Everything big and bulky delivery.

Develop the digital twin for manufacturing/brewing and model various scenarios for optimal production across Australia and New Zealand.

- Generate and manage volume forecast across S&OE and S&OP horizons by collaborating with GM- Vending, Head of Sales, National Customer Service Manager and Business Finance Partner.- Prepare for monthly S&OP consensus meeting for the Sales Director by presenting the volume forecast plan being aligned to the sales strategy.- Continuous improvement projects such as optimizing the sales and customer service teams, master data maintenance and distribution network design.Key Achievements- Managed the forecast accuracy from 9.89% in March due to COVID-19 lockdown to 66% in Jul and 73% in Nov.- Optimized the vending sales force by creating a service policy for existing customer, model the FTE required for each state and implement sales calling schedule to each business manager. This supported the sales team with 700 new businesses YTD.

- Develop and manage the annual DTC in-field Sales and Customer Service re-route programs. This involves setting objectives with stakeholders, developing the service policy to current outlet base and structure in-field resourcing. Perform re-routes and execute go-live tasks. - Engage, implement and support state teams with NGV (next generation vending) program, as the subject matter expert in logistics, routing and network design- Manage the network design of distribution fleet (Vending and Neverfail owner drivers) to service our customers at the lowest cost, while complying with Chain of Responsibility requirements.- Improve on service efficiency to manage cost to serve. This includes dispatching optimisation and GPS tracking.- Develop and execute safety programs within the business unit, creating a safety first culture with our contractors and 3PLs.Key Achievements- Project lead for in-field Sales structural change.a) Headcount modeling based on proposed service policy, which emphasised on increased service to our Silver and Gold customers. b) Led discussions with each state on ocular review, resource allocation between Vending and Neverfail and influenced state manager on national direction. - Logistics lead for ‘Next Generation Vending’.a) Design new distribution center and fulfillment model in Newcastle. Eliminated out-of-stock situation due to DC or transport issues.b) Design and implemented ‘pick-to-tub’ filling for snack machines. Reducing the time to fill a machine by 10 minutes (30% time reduction).c) Resource modeling, network redesign, and contact negotiations have achieved a 5% reduction in Vending contractor commissions (TY unit case rate =$4.16 v LY unit case rate =$4.38).- Network designer for Neverfail distribution. a) Redesign distribution network to match a declining market and achieved a contractor commission rate reduction of 1% in 2015. (2015 unit case rate =$1.148 v 2014 unit case rate =$1.156).

- Scenario modelling using geographic information system for the Australian / New Zealand business for Sales and Distribution (Immediate Consumption, Licenced, Grocery, Grinders Coffee, SPC, Vending, Neverfail & Distribution).- Member of the project team, specialising in territory design for the sales force and distribution to gain efficiencies within the system.- ‘What if’ analysis, headcount and service policy modelling and provide recommendations to senior management.Key Achievements- Lead territory planner for the Victoria sales and distribution territory redesigning project in 2011. This project involved 97 sale representative territories, 30 delivery contractors and 44 trucks in both route and cold chain delivery systems.- Lead territory planner for the New Zealand sales and distribution territory re-design project in 2011. This project involved redesigning 93 field sales territories, 14 national call center territories and distribution (17 contractors, 28 trucks).

- Managed a centralised team to create daily loads for our route delivery vehicles and bulk B2B fleet across Australia and New Zealand.- Liaise with local distribution teams and 3PLs to maximise fleet utilisation and reach DOTIFAI score. - Liaise with local DCs / warehouses and sales to set service level agreements and daily cut-off times. Key Achievements- Employed and trained eight new team members due to team expansion and turnovers.- Mentored and supported a team member to be promoted to team leader.- Maintain agreed-on service levels to our stakeholder during staff changes.

Load scheduler for direct to store and B2B deliveries, using GIS technology in a centralised team serving Australia and New Zealand.Ensuring customer time windows are met and adhering to chain of responsibility regulations.Vendor management; liaising with food store re-buyers to arrange DC time slots, daily orders and inventory levels (stock level and best before date).