Mark L. Email & Phone Number

Melbourne, Australia

Supply Chain professional, results driven leader who specialises in creating end-to-end value through, Supply Chain leadership, Data Strategy and Data Science leadership at Laminex.I have led the Demand team through multiple high impact transformation initiatives; the business case for and subsequent implementation of Data Science and the successful implementation of Oliver Wight IBP being two of the key transformations.In addition to driving the business case for the implementation of Data Science, I also drove the business case for Data Process Mining in DIFOT identification and improvement, this project now has a dedicated team.Over the 4 years I have been in the business, my team (Demand Planners, Demand and Supply Planner and a Data Scientist) has improved forecast accuracy from 51.0% to 81.9% at a national level and from 32.1% to 62.0% at a SKU-Location (SKUL) level. This has provided the business the opportunity to reduce inventory by over $18M, whilst improving DIFOT and reducing transport movements.

Whilst managing a team of 4 Supply Planners and 2 Demand Planners, I worked with the Senior Leadership Team (SLT) to embed Demand Planning within the business and worked with the Sales Leadership Team to drive Sales ownership of the Demand Plan.Whilst driving an improved Demand Planning Process, I also introduced a proof of concept stock projection to provide advanced warning of potential stock outs and to allow the sales team to communicate with the customer ahead of time on potential DIFOT misses.

Melbourne, Australia

A Demand and Supply Chain Planning leader, driving end-to-end value in the Healthcare sector through innovation in an intrapreneurial and agile environment.• Project Lead for the use case investigation of RFID technologies in the Blood Supply Chain, including testing technical infrastructure for interoperability.• Developed and implemented the Sales and Operations Planning (S&OP) process for the Australian Red Cross Blood Lifeblood Milk Bank through a user-centred (milk bank supply chain, innovation & clinical departments) co-design process• Implemented and managed Donor Centre consumable stock on hand management (IMPREST stock management)• Improved Lag 2 demand forecast accuracy from 95.7% to 97.8% across all states for short shelf life products• Streamlined the manufactured product forecasting and ordering process• Identified and implemented lean initiatives in demand and extended the process efficiencies to the wider planning team.

Melbourne, Australia

I worked closely with retail customer Priceline to optimise the customer supply chain and improve DIFOT outcomes for the customer. This was achieved through collaboration and improved customer forecast accuracy.

Ensure robust sales and budget forecasts for Libra, Handee and Sorbent brands and manage the full IBM process for Tena and export customers, through effective communication with Sales, Marketing, Finance and Management teams. Ensure robust processes are in place to meet and report on KPI’s. Identify gaps, manage adherence to processes and drive risk mitigation action plans Work with New Product Development (NPD) teams to ensure the product is supplied to the market within the agreed timeframe. Principal resource for the implementation of business wide SAP upgrade and SAP administrator tasks. Identify and implement process and optimisation initiatives.Key Achievements• Expanded my role from the Personal Care division to also encompass the Consumer Tissue division, identifying synergies and driving cross-divisional process optimisation• Principal demand team member in a major SAP upgrade project, taking responsibility for demand related system testing across all divisions• Driving team member in improving Personal Care Asia Pacific Lag 3 forecast accuracy from 69% to 86% across all item classes• Through managing the Health Care demand process, Lag 3 forecast accuracy improved from 78% to 87% across all item classes• Delivered an average 81% time-save on all process optimisation initiatives implemented, across both demand and brand management teams.