% availability improvement

Addlestone, Weybridge, GB

Developed new client and candidate relationships, including particular success at 'turning' clients who previously had a negative opinion of the company's service levels. Ability to influence a variety of individuals, ranging from new graduates to Senior Executive Directors of large PLCs, and requested to set-up the South Yorkshire office with two.

Bentonville, Arkansas, US

Working within the Central Retail Operations team and accountable for implementing key availability processes across 265 stores, and continued improvement in chain availability through influencing head office departments, regional managers and stores. Responsibility for coaching all new regional process managers, with key focus on their ability to.

Bentonville, Arkansas, US

Progressing through various store management roles, the largest with operational responsibility for a store with average sales in excess of £1.6 million per week, and profits of £20 million per year. Improvement in product availability to the customer, reducing off sales by 600 per week, and responsibility for 30 managers and 600 colleaguesKey achievements.

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Bsc, Chemistry With Honours

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