Blair Culph Email & Phone Number

Tauranga, Bay Of Plenty, New Zealand

As the Global Supply Chain Development Manager at Zespri, I lead initiatives to optimize costs, network efficiency and ensure premium fruit quality across our global supply chain, with a strong focus on meeting the strategic growth ambitions of Zespri for both NZ and Northern Hemisphere fruit supply. With a focus on delivering Zespri’s signature quality while driving supply chain efficiency, I oversee a team of regional supply chain development leaders, shipping strategy and modelling analysts who support strategic goals, cost management, and process excellence.Key responsibilities include:Directing a cost-effective global shipping strategy, implementing decarbonization initiatives while ensuring efficient, high-quality delivery.- Managing cross-functional projects that prioritize quality and productivity.- Assisting in developing standardized KPIs, metrics, and reporting to drive cost efficiency and maintain quality standards throughout our network.- Leading strategic network modeling to optimize logistics flows and reduce costs while protecting fruit quality at every stage.- Collaborating with suppliers and stakeholders to streamline the end-to-end product flow, enhancing productivity and reducing friction.

Hamilton, Waikato, New Zealand

As the NZ Supply Chain Design Manager, I was responsible for establishing Fonterra’s supply chain network design principles in alignment with our long-term strategic vision, focusing on a 2–10-year horizon. I ensured our supply chain network was robust enough to adapt to structural changes driven by both internal and external factors, including shifts in our product portfolio and fluctuations in the availability of raw materials.Key responsibilities included making critical decisions regarding asset footprint, including rationalization and consolidation, while also developing transportation strategies that balanced cost, risk, and regulatory compliance. Additionally, I implemented and monitored port strategies to support our overarching business objectives. This role required close collaboration with key partners, such as port authorities and other primary industry exporters, to maximize efficiency across our collective supply chains and enhance operational performance.

Hamilton, Waikato, New Zealand

In my role as Supply Chain Transformation Programme Manager for Automation, I was responsible for spearheading the development of Fonterra's Global Supply Chain warehouse automation program and crafting a comprehensive 10-year roadmap. This included the operational implementation and readiness of our largest supply chain automation investment to date: retrofitting a six-crane Automated Storage and Retrieval System (ASRS) into approximately 40,000 pallet spaces of chilled and frozen storage.My responsibilities encompassed conducting high-level feasibility studies across all operational sites, ensuring alignment of potential automation investments with broader infrastructure initiatives. I analyzed key financial metrics, including internal rate of return (IRR), to prioritize and develop a strategic roadmap for automation implementation. This role provided me with in-depth exposure to various automation technologies, including ASRS, Automated Material Handling Equipment (AMHE), and Autonomous Mobile Robots (AMR), equipping me with a comprehensive understanding of how to leverage these systems for operational efficiency and enhanced performance within Fonterra’s supply chain.

Waikato, New Zealand

As the Regional Supply Chain Manager for Fonterra’s largest and most critical region by volume, I played a vital role in driving the success of an intricate and multifaceted supply chain. I directly led a team of eight and guided a broader workforce of 190 across 11 Distribution Centres distributed across six sites. With an OPEX budget exceeding $70M, I managed the efficient movement and quality of a diverse product range, from bulk ambient milk powders to temperature-controlled FMCG items, overseeing every aspect of the supply chain from manufacturing to export.This position was characterized by its complexity, requiring effective navigation of cross-functional dynamics among a multitude of internal teams and external partners. I was responsible for integrating diverse operations while ensuring compliance with stringent quality standards and optimizing efficiency in a high-stakes environment. My strategic focus on enhancing operational workflows and fostering collaboration was essential to delivering consistent, high-quality service at scale. Through effective stakeholder engagement and a deep understanding of supply chain intricacies, I contributed directly to Fonterra’s global objectives for operational excellence and cost efficiency, ensuring that our region consistently met the demands of a dynamic marketplace.

Lower North Island, New Zealand

As Regional Supply Chain Manager for Fonterra in New Zealand’s Lower North Island, I managed end-to-end supply chain operations from the point of manufacture to the point of export. Leading a team of six direct reports and overseeing 140 indirect reports across seven Distribution Centres, I ensured efficient handling of diverse products—from bulk commodity milk powders to temperature-controlled FMCG goods—prepared for global export.With a Distribution Centre operating budget exceeding $30M and a land freight budget of $40M, my role focused on optimizing operations and maintaining quality throughout the supply chain. Key achievements included decommissioning and consolidating New Plymouth Cool Stores into Whareroa Cool Stores, along with executing capital works to support this transition. I also drove strategic network initiatives to enhance efficiency and strengthen Fonterra’s supply chain capabilities.

Te Rapa, Hamilton, New Zealand

In this pivotal site role, I led the Business Transformation efforts focused on enhancing plant OEE, quality, and operational performance. My responsibilities spanned the entire improvement process, from ideation and validation through to implementation, ensuring that initiatives aligned with strategic goals. In FY18, our team achieved over $20M NZD in improvements, with projects ranging from quality enhancement to capacity expansion.I managed a team of four Process Project Managers, overseeing all Operational Excellence initiatives on site. This included implementing effective management systems (daily, weekly, and monthly), driving plant optimization, and facilitating problem-solving efforts. Additionally, I supported business planning and built processes to sustain high-quality outcomes and increased productivity across our operations.

Based at Te Rapa Site as the Distribution Centre Manager. This role was responsible for managing all aspects of the DC operation with both frozen, chilled and ambient storage including an offsite leased facility. Managing a team of 26 operating 24/7 throughout the dairy season, with movements in excess of 350 000 tonnes annual, and an operating budget of approximately $4.5 million. Te Rapa DC was on of the most productive man hour per MT DCs in the network

Hamilton

In this role, I successfully managed a team of 20 finished product dispatchers during a significant restructure and centralization phase, leading four direct reports responsible for overseeing all finished goods movements from Fonterra’s distribution centres across the North Island.I was instrumental in the day-to-day operational planning for all Fonterra Distribution Centres in the North Island, which included product allocation, quality management, and transport planning across both road and rail networks. My responsibilities also encompassed exception management, ensuring seamless operations and prompt resolution of any issues that arose. This strategic oversight was critical to optimizing our distribution processes and maintaining high service levels across the supply chain.

Hamilton Nz

In this role I led a team of nine responsible for planning and implementing the collection of milk from 10,500 suppliers across New Zealand, delivering to approximately 75 internal and external processing sites using a fleet of around 500 Fonterra tankers at peak capacity.I contributed to standardizing our transport operations and improve efficiency and consistency. My team was focused on maximizing key performance indicators (KPIs) such as:CIFOT (Collected In Full, On Time): Ensuring exceptional service delivery to our shareholders.Estimate Accuracy: Accurately forecasting milk volumes to be collected on a shift-by-shift basis from our extensive supplier network.Tanker Capacity: Optimizing tanker loading to ensure maximum capacity utilization at delivery.Operational Productivity Index (OPI): A comprehensive performance measure encompassing 20 different metrics to evaluate transport efficiency.On a daily basis, I worked closely with my team to foster innovative approaches that enhanced the effectiveness of our transport operations. This included addressing a range of operational challenges such as floods, earthquakes, snowstorms, accidents, and factory breakdowns, all while striving to increase efficiencies and maximize returns for the business.

Whangarei, New Zealand

Responsibe for day to day duties, as well as reporting and liasing with forest owners on production plans. Took a leading role in training new staff. Prior to taking the Fonterra role I had been offered the managers position in Whangarei.

Chilco, Idaho

Conducted a feasibility study alongside Idaho Forest Group into a centralised dispatch throughout its contracted forests. Study returned positive results and was implemented

Albany & Tokoroa, New Zealand; Churchill, Victoria, Australia

Started as a graduate with Asset Forestry Logistics in Auckland - Responsible for scheduling and dispatching approximately 60 logging trucks throughout Northland (in Auckland for 3 Months)Moved to Australia with Asset - Responsible for the Scheduling and Dispatching of up to 40 Single configuration trucks and up to 30 B-Doubles, worked up to a senior position supporting the manger (in Churchill for 1 Year 9 Months)Moved back to Tokoroa with Asset - Similar to other Asset roles but within CNI plantations (in Tokoroa for ~3 Months)

Graduate Certificate In Project Management

Post Graduate Certificate In Science And Technology

Bachelor Of Applied Science (B.Appl.Sci), Agribusiness

Education record