Creating a strategic program office to co-ordinate and facilitate the successful implementation of the Ego strategic plan by the leadership team and managers. Providing the tools, processes and subject matter expertise to implement and embed the strategic program. As the IBP Manager, I also lead the ongoing governance, continuous improvement and facilitation of the Integrated Business Planning program within Ego.

Successfully lead the implementation of SAP IBP software (Demand and S&OP), which was recognised as a finalist in the SAP Best Run awards in 2022 for Digital Supply Chain. Demand Planning processes were redefined which has lead to best ever forecast accuracy and bias results at Ego, visibility of demand plans globally to enable decision making and underpin the implementation of the IBP Process at Ego. With capability to review the plans, I was able to lead the implementation of the IBP process at Ego, and then the ongoing governance and continuous improvement of IBP processes, metrics, systems, and organisational capability.

Certificate IV for Training and Assessment - TAE40116

Supply Chain Business Process and Technology specialist able to use my experience to help guide and my stakeholder management skills to help deliver on their supply chain technology and process projects. Engagements in this role included:Project Manager - Large Australian RetailerInitiate project on moving part of their business to a 4PL. Running workshops to gather business requirements and formalise sign off of those requirements. Working with internal business (Business Unit and Supply Chain), and IT stakeholders and also the 4PL vendor to create the plan, costings and business case for board approval. Approved and progressed through to implementation stage.Project Manager - Large Australian RetailerProject initiation for a cloud based bespoke Labour Workforce Management system for warehouse resources. Intensive stakeholder management with internal business (Supply Chain) and IT stakeholders, and the software vendor. Managing small team of Accenture and client resources. Plan approved at board and progressing through to implementation.Training Lead Master Data Management - Large Australian Logistics FirmFinalise program implementation, oversee training material creation in final phase for end users and create enduring artifacts for the client. Managing on-shore and offshore resources to provide quality material endorsed by client. Intensive stakeholder management to align plans according to changed needs, with 0 cost impact.

Part of the Supply Leadership team, this is a new role to create a centre of expertise focusing on improving IBM Supply Chain Operations (SCO) and the services provided to our clients. Creating a team of experts in industry specific disciplines as well as experienced supply chain professionals, we will identify initiatives, run the required projects, deliver training programs and facilitate agile processes to deliver value to our client, and therefore IBM. This position will build on the foundations laid by past initiatives such as Integrated Business Planning, Supply Chain Optimisation and Cognos Analytics and take continuous improvement into a formalised program within SCO. Success to be defined by cost savings for the client and margin improvement for IBM.

Reporting to the Head of Supply Chain Operations, I am responsible for identifying, validating and implementing continuous improvement opportunities. That can be in the form of process improvement, providing training or introducing new technology to increase productivity within our operations and deliver greater value to the client. Utilising recognised methodologies such as Agile, Design Thinking and Lean, my role also allows me to tap into IBM’s greater technical expertise in Data Analytics and Cognitive to provide real change to the Supply Chain Operations. This role effectively uses my current 15 years of Supply Chain professional experience as well as my previous 10 years of IT experience to identify real opportunities and engage stakeholders at a level they understand. Those stakeholders being internal to IBM, as well as external with the client and vendors.

Responsible for designing and implementing an integrated business planning process into our the supply chain operations of our client, one of Australia’s largest companies. Leading a small team of process specialist and demand planner, I own all facets of implementation from project management, stakeholder engagement , execution of design and training. Bringing process improvement to a complex business model and matrix organisation, we have seen reductions of inventory, increases in service levels and greater understanding of the planning chain by the client. Scope includes business and outsourced processes, covering $280M of consumption and $110M of inventory. As well as the process of IBP, I am accountable for creating a demand planning function for IBM’s management of Telstra’s operations.

After major organizational change and demerger with Foster’s group, TWE re-launched its Integrated Business Planning process over its $5B, 30M case global business. This role encompassed the design, implementation, facilitation and continual improvement of the total global process to manage bulk wine, $100M inventory, and constrained luxury product. Including training, consulting and process management to 4 Global regions, the functions of Marketing, Sales, Supply and Finance and stakeholders at all levels of the organisation. Engaging both IT and the business to align to total TWE strategies and goals by supporting IBP process and principles was a major component of responsibilities.

Responsible for driving business acceptance, involvement and closure for the remaining set of issues remaining from TWE’s successful JDE implementation, enabling final close out of the project. This involved stakeholder management of all segments of the business, as well as driving priorities of the technical team kept on to close out the agreed set of outstanding issues.

Stream lead for Procurement and Accounts Payable (Procure to Pay) and Master Data Management (MDM) for the final tranche in TWE’s global JDE implementation. My primary responsibilities were to ensure that the business was ready as possible for the new ERP by project managing those streams, clearing roadblocks, IT and Business stakeholder management, issue resolution and driving decision making. Responsibilities also included leading a team of technical consultants and subject matter experts to drive the delivery of the tested and documented solution and then guiding priorities in the post go-live support.

Consulting and project managing business and IT initiatives into TWE Supply Chain Planning systems and processes. Scope included Data Warehouse cutovers, JDA enhancements, reporting improvements as well as implementing and defining Integrated Business Planning (IBP) processes, conducting training and consulting to the global business and it's functions of Supply, Sales, Marketing and Finance

Primarily responsible for providing a conduit between the business and IT, creating a business support structure for the Global Demand Planning solution and managing the cut over into live publishing. The role was also created to track post-project benefits for post implementation review to the steering committee / board as well as embedding processes delivered by the project. After stabilisation of the demand solution the scope expanded into support of all supply planning tools and processes using JDA / Manugistics within Foster’s globally.

With the brief of developing a leading practice Sales and Operations Planning globally for Foster’s, this role had wide and varied responsibilities. It involved collaborating with the current S&OP participants, from Demand Planners through to members on the S&OP executive, in Australia, but also in North America, EMEA, Asia and New Zealand, to deliver a globally consistent template for S&OP. Additionally, the role expanded to become an end-to-end subject matter expert on Demand Planning and the project, advising to the overall solution and running regional workshops to get buy in globally on the total solution.

Leading and implementing a series of wide and varied projects and continuous improvement drives to enable the supply chain to deliver on its commitments. The main focus was providing expertise and experience around the businesses use of the JDA (Manugistics) fulfillment and demand modules. Also drove initiatives around master data integrity and business process mapping.

The main focus of this role within the Operations Segment of ExxonMobil Lubricants and Specialties was supporting the business in the use of Supply Chain Systems and processes. Belonging to a global group, I was the Asia Pacific representative responsible for embedding the systems, processes, detailed supply chain theory and training. Primarily focused on Manugistics (JDA) within Asia Pacific, I also consulted to smaller countries with little or no supply chain systems or tools.

The role of Fulfillment Analyst, based in Singapore, Implement Manugistics (now known as JDA) Fulfilment software and processes into Singapore, Malaysia, Thailand, China, Hong Kong, Japan and Taiwan.