Omya Australasia is involved with mining and milling of Calcium Carbonate. In the role to date I have been responsible for the following;-Development and Implementation of Procurement Policy and Procedures in line with Global and Regional PoliciesTraining and Education of all staff in Procurement Policies and procedures. Development of Procurement Strategy for all spend categories, in alignment with Regional and Global strategies.Development of Performance Metrics along with reporting to demonstrate improvements to Procurement performance.Develop Systems, Processes and Procedures to ensure Compliance to Procurement Policy.Strategic Sourcing of all relevant Categories, as well as Operational ProjectsDevelopment, Document and Implement Non-Inventory Purchasing in ERP System (BPCS), previously off-system.Training of all relevant staff in Non-Inventory Purchasing system, Policies and Procedures.Involvement in team to develop and transfer ERP database from BPCS to SAP.Fleet Management ANZ

Doors Plus are a leading Manufacturer and Importer of all types of Doors.My role is to lead the Purchasing, Inventory and Logistics roles of the business.I reported to the Managing Director and was responsible for;--Moving the control of inventory from a position of Absolute Value costing to perpetual inventory system.-Outsource supply from local manufacture, to supply from a Chinese sister company directly to the stores as well as the central warehouse.-Implement cross docking in each state, thus saving substantial costs in local transportation.-Conceptualise and design new processes to handle inventory control, inbound shipments and costing of product being shipped directly from the sister company to branches, These processes had to work on multi-tiered databases.-Renegotiate Inbound Freight costs to achieve a forecast saving at $380K.Cost Savings of $2.5M vs target of $2.1M against a spend of $11.5M.

Reporting to: Operations ManagerResponsible for: -12 staff, both warehousing & Purchasing. - Complete control of Purchasing and Warehousing functions. - Cost reduction strategies - Strategic Sourcing- for all Raw Materials, and product Lines. Reduction 2011 - $1.5M on spend of $8M. Projected reduction 2012 of $1.2M on projected spend of $7M. -Stock Reduction strategies. Projected reduction of $1.2M on stock base of $5.5M.Previous Activities:- - Implementation of Material Policy. - Implementation of Stocktake Procedure. - Implementation of Work Instructions for all Purchasing Functions.Current activities:- - 4 cost reduction projects with spend of $9M. - Relocation of warehouse function to greenfield site. - Implementation of Work Instructions for all Warehouse Functions, taking into account all new WHS laws.

This change in position was due to a corporate restructure amalgamating Chubb Fire & Safety and Chubb Security Australia.Role ProfileStrategic sourcing of all direct materials for Chubb Fire & Security, as well as sourcing for any other major indirect commoditiesKey AchievementsCost Reduction of $2.230M vs target of $2.2M for 2009.Numerous projects with a combined spend of $18.44M, projected annualised saving (for 2010) of $2.07M or 11.2%.

Reporting To: General Manager – Supply ChainResponsibilities: Strategic sourcing of all direct materials for Chubb Fire & Security, as well as sourcing for any other major indirect commodities.Achievements: Numerous projects with combined spend of $6.94M, projected annualised saving (for 2010) of $1.15M or 16.64%.Cost Reduction of $2.230M vs target of $2.2M for 2009 Current Activities: 10 projects with combined spend of $11.5M, projected savings of $920K or 8%(to be confirmed).

Chubb Security Australia includes Chubb Electronic Security (an importer and installer of security systems to the domestic and commercial market), chubb home security (an installer of security systems to the domstic market), Vitalcall (supplier and installer of personal duress systems to the aged and infirm) and Security Monitoring Centres which provides electronic monitoring of domestic and commercial security systems.Strategic Sourcing Director – Chubb Security Holdings• Periodic review and negotiation of contracts for the supply of both product and services.• National responsibility for the Chubb Group for freight, international, interstate and local (from Oct 2005).• Responsibilities of Distribution Manager, as below.• Cost reduction of $2.662M vs target of $2.656M on addressable spend of $45M, or 5.9%. 2007.• Reduction of SKU from 12,300 to 5,100, or 42.5%. Completed Nov 2007.• Cost Reduction of $2.474M vs target of $2.0M on Direct and Indirect spend of $53M or 4.7% 2008.• Further reduction of active suppliers, including subcontractors, from 2210 to 1500. 2008.• Cost reduction of local freight of approx $105K, or 39% on spend of $270K. Completed End Sept 2007.• Cost reduction on interstate airfreight of $126K or 9% on spend of $1.4m. Completed end Oct 2007.• Cost reduction on inbound sea-freight of $150K, or 13.3% on spend of $1.125M. Completed End Oct 2007.

Reporting To: National Supply Cain ManagerResponsibilities: • Control of purchasing functions nation-wide (15 warehouses, 260 service vans, $105m annual spend originally).• National stock holding.Team Achievements: • Rationalise suppliers- reduction from 750 mainline suppliers to 75 (2002 to 2004). • $105m annual spend reduced to $81m, broken down to $33M Direct, $20M Indirect and $28M Subcontract, achieved cost reduction of $24M, or 23% (2002 to 2004).• Change company culture from position of total fragmentation to one of centralised control with decentralised activity. Main activity completed 2002 & 3, ongoing control required.• Roll-out of consistent processes in line with changed Supply Chain structure in both Installations and Service warehousing functions (2002 to 2004). These processes were later (2009) adopted Corporation wide.Individual Achievements: • Achieve stock reduction from $15m to $4.7m (2002 to 2005).• Achieve compliance in utilisation of preferred suppliers, increase from 36% to 91%, with goal being 80% (2002 to present).• Trial and implementation of automated ordering system (2003).• Restructure Service Van locations to facilitate $5.2M or 11% increase in revenue (2004 & 2005).• Cost reduction for inbound International Air Parcel freight of $70K, or 41.2% on spend of $170K (2006).• Cost reduction on International inbound airfreight of $310K, or 28.6% on spend of $1.084M (2006).

3 different positionsCompany ProfileChubb Security Holdings is a group of companies with a presence in the Security, Fire and Safety fields. With footprints in Australia, New Zealand, and subsidiaries across the globe. Current turnover is in excess of $350M, and employs over 5000 people.

Hills Antenna is an importer and distributor of antennae and products to the Pay TV industry. Direct Alarm Supplies is an importer and distributor of equipment required for domestic and commercial security alarm systems and associated access control systems.Role Profile Complete purchasing function for electronics components and finished goods with a budgetary control of $50m p.a., complete responsibility for materials function, from planning of stock levels, through receipt to main warehouse, to distribution to 15 branches, split between two divisions.

Wallace and Tiernan is an importer and manufacturer of chemical metering pumps, as well as filtration systems required to treat water for domestic consumption- both domestic and at the reservoir levelRole Profile Responsible to Managing Director for control of materials function from planning and purchase of goods, through receipt and manufacture of finished product, to dispatch of goods to sales.

Telectronics was a manufacturer of medically implantable pacemakers and defibrillators utilised to enhance the cardiac care of patents.Role Profile Materials Management of all items for both Production and R&D Departments, including:SEP 1980 – SEP 1991 Various Supply Chain positions.