Complete end-to-end supply chain management role for the largest Kraft Heinz factory in the ANJ region, also the largest canning facility in the southern hemisphere, producing over 170,000 metric tonnes of food per year.Primarily managing the warehousing, materials and production planning functions for the site, however also taking on the analytics function to provide the site with the data needed to make production decisions.Achievements:- Improvement of materials supply situation and planning, moving from multiple materials shortage per day do a situation where there were no materials constraints- Implementation of an improved run strategy removing midweek changeovers- Reduction of supply chain losses (SLOB and spoilage) of $1m- Site lead for SAP implementation- Site Transitional Facility Operator, consisting of 3 ATF’s including a high-risk goods ATF- Instituted a full analytical process for daily, weekly and monthly reporting of production volumes, production misses, and CTP and CFR Misses

- Governance role - Member of the Board of Trustees for a ~600 student intermediate school- Finance committee member

- Site Management of a 25,000 Metric Tonne capacity cold storage facility- Management of the site Risk Management Program (RMP)- Staff Management with 6 Direct Report, and 9 indirect permanent reports, and fluctuating fixed term and casual staffing- Customer Relationship Management- Supplier Relationship Management- Process management, with blast freezing of berries on site, pre-cooling of fruit, controlled atmosphere storage of pipfruit- Optimisation of multiple rooms, running at different specifications, with different storage modes- Responsibility for all aspects of the P & L for the site- project management of several large projects including retrofitting existing coolstore to increase capacity, and building to expand capacity of another site- analysis of variety of aspects of the business as a whole, including development of new metrics for the groupAchievements:- Increase revenue by 20%, and doubled EBIT in under 3 years- Improved DIFOT from 75% to 100%, and held it at that level for over 2 years- Reduced LTIFR to 0, with no LTI’s for over 2 years- Reduced payroll-to-revenue ratio to below 20%, the company average is 33%. This was achieved via process improvements and building a stronger team- Improvement of processes within store, resulting in faster reaction times- Development of the team from a dysfunctional one to a high functioning team- British Retail Consortium (BRC) grading of AA (highest announce audit grade) three years running- Implementation of Lean tools within a warehousing environment, with the above improvements as a result of this implementation- Active involvement with the in-house software developers to analyse the “build or buy” aspect of company IT systems, including scoping the needs of operations for software and how the software needs to be structured.

- Management of the Dry Goods Department, including management of 20 staff members, with direct reports of 3 supervisors. - Management of both company owned and customer owned inventory - Forecasting - Direct input into selection of suppliers - Ownership of the supplier relationshipAchievements:- Improvement of DIFOT from 92% to 99.2%- Revised of the warehouse layout to improve product flow- Reduction in stockholding of company supplied packaging (in line with lean objectives)- Reduction of staff attrition rate- Increase in staffing of department, to cope with increased production requirements- Re-implementation of lean methodologies resulting in above improvements

Management of on plant cold storageManagement of container loading and movementco-ordination of Blast Freezing loadsInventory controller

Day-to-day first line management of lamb cutting room

Performing Post Mortem and Ante Mortem Meat Inspection on mostly Lamb, Sheep and Beef, but also qualified in Pigs and Bobby Calves.