Customer Success. Business Development. Product Management:Design and implementation of a machine learning based model to build optimal trade plans and make best use of available promotional slots to maximise return on investment and find a balance between Revenue, Volume, Absolute Gross Profit and Gross Profit %. The product was delivered from concept to client delivery and packaged as a B2B product scalable across the client portfolio.Development and continuous improvement of the client monthly RGM process. Ensuring that the correct analyses are prepared for monthly exco feedback sessions. Continuous improvement of portal dashboards to allow self service analysis and enable storytelling that aligns with client-side deliverables. The portal is managed as a B2B product that the clients use to enable the RGM function on a monthly, quarterly and annual basis to enrich business deliverables, insights and decision-making ability. The RGM process created a standard blueprint for the consulting business to structure engagements with clients.Position and integrate the RGM solution within the client’s S&OP cycle. This workstream ensured that all RGM related activities with impact on customer demand were integrated into the business process monthly.

Monthly Client Facing Revenue Growth Management Consulting:Implementation of a 5-year econometric demand planning module to automate the RGM budget and strategy input. By utilising a very rich economic dataset and using advanced statistical correlation techniques the forecast achieved over 90% accuracy on key pareto product categories.Benchmarking trade spend, location of business and growth rates across categories, customers and competitors and linking the client income statement to external market insights to drive better price and promotional decision making.External market advisory utilising retailer point of sales data on the impact of price increases, monthly market share changes and root causes. Delivering recommendations on competitor strategy, market share changes and commercial opportunity through white space identification. Creation of storyboards in powerpoint for use in internal client presentations and business cases.Complete business process redesign of the promotional planning calendar for all brands and retail customers. The new process was established as a cross functional data driven optimisation tool that utilised all available data across the external POS universe to pinpoint the best product elasticities and occasions whilst maintaining business objectives such as market share, volume, margin and profit. The new process allowed the sales, marketing, brand, finance and RGM teams to create and change plans in a fraction of the time with substantial growth in volumes and profit.

Product Management and Process Optimisation - Store Operations:-Design and implementation of products and accompanying business processes to improve sales and productivity whilst reducing costs focussing mainly on the application of technology in merchandising processes.-Application development of a gap scan, picking, backroom and merchandising solution.-Application development of a planogram product to automate manual tasks, eliminate merchandising errors at source, drive adherence and boost availability and revenue.-Implementation of an ecommerce shopping application from an operations perspective.Customer Availability Program:The Customer Availability Project was established to introduce a new Availability KPI to the business. Achieving optimal product availability is a trade off between service level, working capital, wastage and operational cost. The project involved a close working relationship with the Business Intelligence department to establish analytical requirements to drive improvements across Commercial, Supply Chain Planning and Store Operations functions with the goal of achieving optimal availability at acceptable cost to the business.SAP F&R ImplementationWorking as part of an internal consulting team to implement and establish the Forecasting and Replenishment module in SAP within Fresh and Groceries.

Business Analysis8 years’ business analysis experience at Pick ’n Pay working cross functionally with Store Operations, Commercial, Supply Chain, Online and IS teams as well as a very close relationship with the Business Intelligence department on the design, specification and creation of data models, analysis and reports to enable cross functional and executive decision making on various topics within Store Operations, Commercial and Supply Chain.-Managing and guiding analysts.-Design of data models to feed into Tableau and other front end tools such as SAP analytics and BI Portal.-Ad hoc business analysis to inform executive decision making. E.g. Impact of supply chain changes, root cause analysis of availability disruptions and wastage, business case development for technology expenditure.-Business ownership of the waste analysis query in SAP BI including design, UAT and sign off.-Managing implementation of new measures directly with BI analysts and developers.-Management of the design, documentation and sign off of new KPI reports with the BI team from a business perspective.Nominated by BI to assist with the design and implementation of an advanced cloud based analytics solution.Waste Reduction. Fresh & Non-Fresh Departments.Project initiated by the executive team targeting an improvement in waste cost to the business. Over the past two years the project has achieved a significant drop in wastage through the following initiatives:Fresh Food Waste-Design and implementation of a new BI data cube allowing for focused waste specific analysis across the business.-Transparency of the budgeting process and reporting to track performance against budget daily.-Cross functional alignment meetings per department with Commercial, Supply Chain Planning and Store Operations to drive weekly actions in order to reduce waste and achieve budget targets.-Store Process improvements within receiving, merchandising, inventory and communication areas.

TradeCo Inventory Transparency StrategyWithin the TradeCo structure, an inventory management function was defined to enable the visibility of the subsidiary inventory and to drive improvements from a group perspective. The Inventory Transparency project involving both adidas and Reebok has the ultimate goal of improving stock turn from an aggregated view by driving working capital improvements through a cross functional approach with Commercial, Finance, Planning and Operational teams.Cost to Serve – Short Lead Time Business ModelThe Short lead time business model exists as a more flexible alternative to the standard longer lead time ordering for specific articles. The business model relies on the buffering of coloured fabric at the supplier to eliminate the procurement lead time of these fabrics at order placement, thereby greatly reducing the order to delivery lead time of the article in question. To create higher transparency regarding the cost of this business model and ultimately influence decision making a project was initialised to establish the cost of the leftover fabric at the end of a fabric’s lifecycle and to charge this cost upfront to the relevant ordering parties.

Sales and Operations PlanningThe S&OP process setup in Reebok Operations aimed to bring together all key functions across the business (Finance, Marketing, Supply Planning, Purchasing, Demand Planning and Inventory Management) into one meeting with the goal of improved decision making.Reebok EMEA Inventory ManagementStreamline all inventory management reporting required for weekly management meetings with Retail and Wholesale channelsSupply Chain KPI ReportingCreate and maintain a KPI report for the Reebok brand in the EMEA region to be distributed to management. KPI’s included: Availability (OTIF), factory performance (MDP), Inventory Management, Warehouse capacity and PurchasingEMEA Excess Inventory RedistributionEstablish a free available sharing platform to enable visibility of Inventory across DC’s in EMEA, creating a virtual platform for markets to locate product. This enables markets to source complete size runs across DC’s

Combined Inventory and Network Optimisation ModelDurban-based company Bearing Man is the largest distributor of dynamic engineering consumable products in Africa. With exceptional growth and in an effort to provide the highest level of availability in the market, Bearing Man has started to realise inefficiencies within the Supply Chain. With escalating transport and inventory costs a new approach is required. This project entailed designing a supply chain by combining the trade off effect of transport and inventory holding cost to determine an optimal network structure to support the promise of high availability but simultaneously minimising supply chain costs. PDI (Pre Delivery Inspection) Centre Network OptimisationBarloworld Equipment imports caterpillar equipment for the construction and mining industries. This consulting project aimed to address the question of which ports of entry to use as well as how many and where PDI centres should be located to minimise the cash to cash cycle associated with the importing of this type of equipment.Inventory Optimisation Consulting (Subaru South Africa, BMW South Africa, MSA-Africa, Man-Dirk)BMW South Africa supplies service parts to all BMW dealerships throughout South Africa. Subaru South Africa is responsible for supplying all service parts to Subaru dealerships in South Africa. MSA-Africa manufactures safety equipment and Man-Dirk supplies toolkits to the mining industry.Service Parts Distribution Optimisation Barloworld Automotive adopted the Optimus Inventory Management Methodology within the GM (General Motors) franchise. This project was responsible for driving inventory optimisation results within the GM franchise and to design a framework for an all dealership roll-out. Demand Planning Consulting Project This consulting project provided insights and best practice demand planning processes to enable Kimberly Clark to achieve maximum results from their recently implemented demand planning tool.