Lead the Supply Chain team, including Supply Planning, Demand Planning, Purchasing, Warehouse & Logistics and 3PL.Developed the Supply Chain strategy aligned with the business strategy on supply chain cost efficiency, improved service level and reduced working capital. Redeveloped and restructured the supply chain function and processes aligned with the business strategy; developed and implemented the demand planning process, established S&OP for the business and refined the supply planning and procurement processes. Reduced total inventory level by 20% within 7 months and reduced warehousing footprint without compromising service level to the customers.This role was made redundant in September 2023 due to business downsizing.

Implemented and evolved the S&OP process towards class A practice and transformation to IBP.Transformed the Demand Planning Process to a collaborative, efficient and user-friendly process for the Sales function with the goal to provide targeted and robust demand plans for the business.Lead inventory optimisation program for the group aligned with the corporate Operating Working Capital targets.Played a key role in the implementation of the group strategic transformation program during 2020 and 2021; refocusing on value proposition and business profitability. Strategy implementation resulted in significant boost in EBITDA and cash flow within the Australian unit.Designed and Implemented a Transition Supply Planning model for transformation from locally manufactured to a hybrid (make & buy) supply model on a vast range of portfolios, aligned with strategic move of the APAC group to reduce the manufacturing footprint in Australia during 2014 to 2016.Managed the purchasing of metal components for the business due to significant inventory implications.Implemented several Improvement projects including purchasing process optimisation, product life cycle management, Order fulfilment improvement, supply network optimisation.

Restructured the function to a customer focused model and created effective collaboration between the Planning and Customer Service functions to improve service and information flow for the customers.Improved service level by 11% within a few months.Lead inventory optimization campaign, aligned with overall group’s strategy, dropped FG levels by 20%. Deployed a formal proactive customer communication process to update customers on orders status.Developed a formal tracking process for MTO projects with Resources, Industry and Utilities sectors to ensure DIFOT to the infrastructure, industrial and commercial projects.Contributed in development of VMI model as the supply chain initiative with major customers.Project Managed the implementation of a superior Production Planning tool.

Lead the planning, purchasing and logistics function at the Bayswater plant with ~5,000 SKU’s.Contributed to the business ERP system migration and implementation of new ERP after business merger. Improved service to customers from 60% monthly average (Feb 2010) to 98% (Oct 2010) and maintained to that level.Lead inventory reduction by 35% within 11 months, ensured continuity of supply by managing agreed inventory levels.

Engaged in the monthly S&OP and planning cycle, generated a rolling 12 month macro production plan for the Melbourne plant (~200 SKUs) based on stock on hand, sales forecast and production capacity.Coordinated imported SKUs via liaising with overseas plants and maintaining the imported SKUs inventory.Delivered ~$1.0 million (2009) and estimated 2010 saving of ~$2.5 million within the Lean Six Sigma Green Belt Project for repatriation of several imported SKUs.Developed business case for square glass jars development in Melbourne plant, saving annually ~$150,000.

Examples of engagements:Cost reduction in corporate services functions in one major Australian media conglomerate:- Developed a hypothesis driven analysis resulting in the elimination of non-value added processes.- Re-organized several independent functions to business units and reduced number of FTEs by 16%. - Reduced $12 million annual overhead costs. Sourcing and due diligence:- Investigated, evaluated and selected a qualified vendor for a $2.5 billion contract for billing services and strategic partnership for a US based mobile communication business. - Developed a commercial and financial due diligence analysis.- Supported the negotiation team with key analytical information.

Project Managed the turnkey project of development of a complete Automotive Seating Systems production facility. (Factory and infrastructure development, production and assembly lines, product developments, TQMS, etc.)Developed and maintained the Supply Chain function, Planning and Procurement procedures and relevant KPI’s. Developed various suppliers for foam, structure components and fabrics and established category management process for each. Established lean Kanban system between the business, major suppliers and the main customers. The project reduced inventory holding by 40% while maintained responsiveness. Contributed to a number of product, process and tooling development projects.

Managed/ contributed to a number of consultancy projects in market analysis, feasibility studies and business planning, sourcing services, business performance evaluation and improvement.