Part of the ANZ leadership team

Achievements• Restructure of demand planning process at Electrolux by introduced bottom-up forecasting at major customer level resulting in a 5% forecast accuracy improvement. • Redesign of S&OP monthly cycle to improve the inputs and outputs for both demand and supply reviews to ensure an effective Executive S&OP review was established.• Created KPI dashboard to measure and track forecast accuracy, bias, service level (OFR), aged backorders, NOWC, DIS, SLOBs and excess inventory• Guest speaker at the 2013 & 2014 Supply & Demand Planning Summit on “Implementing a demand team into Electrolux” & “Customer Collaboration in demand planning“• Implemented replenishment planning tool to optimize inventory management process resulting in reduced safety stock and NOWC improvements of $6MKey Responsibilities• Manage team of 10 people (5 direct and 5 indirect reports)• Lead, drive and support demand flow team• Manage the S&OP process and SIOP with Electrolux Factories• Manage purchasing process of +8000 container from over 30 suppliers in Asia & Europe• Inventory Management across the supply chain with focus to drive NOWC improvements while maintaining a high order fill rate to customers• Optimize stock levels for given supply, lead time, forecast and delivery service.• Vendor Management for shipping, freight forwarding and finish good suppliers• Freight costs for local stock transfers and shipping• Focus on improving communications and information flow cross-functionally in the business

Achievements• Implemented improvements to the monthly S&OP with focus of gap analysis, constraints, risks and opportunities to the business. • Managed finish good writes down by $800K p.a. This has been achieved by managing aging stock through clearance customers and improving our forecast accuracy by 9%• Effectively managed the NPD transitions and ensured timelines were achieved, finish good write off’s minimised and customer service levels maintained.• Improved data integrity to allow one set of numbers. • Implementation of daily tracking reports to monitor KPI’s• Implementation of a donations process to Foodbank for aged stock.Key Responsibilities• Managing a Planning team consisting of a Demand Manager, Supply Manager, Deployment coordinator and Demand Analyst• Develop S&OP decks, facilitate and participate in S&OP meetings (Wkly and Mthly) • Network capacity analysis and management • Customer Service analysis and management• Inventory analysis and management• Supply Chain KPI reporting• Communicate and manage short and long-term capacity positions with Sales and Marketing• Management and coach Planning team• NPD delivery and performance

Achievements• Successfully developed and managed the Sales & Operations Planning process (S&OP). Included setting up KPI’s, monthly forecast reviews, supply and demand reviews and a national forecast consensus review.• Developed and managed forecast models for all business units both domestic and Export.• Implemented Forecasting KPI’s and Monthly Scorecard, providing accountability and ownership of forecasts.• Developed and implemented an education and training program in “best practice” forecasting methodolgies, incorporating trend data analysis techniques and remedial action planning• Implemented a monthly Supply and Demand review meeting to manage any constraints or issues between the demand and supply planning functions.• Reviewed all production planning parameters recommend inventory safety stock policies to optimise inventory costs and improve manufacturing operational efficiencies• Completed a 6 Sigma project on the total Supply chain with a recommendation being implemented to move the National warehousing to Third Party Logistic providers in each State.• Implemented a replenishment planning process to ensure stock availability at each State Distribution Centre.

Achievements• Project managed the Maxxium Australia and New Zealand rollout of SAP Module, Advanced Planning Optimizer (APO) by:• Preparing project brief for senior Management outlining the purpose, objectives, scope, background, deliverables and resources to be covered for implementing APO successfully.• Setting up project teams for Australia and New Zealand which involved preparing and facilitating workshops for pre-work to launch of APO implementation.• Setting up a project timeline with key milestones and liaising with team members to ensure completion of activities.• Identified contingency plans and structural changes to overcome issues identified during the Singapore rollout.• Provided value added recommendations to the Sales & Operations Planning process through the analysis, consolidation and presentation of data gathered from throughout the business which resulted in S&OP making more informed business decisions. This involved:• Implementing Gap to Budget analysis resulting in Maxxium’s ability to track the impact of forecast changes both monthly, and by brand, in net sales value and by volume.• Creating a Perfect Order graph to show the impact of out of stocks.• Analysing Forecast bias for each brand owner• Highlighting the products with supply issue and recommended various options to address these issues.• Reviewed and highlighted, with Marketing, products that showed poor forecast accuracy. This resulted in the reduction of average forecast error over 12 months to approx 28% which was within the global Maxxium target of 30%

Achievements• Successfully implemented a formalised S&OP process for Carter Holt Harvey Cartons. This included:• Development of a forecast tool base on analysis of historical sales data. • Establishing action plans for each step of the S&OP process to address demand/supply• Eliminating legacy systems to drive toward sole use of SAP (ERP system)• Implementing formal forecast and supply reviews.• Organising and facilitating on-going formal executive S&OP meeting with senior Management.• This project enabled CCH cartons to achieve greater business alignment as a result of improved communication across functions, clear accountability of forecast numbers and more accurate numbers facilitating forecast visibility for strategic planning.• Influenced sales to forecast by number of cartons instead of sheets (raw material required to produce cartons) to allow better visibility at a finished good level. This reduced inventory on the floor by managing slow moving and obsolete cartons resulting in a saving of approximately $300,000 for the year.• Developed and delivered a presentation to Bundaberg Soft drinks (BSD) about demand Management at CHH to share experience and best practice in setting up an S&OP process. This provided the opportunity to improve BDS understanding of the forecasting process and gave CHH and BSD insight into customer expectations. The outcome enabled stronger working relationships. • Implemented changes in Demand Management process to obtain Supply Chain Class A –Oliver Wight. The project involved:• Internal audits to establish action plan to achieve class A• Development of a timeline to implement the changes• Identifying resources including time, headcount, software and tools required to implement changes.• Developing manuals to document the process.

Achievements• Represented Supply Chain on New Production Introduction that delivered an average of 5 new pharmaceutical products per year. My role involved:• Analysis and presentation of supply chain needs and implications of the new product being introduced.• Forecast modeling• Liaising with Sales, Marketing, R&D, Manufacturing to ensure that materials for trials, production, marketing promotions were available according to the project time line.• Managed approximately $200 million of Finished Goods inventory ensuring that maximum days of cover did not exceed the target of 30 days for imported products and 10 days for local products• Developed strong relationships with suppliers that facilitated: the delivery of materials that needed to be expedited within the agreed lead-times and prompt resolution of supply issues.

Achievements• Played an active role in the installation and qualification of a new manufacturing facility extending the existing 30-year-old manufacturing plant to increase capacity to 12 production-filling lines. • Implementation of a new Solution Preparation suite and Dispensing booth including the development of Standard Operating Procedures and training requirements for Solution Preparation Technicians.• Developed a business case covering scenario analysis, ROI and financial data to manufacture additional small volume sterile filled amps in Australia to support global demands. The result was a recommendation accepted by Senior Management to rationalize products allowing additional capacity to manufacture products with higher profit margins.• Managed 3 teams of 6 people over 3 shifts conducting annual performance reviews, performance management, including industrial relation issues with union and setting personal objectives. Managed shift coverage and training for all solution technicians.• Managed a budget of approximately $400,000 for process improvement and solution prep expenses.

Achievements• Successfully managed and facilitated the implementation of a new mixing vessel for drug manufacturing involving; researching the latest technology, identifying the most appropriate solution and making a recommendation to senior management to obtained approval to purchase the new equipment. The results were:• Improved volume accuracy reducing any potential out of specifications• Improved employee safety by replacing the manual cleaning process that exposed employees to the risk of burns, to an automated one.• Reduced preparation time from 6 hours to 4 hours providing greater flexibility in turn-arounds.

Achievements• Successfully validated the use of a Near Infrared Spectroscopy (NIR) as an analytical tool for identification and qualification testing of pharmaceutical drug components. This included installation qualification, operational qualification, and creation of drug component library and preparation of standard operating procedures. The result was a significant reduction in testing time by replacing existing standard wet chemistry techniques. An example was a reduction from 4 days to 5 minutes for testing of plastic granulates.