Michael Ferguson Email & Phone Number

Sydney, Nsw, Au

Sydney, Australia

Leadership and Strategy setting for the Australian and New Zealand Beer, Spirits and Wine businesses for Supply Planning (Rough Cut Capacity, Finite Scheduling, Supply Planning, Brought in Finished Goods, Materials and NPD).Role reports to the Lion Procurement & Supply Director, is focused on developing the Supply Planning function to leverage new and emerging technologies/processes and driving strategic review (sourcing decisions) to deliver long term value to the Supply Chain.Accountabilities in this role include; Developing Lion’s three year Supply Planning Strategy including IT Systems and future Organisational Design that will drive the journey to best practice.Driving Value Creation with network optimisation across the Supply Chain through the use of optimisation tools that support what if analysis and long term network decision making including capital planning.Supporting the Customer Supply Teams and emerging businesses (including International) in the development and deployment of Best Practises in Supply Planning driving improved customer service performance, decreasing working capital & increasing inventory turns.

Sydney, Australia

Role reported to the Logistics Director (Beer Spirits Wine – Supply Chain) leading a team of up to 35 Supply Chain personnel (Rough Cut Capacity Planners, Finite Schedulers, Supply Planners, Brought in Finished Goods Planners and Materials Planners).Accountabilities in this role include; leading a Cross Tasman team to PLAN (Source/Make/Deliver) as well as the supply side of the IBP/S&OP process to deliver an outstanding customer experience by efficiently turning demand into supply whilst achieving agreed inventory targets (encompassing imports/brought in finished goods and manufacturing) at the best overall supply chain cost.Key activities include; Leadership, Engagement and performance of the Australian and New Zealand Supply Planning Teams, anticipating supply risks/opportunities then implementing strategies to mitigate/add value, engaging stakeholders to deliver customer value with optimal cost outcomes at both tactical and medium term planning horizons, representing the Supply Chain with Suppliers (Finished Goods and Materials), contributing to the overall national strategy for the Logistics function and implementing plans that ensure customer engagement.

Sydney, Australia

Role reported to the Logistics Director (Beer Spirits Wine - Australia) leading a team of up to 10 Supply Chain personnel (Supply Planners, Import Planners and Manufacturing Schedulers).Accountabilities in this role include; leading a national team and the supply side of the S&OP to deliver outstanding customer service levels by ensuring supply in line with sales forecasts whilst achieving agreed inventory targets (encompassing imports and local production) at the best overall supply chain cost.Key activities include; Leadership and performance of the National Planning Team, anticipating supply risks/opportunities then implementing strategies to mitigate/add value, engaging stakeholders to deliver customer value with optimal cost outcomes at both tactical and medium term planning horizons, representing the Supply Chain with International Business Partners, contributing to the overall national strategy for the Logistics function and implementing plans that ensure customer engagement.

Brisbane, Australia

Role reported to the Operations Director Castlemaine Perkins leading a team of up to 40 Operations personnel (Team Leaders, Engineering Utilities/Quality/Process Improvement Managers, Trades and Brewery Technicians).Accountabilities in this role include; achievement of the regional business plan, improvement of departmental engagement and team culture, constructive Industrial Relations and negotiation of Enterprise Agreements, successful execution of NPD, Optimal Operations P&L and Capital Management outcomes, appropriate regulatory and legal compliance.Key activities include; developing departmental strategy, performance analysis, problem solving, project management, partnering with Logistics, Suppliers and other Departments, change leadership with a focus on safety, quality, team development, and process improvement.Being a leadership role focus is on the development of a strong achievement culture delivered by developing and coaching direct reports, role modelling constructive behaviours, holding individual team members accountable for their actions, as well as mentoring other members of the broader Operations teams.

Brisbane, Australia

Role reported to the Operations Director Castlemaine Perkins leading a team of 120 Operations personnel (Team Leaders, Engineering/Quality/Process Improvement Managers, Trades and Brewery Technicians).Accountabilities in this role include; achievement of the regional business plan, improvement of departmental engagement and team culture, constructive Industrial Relations and negotiation of Enterprise Agreements, successful execution of NPD, Optimal Operations P&L and Capital Management outcomes, appropriate regulatory and legal compliance.Key activities include; developing departmental strategy, performance analysis, problem solving, project management, partnering with Logistics, Suppliers and Customers, change leadership with a focus on safety, quality, team development, and process improvement.Being a leadership role focus is on the development of a strong achievement culture delivered by developing and coaching direct reports, role modeling constructive behaviours, holding individual team members accountable for their actions, as well as mentoring other members of the broader Operations teams.

Sydney, Australia

Role reported to the Finance Director supporting Executive level business partners.Accountabilities in this role include partnering with Logistics, Supply (Procurement) and Operations Directors through providing a broad range of services (planning, advice, challenge, analysis, insight, risk management). Key activities include performance analysis, leading the overall management accounting processes (monthly review, forecasting, budgeting) as well as monitoring return on investment. This includes the execution and tracking of strategic initiatives as well as major capital projects.Being a leadership role focus is on the development of a strong achievement culture delivered by developing and coaching direct reports as well as mentoring other members of the broader Finance and Operations teams.

Melbourne, Australia

Role reported to the Commercial Director Finance supporting Sales Directors in SA/VIC/NT & TAS. Main focus was business partnering Sales teams by providing a broad range of services (planning, advice, challenge, analysis, insight, risk management). Key activities included customer relationships, negotiation, performance analysis, providing input to regional pricing as well as monitoring return on investment.

Melbourne, Australia

Role reported to Supply Chain Planning Director.Key activities included involvement in the implementation of an S&OP process, delivering a cost optimised sourcing plan for Foster’s Australia (including production, linehaul, warehouse sales, delivery, raw materials and finished goods inventory for the entire product portfolio – amalgamating Australian Operations of legacy business Southcorp, CUB and BBWE) as well as defining clear planning rules for direct reports around inventory investment, updating product cycle times, safety stock levels, DFU to SKU and economic sourcing quantities.

Melbourne, Australia

A leadership role with a team of 23 professional accountants. Role reported to Finance Director – Carlton and United Beverages.Accountabilities of this role included partnering with the Supply Chain Director by providing a broad range of services (planning, advice, challenge, analysis, insight, risk management). Key activities included performance analysis, leading the overall management accounting processes (monthly review, forecasting, budgeting) as well as monitoring return on investment. This included the execution and tracking of strategic initiatives as well as involvement in company acquisitions and major capital upgrade projects.Achieved significant improvement in analytical technique, standardising reporting, then shifting Operational focus to controllable forward looking costs and shortening monthly reporting cycle from 8 days down to 2 days.