Lizzie White Email and Phone Number

• Proactive collaboration with distributors, suppliers, internal and external stakeholders to visibly impact the entire Value Chain.• Delivered on the business priorities and bottom-line management with strong OG performance for last 2 years with a step change across all KPIs• Improved the demand planning process for NHS portfolio; ensuring that it represents the most realistic estimate of distributors’ replenishment and sell out plan. Established IMS DPA KPI to support improvement in 2019.• Led strategic (3 years +) AVC and SvOP for the Cluster giving a year on year improvement of the quality of submission.• Delivered functional and leadership capability building for the cluster supply chain teams and my direct report to further develop their skills.• Improved visibility for all markets and supported all escalation requirements for the Cluster to the suppliers or Global supply chain team.• Led the Supply chain teams across Cluster to manage multiple projects, NPD launches with all good results.• Supported the relationship with custom authorities and our distributors to ensure control on local regulatory requirements and best performance in finish goods custom release• Set up MBPC in the team at the beginning of 2018, building tools and templates to support our business reporting. Enabling cross-functional decision-making and R&O utilization.

Responsible for the customer service team managing the order to cash process across the Middle East region delivering to thousands of customers across a complex distribution network.• Led a large diverse team of customer service specialists to manage the order to cash process for the Middle East region, delivering above 99% service level to our customers.• Ran a survey for our key stakeholders to build a strong operational strategy to improve our service. This led to a redesigned structure and way of working to support the move to one hub and activity based working.• Drove continuous development in customer order automation and reduction of NNF to support readiness for COF transformation. Focusing on the importance of the customer. • Responsible for the alignment for all 3PL and Nestle operations to improve our delivery to end customers. Working with country supply chain managers to improve key KPI’s such as; service level, on time delivery and CRR.• Collaborated with supply chain managers across the region to drive efficiency projects reducing COD in our operations running regular reviews with all managers to put improvement practices into place to support the dynamic requirements in the market.• Ensured planning, development and execution of strategies to install customer service best practices. Ensuring standardization and full adoption across the region. • Participated as an integral part of the global organizational change process team for Order to Cash, with specific responsibilities in customer service elements and service strategy.

Responsible for the supply planning and initiatives for the UK&I business. Managing a team of six people growing the supply chains maturity while being responsible for a £35million budget in 2015. Key achievements:Successfully led stabilisation of supply chain KPI’s achieving sustained results of service, working capital and logistics costs. Building on strengthening measures and root cause analysis.Recruited team from two to six people; developed ability in supply planning, NPD planning, master data and artwork management to align with business needs for expertise and agility to achieve business growth plans.Delivered a savings plan in UK&I that achieved a stock reduction of 12% in 2015. The project required a high level of stakeholder engagement at a local level to ensure co-operation by managing all main planning parameters as well as supplier and medicine licence constraints. Focussing on sku rationalisation and optimisation.Responsible for monthly Supply Chain IBP process ensuring risk and opportunities and gap fill plans are clear.Good Distribution Practice supply representative for the business ensuring regulatory and QA compliance in 2016 audit.Accountable for over 75 new skus launched in the marketplace that were all on time in full.Lead process redesign of NPD Stagegate leading to clarity of R&R’s, improved speed to market and successful senior management decision making.Supply chain lead for large acquisition project; successfully integrating a new large brand in a condensed time frame.Participated in long term strategy setting to focus on the customer focused supply chain.Successfully built and led fifty people at different levels of seniority through project management training gaining a cultural change internally to work in a more structured way to achieve project objectives.

Responsible for the integrated business planning product stream for the UK&I business. Leading the programme management of all our new product introduction and deletions, aligning with innovation and brand teams across the marketing function. Key achievements:Internal product management audit completed to identify business maturity in this function, to focus an improvement plan in the correct areasTwo year continuous improvement plan developed and was agreed by UK&I management teamSuccessfully led improvement workshops in specific process areas including financial assumptions, post product launch reviews, and up-skilling project managersFacilitated Stagegate and Project Management training; high engagement from the senior management team and completion by 60 project team members cross-functionallyImproved our project time plan adherence by 15% in 6 months by educating project leads on the implications of poor project planningConsistently ensured valid and achievable portfolio inputs into the IBP cycle which are reconciled to the overall strategy, enabling strategic discussion and the resolution of gaps and issues