Graham Scott Email & Phone Number

Kent, England, United Kingdom

Reporting to the Board and owners, a senior member of the management team, directing the supply chain function based across two geographical locations.Accountable for all group purchase circa £15M p/aProactive management of the supply and manufacture base covering suppliers in UK, Europe, China, India and US Management of group stock holding circa £8MOwnership of the end to end supply chain including all inbound freight and logistics

Reporting to the board as a senior member of the Hornby management team directing the Merchandising, Supply Chain and Procurement function for the groupAccountable for all group planning and manufacture purchase circa £20M p/aProactive management of the supply and manufacture base covering suppliers in UK, India and ChinaManagement of group stock holding across sites in UK, USA, China and EuropeLead on a cost of good projectOwnership of the S&OP processAccountable for key item and product launch availabilityOwnership of all supply chain reporting, forecasting and demand planningManagement of annual cost centre budgetsExecutive management Hornby’s visitor centre, museum and gift shop welcoming 30,000 visitors a yearAchievements:Delivered a Year on year FY16/17 stock reduction of £2.4M by implementing accurate stock categorisation, stock aging, and the introduction of stock exception reportingDeveloped and coached a high performing merchandising team, realigning responsibilities and giving greater ownershipDrove demand planning and forecasting by the Introduction of new reporting and processes Implemented key customer focus and forecast sharing ensuring availability targets were met and safety stock levels were relevantDelivered first year cost of goods savings of £1M through a strategic manufacturer review, the sharing of demand plans/ forecasts, logistics consolidation, freight renegotiation and introducing manufacturing efficienciesRealised savings in indirect purchasing through supplier consolidation and revision of supplier terms Increased management visibility and control through the Implemented a new group wide reporting suiteIncreased sales and drove footfall by sourcing new retail ranges and producing a range of branded merchandise in the Hornby Visitor Centre

London, United Kingdom

A senior member of the digital team providing a pivotal link between BHS trading divisions, the digital trading team and the digital warehouseManagement of all BHS digital stock c£20mGate keeper of commercial agreements and relationships with BHS commercial trading divisionsProviding the Distribution Centre with short and long term intake and dispatch forecastsRepresented digital team at board level trading meetingsMonitoring forecast accuracy agreeing remedial action where requiredProject managed the supply chain work stream for a full website re-platformAchievementsDelivered 95% web sell through on seasonal productsDerived £5M of sales over black Friday, 30% year on year increase through the management of intake, dispatch and contingency planning.Delivered the successful consolidation and relocation of digital stock from two to one distribution centres with minimal customer impact

Client facing role incorporating client relationship management and project consultancy/management. Focused specifically on the retail sector. Providing end to end management of large global retail projects, working with Clients such as Home Depot, Halfords, John Lewis, B&Q, Tesco, Lakeland and The Container Store. End to end management of the project life cycle using SCRUM mythologiesRequirement gathering and scoping of projectsPlanning, requesting and project managing global resource, covering software development, scripting, testing and implementation.Client liaison/managementRolling Management of numerous large projects, across the UK, US and AsiaDemonstration and training of Episys software, in both a one to one and classroom scenarios

Commercial Manager accountable for commercial and supply chain activity within the Sport, Leisure and Hospitality sector. Directed the supply chain team to ensure SLA’s met for sport and leisure sites and issues addressed Inflation mitigation Signoff of all commercial and supply chain activities Provision and sign off of all forecasts for major sporting events such as Wimbledon and the OlympicsCommercial lead for 2012 Olympic procurement and delivery Delivered £1m Olympic profit by the management of all procurement and commercials Delivered the Olympic food vision and supply chain strategy through the project management of large cross-functional teamsDelivered significant savings through the development of a new workforce feeding solution

Redhill, United Kingdom

Part of the senior management team and founding member of a start-up Retail Company, reporting directly to the managing director. Management of all supply chain operations and Central ITSet up the supply chain from scratch, including all forecasting and replenishment modelsAll purchase order/ stock investment sign off, balancing availability with cash flowOwnership of all master data – setup and on-going maintenance including all promotional mechanic set upManaged all commercial supplier and 3 PL relationshipsAchievements:Delivered 99% availability for all store seventeen openings Delivered stock and cash flow management reporting and models

London, United Kingdom

End to end management of a large company wide project to cut out unproductive ranges and unnecessary stock holding whilst looking to make better more productive use of the freed space with the introduction of concessions partners and consignment ranges. Project covered 100 stores 10 concession partners and Capex spend of up to £5M annually split across different concession partners and stores.Responsibilities: • Worked closely with senior members of commercial teams, display teams, store planning, distribution, retail and finance.• Key activities included matching concession partners with appropriate stores and helping manage the concession partner relationship as well as the validation and Signing off of store plans.• Producing and reviewing implementation plans• Managing all project communication, this included communication to store, area and regional managers and communication with all departments within head office.• Chairing weekly steering group meetings attended by two main board directors and other senior managers.• Produced all analysis and reporting to support the project, looking at stock holding, sales per foot and footfall data.Achievements:• Project delivered a 20% range reduction and all associated benefits.• Delivered a year on year stock reduction of £25M across 100 project stores.• Project delivered concession income of £10M across 8 key concession partners – projections were this was to double in 2009.• In excess of 150,000 sq ft of store selling space was freed up, with plans in place to roll out key concessions into much of it in 2009.• Responsibility for the clearance store estate was retained throughout 2008 as well as consulting on residual and stock liquidation matters.

London, United Kingdom

At peak Woolworth’s had in excess £70 Million of residual product. My role created a strategy for the liquidation of this stock together with the creation, implementation and management of an estate of clearance stores with annual turnover in excess of £14 million in both 2006 and 2007Responsibilities:• Management of the clearance team, including all recruitment, training, development and appraisal.• Created/opened and ongoing management of an estate of 46 clearance stores.• Implemented and managed all commercial processes relating to the clearance proposition. This included managing clearance stock flow, pricing and margin for the clearance estate.• Defined all reporting and pricing policies, and all clearance display guidelines.• Management of all clearance communication, to stores, suppliers, distribution and updates to the exec. • Worked with cross functional teams looking at the root causes of residual creation and effective solutionsAchievements:• Clearance sales in 2006 and 2007 were in excess of £14 Million at a positive margin rate.• Total clearance store stockholding in excess of £10 Million. • Played a fundamental part in a project where in excess of 16,000 cages of residuals were removed from 300 stores and relocated (via phased intake) to clearance stores. • Provided the business with in depth analysis on company residuals, assimilating very large amounts of data and summarising for the exec on a regular basis. • Worked closely with the ecommerce team to develop an on line clearance offer, as well as exploring opportunities on bid sites and Ebay.• On-going investigation into reverse logistics.

London, United Kingdom

Management and demand planning of gift and events product in and out of the business, maximising customer availability whilst adhering to stock level targets. This role covered both highly seasonal and non seasonal product. Responsibilities:• Planed and managed stock in and out of the business from both domestic and Far East suppliers.• Supported the delivery of sales and profit targets for each department, working closely with the relevant buyer on range development and strategy.• Produced high level stock forecasts and detailed item level demand plans. • Management of the gift and events inventory team, including all recruitment, training, development and appraisal.Achievements:• Managed £36M of stock at peak across 4 Distribution centres and 800 stores.• Performed a merchandiser role for fragrance, taking on additional responsibility for range selection, development and strategy. • Hit season launch availability targets of 97% and an average yearly availability target of 95% in 2005• Departmental Profit target of £10M in 2005 was exceeded

London, United Kingdom

Provided additional support to high volume out of town stores and looked specifically at stock management for all seasonal, promotional and out of town specific ranges.Responsibilities:• Management of the inventory support team, including all recruitment, training, development and appraisal.• Implementation of new processes and procedures to ensure out of town stock was allocated in the correct depth and given the right level focus within the business. • Provide support and guidance to retail on all aspects of the supply chain function, communicating with regional managers, district managers and store managers.• Played a major part in the out of town change program, managing the exiting of ranges, as well as all supply chain and inventory activity for store closures and new store openings. • Managed stock for all out of town specific marketing activity, providing stock and sales forecasts, availability reporting and in depth analysis post activity. Achievements:• Out of town turnover in excess of £200M• Like for like sales 2% ahead of company• Incremental sales of £20M (2003-2004) driven by teams activity

London, United Kingdom

Reporting directly to the exec these projects involved finding the route causes to poor availability through data analysis and cross-functional working and implementing processes to remedy. Proposition work involved analysing market research and sales information to provide buying briefs for the commercial teams.

London, United Kingdom

Responsibility for the end to end supply chain withing the Woolworth General Stores proposition

London, United Kingdom

Management of the store stock accounting team in Woolworth head office.

South East Region

Full Profit and Loss accountability for various small to medium size branches (Turnovers c£1.5-£2m)

South East Region

Project management of replacement till system within the Woolworth store estate