Overview of the role: As Head of the Supply Chain Operations for CGCL, my role is to develop a best in class supply chain operations, provide leadership and coaching, develop and implement efficient supply chain processes, effectively manage Supplier Relationships, and design and develop the warehousing and Materials Management functions. Specific Functions Include: • Design, plan and develop all systems of work (standard operating procedures) for the Materials Management and Procurement arms of the department. • Coach and supervise team members, provide feedback and training opportunities to empower and develop supply chain staff.• Develop, and continually evaluate policies and procedures for the company’s supply chain function. • Implement and achieve Key Performance Indicators targets to ensure the supply chain function is achieving its goals and objectives.• Create and maintain a Pre-Qualification system for Suppliers and monitor and manage their performance for trending and analysis purposes. • Develop and administer warehousing and inventory management systems which encompass world class materials management operations.* Conduct Analysis and Inventory Optimization on all MRO spares.

Massy Distribution is one of the largest retail distributors in Trinidad and Tobago with sales revenue of 1 billion TT dollars annually. As Operations Manager my role spanned overseeing their 4 warehouses (230,000 sq. ft.) locations and Facilities & Fleet Maintenance for the entire company. Key Results Area:• Meet with key customers and developed an operational plan to improve service levels. • Automated the On-Time Delivery Monitoring process and represented it as a KPI. • Introduced a Routine Maintenance Schedule as well as the Facilities Helpdesk. • Implemented the Daily Tracking of warehouse workers picking productivity and work quality (pick accuracy). • Improved the Expiry Management Process. • Worked as one of the leads on a cross departmental team which streamlined and reduced the customer credit request process. Also developed ways to measures identify how long credits are taking to process. • Made the replenishment team more efficiency by having them search for free slot locations via the WMS handhelds. • Started KPI monitoring for Container offloading and simplified the receiving process re: payment processing. • Developed employees by routinely conducting coaching sessions with key supervisors/managers. • Sought employee engagement by scheduling regular meetings with all staff.

Accountable for the purchasing, customs clearance, warehousing, fleet management and facilities maintenance functions for MEES. As part of the senior management team the role encompassed making leadership decisions which helped shaped the direction of the organization.Key Results Area:• Instituted a Supplier Evaluation Process. • Developed KPI’s for Purchase Order (PO) Cycle Time, On-Time Delivery (OTIF), PO Quality. • Improved the Cycle Counting Process and by extension stock accuracy. • Introduction of reorder levels to better improve inventory management. • Developed and Inventory Policy which obtained board level approval. • Conducted a GAP Analysis of Key Procedures and built a schedule to close the gaps. • Developed employees by routinely conducting coaching sessions and introduced Personal Development Plans for key members of staff. • Introduced a Routine Maintenance Schedule, Job Close out Form, Facilities Inspection Check sheets to improve around facilities maintenance.

Provides business development support to NM Supply Chain Integrators (NMSCI) by the development and maintenance of existing business relationships and the identification and capture of commercially attractive new business opportunities. Develops implements and coordinates the marketing of strategic directives and objectives. Manages the entire local operations with direct responsibility for all personnel, HSSE, QA/QC, Performance Management, Service Levels and Financial Performance.Key Results Area: * Developed a Business/Marketing Plan for the organization which contained elements such as SWOT Analysis, Market Summary, Marketing Strategy, Competitor Analysis, Financials (Sales & Expense Forecast). * Created and conducted client presentations. * Designed and launched a company brochure detailing the organizations service offering.

Leading a team of 25 team members who execute the Procurement & Materials (Warehousing) functions. The role entails overseeing the purchasing of material to ensure the organization obtains best value in terms of price, delivery time frame and highest product quality. The scope also encompasses the warehousing and distribution of the inventory to the various facilities (platforms, etc) in an accurate and timely manner.Procurement and Materials Team Lead at Neal and Massy Woodgroup for Neal and Massy Supply chain Integrators. NM Woodgroup is one of the largest oil and gas maintenance operations company in the world. In this role I lead a team of 25 team members who execute the Procurement & Materials (Warehousing) functions. The role entails overseeing the purchasing of material to ensure the organization obtains best value in terms of price, delivery time and highest product quality. The scope also encompasses the warehousing and distribution of the inventory to the various facilities (platforms, etc) in an accurate and timely manner while reducing overall operational cost. Key Results Area:* Implemented long term commodity contracts to better improve supplier relationships /performance and obtained competitive long term pricing. * Developed systems and procedures to standardize the operations of the department. * Implemented the monitoring of Cycle Time and reduced the time by 2 days.* Reduced the amount of errors on Purchase Orders and the cost of rework. * Redesigned our entire expediting process and improved how we manage and measure outstanding deliveries. Resulted in 20% increase in our expediting performance. * Introduced a comprehensive KPI scheme where numerous areas of the department were quantitatively measured. * Wrote a strategic paper which restructured the warehouse and introduced KPI’s, improved operational inefficiencies, inventory accuracy and investment recovery.

I am the Operations Supervisor for one of Neal and Massy Energy Services Companies called Neal and Massy Supply Chain Integrators (NMSCI). Currently I am leading a team of 13 team members. More specifically I am on a project called Investment Recovery Project (IRP) whereby we are inspecting/counting all inventory for Atlantic LNG. The aim is to Triage the items and identify which ones fall into the categories of Fit for Purpose, Scrap or Surplus. The ultimate goal is to dispose of the inventory either locally or internationally via online auctions and also to give visibility to previously purchased project inventory materials.My role is two fold in that, I developed and manage the database application which collects the data of the team members in the field as they inspect the inventory and analyzes and queries the data as necessary. The software application also integrates with the clients’ inventory management system (Maximo).I also oversee the operations team members who are responsible for counting the inventory and the catalogers who create surplus items into inventory.

Developed and launched an online recruitment website for the Caribbean to help connect jobseekers with suitable employers.

* Teaching the Warehousing Module of their 2 year Certificate in Supply Chain Management. * Teaching Database Development using Microsoft Access

Managing the warehouse operations and overseeing areas such as dispatching, container unloading, general warehouse operations, administration, cash collection and customer service. Responsible for 21 team members and 10 contracted drivers. Key Results Area• Created a computerized productivity-monitoring tool to track the performance of the warehouse pickers and checkers on a daily basis. • Redesigned and re-racked the entire warehouse from start to finish to incorporate a Very Narrow Aisle (VNA) design. Procured a 180-degree front wheel steer forklift to operate within the new warehouse design causing Oscar Francois limited to be the second company in Trinidad and Tobago to acquire such a vehicle. • Refined and enhanced the warehouse structures to optimized efficiency and ensured that key personnel were placed in the most suitable roles. • Introduced a cross training program for the purpose of having a well rounded, motivated and highly skilled staff. • Kept overtime cost under the yearly budgeted allocation. • Developed and introduced a bulk/wave picking system which greatly reduced product picking time and overtime. Linked Microsoft Access with CounterPoint business application in order to compile customer delivery details in a summarized form thereby improving on dispatch delivery performance

Overseeing the entire warehouse operations from the aspects of floor operations (Dispatch and Receipts), Office Administration, document control and site maintenance. The span of control had me overseeing a staff of 62 team members. Key Results Area• Implemented a system to obtain feedback on internal customer service level • Took the Key Performance Indicators (KPI’s) and developed a Warehouse Performance Index to measure the warehouse performance as a whole. • Developed a system to monitor dispatcher’s productivity on a daily basis.• Designed comprehensive Job Descriptions and appraisal forms for all employees of warehouse, including top management. • Developed a database to record supplier-unloading time as a measurement of performance.• Completed a Warehouse Systems and Procedure Manual for every aspect of the warehousing operations

Managing the warehouse operations from a delivery service standpoint both to branches and customers. Portfolio included departments such as Order Processing, Ready to Assemble (RTA), Communications, and the Warehouse Administration department. Key Results Areas• Design and implementation of KPI’s to ensure critical business areas are measured.• Develop systems and procedures to ensure set guidelines are in place for key functions.• Develop and conduct training for delivery drivers to ensure they deliver the highest possible delivery service standards. • Design job descriptions and appraisal forms to monitor employee performance and act as a coaching tool to enhance outcomes.• Design databases to monitor punctuality and attendance, Assemblers Productivity, and to track the issuing of RTA components (parts) with subsequent reorder.

Responsible for using effective training techniques to teach 150 staff members a new front end computerized sales and collection system. (CoSacs). The application covered areas such as Credit Administation, Point of Sale (POS) cash collection, Warehousing, etcKey Results Area Effectively training staff members within the specified time frames.Formation of a comprehensive CoSacs manual documenting the new systems and procedures necessary for effective day-to-day operations

Managing all goods entering and leaving the compound to ensure they are received in excellent condition, properly housed and subsequently dispatched on a timely basis.Key Results Area Implemented new systems, procedures to ensure the effective and efficient dispatching, and receipt of company stock. Revised the way the company unloaded containers, which resulted in a saving of over $60,000 annually.

Responsible for overall branch operations which consisted of achieving high levels of customer satisfaction, exceeding sales targets, facilities maintenance, Customer Item Repairs, Credit Administration, Point of Sale (POS) cashing, etcKey Results Area Recommended ideas and innovative concepts to management on improving the company’s operations. (Letter on file to attest to this fact). Achieving sales targets.