James Kirkham Email and Phone Number

Specialists in sourcing and distributing an extensive range of products for Loyalty Programs within New Zealand and providing 3PL to B2C Clients.Responsibilities include: - Leading and managing a team of 12. - Management of Procurement, Logistics, Warehousing and Operations - Managing commercial relationships - Winning and onboarding new business - Accountability for the P&L and other financial KPI's

This role covers the following businesses across the Concrete Division: - Winstone Aggregates: Operates 18 quarries nationwide supplying aggregate and a large transport fleet. - Golden Bay Cement: NZ's only manufacturer of cement (bulk bags and small bagged cement) - Firth: NZ's leading national concrete supplier and only national masonry supplier.Duties for the role include: - Strategic Procurement and Supply Chain Management across high value and strategic spend. - Diversified portfolio covering OpEX and CapEX with complexity of multi sites and regions. - Governance and excellence across the division. - Leverage Fletcher Building's scale and spend across common spend categories. - Risk Management strategies across high value commodities (fuel/coal etc)

Responsible for identifying Procurement initiatives across directs and indirects to drive margin improvement through NZ infrastructure projects and de-risk projectsDevelop a strategic framework to deliver Project specific procurement as well as identifying synergies across Construction and leveraging FB group volume to drive cost out and rationalise the supply base.Procurement lead for Higgins. Switching suppliers onto FB preferred agreements as well as driving a smarter consolidated approach to sourcing for all regional branches to increase EBIT and grow FB's overall volume.

At Fletcher Building; I am part of a high performing and successful directs team that has achieved over half of Group Procurement's FY16 target of $20m and delivered a 26% increase in financial performance YoY; FY16 vs FY15 ($14m and $3.7m respectively)Maximised contribution towards the GP target of $20m by defining and implementing a robust compliance tracking methodology that delivered a visible result to Business Units (BU’s). Payment Terms Improvement - working capital benefit of $1.1m (GP Compliance Project) and $970k (Construction/ Residential Procurement Compliance Project). Developed strong relationships and influenced key stakeholders within BU’s to increase compliance awareness. Provided visibility of Procurement group deals to enable more effective purchasing of products and services.Identified cost saving opportunities through Global and local sourcing strategies. Delivery through core/ secondary work activities, facilitation (alternative sourcing) and enablers (compliance/ governance, strategy)Championed Procurement excellence processes and policies across Construction/ Residential (Consolidating all FB contracts, Improving ERP data integrity (Zycus) and rolling out Procurement tools and templates.Demonstrated leadership by providing peers with advice on the construct and flow of Business Cases, RFP’s, Executive Summaries and presentations.Instrumental in the development of Construction/ Residential Procurement frameworks and forums.

Responsible for a total portfolio spend of $51.3m pa including packaging, co-manufacturing and indirect categories.Annual savings of $3.05m forecast in 2014, following the achievement of $545k in 2013. There was sustained commodity market price inflation during this period. These costs benefits were achieved through reviewing the total cost of ownership (TCO) and working closely with key suppliers in Australasia and offshore.Successfully led one of Griffins single largest cross functional projects in 2013/2014; moving supply of flexible film packaging from a single supply source in NZ to a hybrid supply model from China and NZ. Transitioned 350 SKU’s, with complete new artwork design over 10 months with no risk to supply.Reporting – Developed Best Practice Procurement tools and templates (Project Charter, Business Case, Contract Summary, etc.) to achieve standardisation and added value across the organisation.Develop category plans detailing procurement strategy in key areas of spend for up to 5 years.Value Analysis/ Value Engineering – using structured initiatives and supplier participation, key costs have been reduced contributing to the annual savings achieved; whilst retaining exacting standards of quality.

Maintaining security of supply to the Papakura biscuit and cracker plant through periods of raw material and packaging shortages, through planning systems supported by the development of strong supplier relationships.Successfully reducing working capital (raw materials, packaging and finished goods) from NZ$23m to NZ$18m through implementing effective planning tools and a disciplined stock policy.Introducing a lean manufacturing initiative on the most profitable biscuit line to generate production efficiency, reduce waste, downtime and stock holdings (inventory reduced by $300k pa)Established and executed personal development and training plans for team members maximising motivation and member’s contribution to the Supply Chain strategy.Lead the supply forum and supply planning process of the S&OP cycle with the objective of delivering the 4-12 month Operational and 13-24 month Strategic demand plans whilst relieving constraints and providing contingency where required

Deliver the total demand plan through each S&OP cycle for a rolling 24 month horizon in assigned brands and submits item/location forecast to Supply Planning. Effectively influence cross-functional leaders/ stakeholders (Sales, Marketing, Finance and Logistics) to drive decisions on demand related risks and opportunitiesEstablished and managed collaborative working relationships with key suppliers; Progressive and Foodstuffs. Alignment on Demand Plans to maximise GSV$ and reduce wastage.Received a "Lion Reach Award" for Outstanding Supply Chain contribution (2010) following the successful launch on a new "Yoplait yogurt" range into Progressive stores with no risk to supply.

Managed the end to end supply of stock in 800 stores to meet forecasted sales and demand plans. (I coordinated the launch of the first iPod range into the UK (iPod v3) to ensure 98% availability in stores and meet sales targets in 4 of the company’s most profitable stores including our internet shopping branch).Formed a solid working relationship within all parts of the internal purchasing department and supply chain team to understand promotional activity, ranging decisions and commercial strategies and how these helped to achieve quarterly and yearly targets.

Effectively managed consumer technology categories with an inventory value of $10m. Through detailed planning, successfully reduced working capital and maximised warehouse and retail stores service levels with no risk to supply.