Anders Warn Email & Phone Number

Auckland, New Zealand

New Zealand

The water reform programme is responsible for the establishment of, and the transition to, a new service delivery model. Its role is to ensure that ten new water service entities are ready to assume responsibility for the three-waters related infrastructure and service delivery. The Customer and Digital Project is the largest part of that programme.I lead the establishment of the change strategy and ran the change stream. Prior to that I was part of the start-up programme team.

New Zealand

NZ Post are undergoing several major transformations as the business move to accommodate a significant growth in parcels and move to a fully integrated network while keeping abreast of the new technology available. The Transformation Office is being created to ensure these transformations are well governed and understood through their lifecycle. - Created and sold in the new enterprise scorecard portfolios, reporting for monthly and quarterly strategic review - Created Quality Management Plan and ran quality audit process for large programmes (>$100million) - Standardised and ran risk assessment methodology, discovery and resolution for large programmes - Implemented new PMO toolset "Project on Line" for all capital projects

Co-created the stream strategy and built the team for the implementation and transition stream of Posts $200million transformation.Interviewed and accepted the new role on the creation of the Transformation Office

Auckland

Set up, govern and run capital project of circa $20 million.

Auckland, New Zealand

Z Energy own NZ’s biggest network of fuel distribution and compete against global giants BP and Mobil. The networks are complicated by various agreements across industry, the NZ refinery and the NZ shipping distributor. The role was created to delve into Supply Chain Optimisation opportunities and assist with current projects and a transition of leadership. - Managed Z’s contribution and presentation to the inter oil-co and refinery monthly sessions (C-suite and level 3 at Mobil, Z, BP RNZ and shipping) - Evaluated end to end supply chain planning and recommended two pivotal focus areas – forecasting and reporting/responsibility - Identified, justified and presented more than $55 million in savings through inventory management and redistribution through the "owned" network. - Rewrote an XL based planning tool to forecast required import activity for Z (and all of NZ).

Auckland, New Zealand

Ariba is an SAP suite of tools designed to enable and improve the end to end procurement function. Project spend was 14 million and licensing took the overall value to over 25 million with a $50 million benefits tag. - Directed and successfully deployed Fonterra’s global SAP Ariba procurement program across 100 plants for over two thousands users - Created passionate, positive environment and highly capable team from a disparate toxic starting environment - Delivered on time and below budget (re-baselined with steerco and held for over six months) - Successfully negotiated with SAP to close out historical issue

Auckland

Led the team of professional change managers, business improvement managers and the Centre of Excellence for master data. Worked across the global enterprise to support business process transformations and capital builds. - Directed the team on multiple organisational change initiatives in both the capital and business process space contributing to over $50 million of savings every year - as verified by the McKinsey RTS process - Lead a working capital end to end supply chain improvement project that delivered a further $80million to working capital and created a legacy initiative in the supply chain - Implemented master data governance, management and communication systems and changed the master data mindset across the enterprise. - Established and implemented a five point process maturity and strategic performance management frameworks across Fonterra’s value stream. - Lead a project rescue team across a multimillion dollar suite of projects with an export risk of billions of dollars working closely with the government ministry (MPI)Implemented and sustained a 5 stage Business Process Maturity framework to improve business understanding of and adherence to business process across Fonterra’s supply chain

Auckland

Value Stream Optimisation was the $150m end to end supply chain improvement project involving over 200 project team members – It designed, built and deployed SAP (and other) technical solutions and then ensured uptake through improved understanding of process and people capability. - Understood and illustrated the many silos of the VSO program and demonstrated how they “fit” together to provide a truly integrated solution. - Led the metrics stream across all 7 work areas. - Designed governance and support structures for process modelling, business process management and a consistent approach – advocated, introduced and implemented ARIS

Responsible for setting up the national Management Operating System and multiple business improvement projects in Fonterra's Milk Collection fleetNational lead for LEAN manufacturing in the Milk Transport Division

Consulted to Sealord, Fonterra and General Mills

Auckland

Responsible for all aspects of operations management for two snackfood sites