Key purpose of being an expert senior management role which is to identify and lead the efficient implementation of key supply chain projects and the transition of Ixom to a continuous improvement philosophy and cultureBe a key member of the supply chain leadership team responsible for the delivery of the supply chain transformational program and a representative on the Ixom executive leadership team.

Heidelberg Graphic Equipment contributes to the world's overall betterment by helping to provide the tools for reading -- well, at least the machines that make the tools for reading. The company provides printing and publishing companies with sheet-fed and web-based printing presses, as well as related components and software. The company has been operating for more than 150 years and is the Australia/New Zealand division of Heidelberger Druckmaschinen, a global leader in the printing machinery which is based in Germany.The Heidelberg portfolio is based on three market segments: Equipment Sales, Consumables to support the operation of printing and Service/Parts to enable optimal efficiency/performance of equipment.The critical role I have in managing the Supply Chain for Heidelberg entails:• The development and management of both upstream and downstream value-added flows of materials, final goods, and related information among suppliers, company, resellers, and final consumers.• The systematic, strategic coordination of specialized business functions and tactics across all business functions within and across associated businesses within the supply chain, to improve the long-term performance of the supply chain as a whole.• Driving a customer-focused Supply Chain strategy requiring a total systems view of the links in the chain that work together efficiently to create customer satisfaction at the end point of delivery to the consumer. The Supply Chain system at the forefront must be responsive to customer requirements.• The Supply Chain encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management. It also includes coordination and collaboration with channel partners, which may be suppliers, intermediaries, third-party service providers, or customers. The Supply Chain integrates supply and demand management within and across all companies within the Heidelberg world.

5 Step Solutions is in the practice of helping organizations to improve their performance, operating primarily through the analysis of existing organizational problems and the development of plans for improvement. We can also provide organizational change management assistance, development of coaching skills, process analysis, strategy development, or operational improvement services.

Focusing your purchasing through fewer vendors improves efficiency. Harvey Norman Commercial are specifically resourced for making your procurement easier. We do this by having dedicated resources. In my role as Logistics Operations Manager I cover the following areas:• Developing and Managing framework for optimisation of inventory and transport utilisation to operate in a highly volatile market place• Developing the day to day stock control strategy to for all inventory and distribution operations• Develop policy and strategies to maintain network stock accuracy• Design and maintenance of Stock-On-Hand planning to identify ‘Core Range’ product selection in support of Sales offering to the Building Industry• Managing multisite (3PL) inventory management and transport management operational policy• Processes and policies around security and company standards for all distribution• Overall responsibility for direct reports that are to manage the conduct of cycle counts and half yearly Stock takes for the Harvey Norman Commercial Business• Development of KPI’s for monthly reporting as these currently do not existClient Management• Client management and stakeholder relationship development• Develop systems and processes to improve customer value and offer to market• Liaise with Sales team in the development of customer centric KPI’s around service and the customer experience• Develop an industry leading ‘High Performing Team’ to provide the building industry best practice customer service and logistics supportPeople Management and Development• Develop communication and coordination policies to work across all Harvey Norman Commercial business channels• Identify and develop high performing team members• Mentor and lead a team of highly regarded professionals to create respect and cooperation

SIRF Roundtables provides opportunities for representatives from member organisations to come together to meet and learn from each other. SIRF Rt does this through a number of forums and events conducted throughout the year across Australia and New Zealand. These forums and events include Roundtable meetings, Common Interest Work Group meetings (CIWGs), National Forums and other events like the Australian Maintenance Excellence Awards, and Workshops conducted by visiting International Speakers.As a SIRF Roundtables facilitator I organise and host shared leaning networks and provide a secure, structured environment for members to meet, learn together and be empowered by the success of others. We seek out and share leading edge business practices and facilitate sharing between members. Our first priority is ensuring that you have an engaging and transformative experience. The majority of Australia’s largest publicly traded companies have benefited from membership. (Based on Forbes Global 2000 — The World’s Biggest Public Companies, 2012).As a facilitator I engage with the member group at various levels - - Roundtable meetings for strategic leaders (CEO's / Managing Directors) and common interest working groups for specialists in industry (Operators through to Junior Management). - National Forums, - International speakers, - training workshops and - benchmarking studies are ways SIRF Rt supports members on the journey to operational excellence.Current Roundtable Networks facilitated by SIRF are Industrial Maintenance, Manufacturing (Operational) Excellence, Sustainability, Supply Chain and Knowledge Management. Roundtables are facilitated in each state of Australia and in New Zealand. Also ran a series of training programs on Continuous Improvement initiatives (Lean or Competitive Manufacturing and Excellence) through public workshops or tailored in-house programs as well as a Supervisor Leadership Development Program.

Boral is Australia's largest building and construction materials supplier with operations in all states and territories. The company operates through four main operating divisions; Boral Building Products, Boral Cement, Boral Construction Materials and Boral Construction Related Businesses. Boral has leading industry positions in each of these divisions producing a wide range of building products.Boral Plasterboard Australia as part of Boral Building Products specializes in the manufacture, distribution and installation of plasterboard wall and ceiling lining systems.Major Achievements:• Leading a team of 60 staff (plus contractors as required), which includes multi skilled operators, team leaders and management staff. • Oversaw business planning within the portfolio and managed the day-to-day conduct of all supply chain operations.• Led the business through its Manufacturing Upgrade and rolled out at all supply chain facilities within the Boral Plasterboard Vic / Tas network.• Led the assessment of and corrective action plan for supply chain issues within the Commercial Building Sector and then worked with major builders to implement the key changes.• Managed an average annual operating budget of approximately $10m with an average annual stock throughput of over $200m (Cost price).• Achieved a 99.5% DIFOT during this period.• Reduced damage claims by customers from 2.5% to less than 0.03% over 12 months.• Oversaw the implementation of eBusiness to eBusiness integration with Boral Plasterboards top 10 distributors.• Developed and implemented the Vic / Tas first Distribution Business Plan and Vision.• Led all communication with Internal / External departments for continuous improvements to service levels with reduced costs utilizing Lean principles developed under the Boral Production System (developed from the Toyota Production System).• Achieved savings of $1.1 million through the PEI project.

With revenues of A$3 billion, Fonterra’s Australia-New Zealand business unit is the largest dairy consumer foods business in Australasia, and it provides Fonterra with an assured supply of fresh milk, a network of 16 manufacturing sites, and marketing and brand synergies, offering a unique competitive advantage in the Trans Tasman market. Market leading products include the full range of Mainland, Western Star and Bega dairy products as well as the market leading Connoisseur Ice Cream range. • Functional responsibilities include Management of all Fonterra Exports, Imports, and Domestic distribution covering all Dry Powder / Chilled / FMCG products. • Oversaw financial management, fleet management, stakeholder liaison, contract management, governance, operational/strategic planning and project management· As well as the management of the NDC (approx 15,000 Chilled pallet storage and 32,000 Dry pallets) I also oversaw management of all 3PL warehousing (9 sites in total with an additional 60,000 pallets of Chilled and Dry products).· Dual hatted as Project Manager for the implementation of new Radio Frequency (RF) Hardware / Software Upgrade across all Fonterra supply chain facilities.· Achieved a 98.5% Delivery In Full and On Time (DIFOT) target within 12 months.· Led the business through its RF Upgrade at all supply chain facilities within the Fonterra Aust network.· Led the assessment of and corrective action plan for supply chain issues within the Japanese Export/Import market and then worked with Fonterra Japan to implement the key changes.· Managed an average annual operating budget of approximately $15m with an average annual stock throughput of over $400m (Cost price).· Led the development and implementation of Fonterra Australia’s first 100% RF stock take.

Supply Chain/Logistics Officer specialising in supply chain and logistics management. Operations manager for military logistics organisations.

The Defence Materiel Organisation plays a vital role supporting Defence through acquiring and sustaining materiel and equipment for military operations in Australia and throughout the world. Invited to take up a role within the Land Systems Division, reporting to the Program Manager with a dotted line to the Divisional CEO on strategic supply chain management.Responsible for both the Project Development/Implementation phase as well as the development of the Sustainment phase for a 20 year life cycle.· Oversaw outsourcing of Defence capabilities, gaining an intimate knowledge of procurement and acquisition policy and processes.· Deeply involved in risk management. For example, authored risk management plans encompassing financial risk, contract risk, technical risk and schedule risk. Authored key project documents that were read by the Department of Prime Minister and Cabinet.· Prepared Ministerial submissions and presented quarterly updates on project status. Successfully steered numerous projects through first and second pass approval.· Chaired Stakeholder meetings and workshops with Primary and Secondary contractors to steer large scale projects, including financial and scheduling considerations.· Identified long term maintenance requirements from light to deeper level maintenance. Identified facilities, training and infrastructure requirements for a $1Bn portfolio of five high profile projects.· Formally trained in simple procurement and financial management, with an overall logistics budget of $50M. Prepared forecasts, budgets and financial reconciliations for budgets of up to $12m per annum.· Negotiated, implemented and managed multi $M contracts with Prime Contractors ($570M) and Sub Contractors ($3M-$10M weekly basis).

The design and delivery of Officer Logistics Courses for Army, Air Force, & Navy covering Junior Officers through to Mid and Senior Level Officers.