Appointed to lead center of excellence and strategy for demand and supply planning, customer programmes and customer service, order to cash, IBP, portfolio strategy and business analytics for Europe

Appointed to lead strategy and transformation in the integrated supply chain, customer service and logistics as well as manufacturing, 4 business segments, all extended European markets.

Primary objective of the role was to service growth via drastically improving service (production capacity optimisation and material availability) and reduce cost to invest into marketing spend for growth, optimise capital. Significant improvement in safety (TIR)

Promoted to drive efficiency in inhouse and outsourced logistics operations (warehousing, transportation and distribution), institutionalise the concept of efficiency pipeline thinking year 1 and 2, creating a collaborative pool of market logistics experts, seamlessly connect E2E logistics and logistics procurement. Step up sustainability programme for logistics and centralise inbound logistics and freight billing services.

• Developed and implemented tax compliant processes and protocols for supply chain• Led the implementation of S&OP, developed and implemented the concept of demand and supply reviews in Europe • Introduced the concept of regional material planning. Set up the material planning team to optimise material inventory holding across sites and suppliers. Implemented consignment stock and material quick replenishment practices.• Led and resolved business critical constrained supply issues in chocolate network

• Designed standard templates and training materials for the country planning teams to use across product categories and countries in Europe. • Implemented SCORe Manugistics solution for production planning and planning analytics. • Led the transformation of supply planning organisation, separated and centralised master scheduling and replenishment from manufacturing into customer supply chain. Created Designed the planning hub organisation, clear roles and responsibilities between plants, procurement and planning hubs• Significant step forward in cash performance by reducing physical stock holding.Implemented strategic inventory management software ‘Automated Boundaries’ and developed inventory route cause methodology across Europe.

• Defined basic roles and accountabilities in customer service and logistics, implemented core CSL KPIs• Defined and implemented sales category and demand planning • Separated key sub-functions in customer service, developed ordering, bill to cash and customer logistics development. Implemented post invoicing, significant improvement achieved in invoice accuracy / payments• Managed the warehouse moves smoothly with no impact on business• Developed the local commercialisation organisation (PCM)

• Implemented lean manufacturing• Early concept of repetitive flexible scheduling in production and compliance to schedule• Completed asbestos replacement programme on site• Led R&DQ facility on site• Streamlined and outsourced on site warehousing• Developed the project plan and executed the closure of the cluster plants (union negotiations, media, employee outplacement, asset transfer and sales, business and service protection etc). 98% reemployment rate within 6 months, 99% service