Supply Planning support, whilst consulting on ERP and business wide system integration and transformation options.

Consulting support in automation, data integration and planning strategy.Led new demand and replenishment planning strategies, building models linking replenishment to consumer demand, doubling grocery revenue in 14 months from improved trust in delivery performance.Led ERP enhancement in several areas, including trading partner integration through EDI, customer order and invoice processing, enabling OTIF performance measurement and BI reporting. Grew customer delivery performance, building structure to customer facing relationships and taking accountability for trust growth.Integrated consumer intelligence through new BI system, driving demand planning accuracy .Recruited, trained and led offshore planning team.

Consulting on Supply Chain optimisation and technology transformation.

Direct support to senior leadership for the second phase of UK's £100m digital transformation program to it's national timetable operation. Influenced priority, engagement strategy, project definition, program structure & funding release. Led client facing stakeholder and SME engagement workshops.Outline business case and investment paper support.

Produced and presented executive S&OP review to the board.Led UK on & off-trade S&OP process improvements through a supply chain team of 20. Led monthly MES (Manufacturing Execution System) review & mentored change through SC&P teams.

Reporting category, shopper and consumer insights.Monitoring category performance.Interpreting 3rd party data sources including GfK and Kantar.

Enabled end to end solutions to address regional Supply Chain issues impacting the P&L.Led inventory rationalisation at European level including sales, marketing, finance, supply chain across 9 warehouses representing 18 countries.Led all data capture, profit analysis, pushback and approval across 400 stock clearance deal proposals / week in 18 markets & 9 currencies. Led sales directors to achieve regional inventory targets profitably.Delivered $19m operating profit growth.Led regional process devolution to grow decision speed by 60% (+$9m to $24m in H219).Chaired monthly consensus.Led the $20m end-to-end stock liquidation process. Asked to lead the UK Commercial Finance and EMEA Logistics Finance teams.

Enabled solutions to address regional Supply Chain issues through data capture, model building, analysis and process change.Led all demand planning, consumer insights, commercial analysis, product & brand performance and competitor performance. Implemented and led European consensus strategy.Scoped, designed and co-built global forecasting models growing European revenue £2.2m.European S&OP lead. Drove UK to #1 market share leader in preschool construction for 5 years.

Created the UK demand planning process, managing forecast demand and commitment worth £25m annually across 1000 products. Created the UK's inventory planning tool and managed domestic inventory to availability of 96.5%.Worked with consultants in San Francisco on multiple visits to drive improvements to the Oracle order management and demand planning modules used within the UK Operations team.Implemented Oracle supply chain modules (including demand planning) into UK head office, including testing across systems and training.Created the UK's revenue reporting tool in Excel from Oracle data, used weekly by the Managing Director and Senior VP sales to monitor revenue progress and set action plans to bridge target shortfalls.Key player in UK SKU rationalisation in 2007.

Reporting sales analysis to National Account Managers and Sales Directors. Key Achievements:Created and delivered weekly revenue progress and forecast accuracy measures to Sales Directors.Assisted in setting quarter 1 financial targets in the budgeting process through the measurement of carryover inventory at major customers.Key player to implementation of John Galt demand planning tool.Created and managed the UK obsolete stock process.

Key achievements:Created and implemented the demand planning process used across the business.Created and delivered an Excel model, which proposed regular monthly orders to one tyre customer equivalent to £7m, saving 3 man days per month for the customer.

Responsible for planning and implementing all in-flight catering equipment cost reduction following September 11th 2001.

Planning and distributing all new inflight catering product across the global network to enable the look and feel of the new First Class, Club World and Concorde brand relaunches.Managed a team of seven.Key Achievements:Worked with purchasing and product development to develop, plan, buy and distribute 14 million on board items across 200 global destinations. First Class, Club World, Club Europe and Concorde.Presented with two awards in recognition of achievement.

Responsible for planning and buying engineering spares inventory for an aircraft component workshop to a budget of £2m. Implemented 7 new supply chain materials delivery processes to workshop floor to reduce overhaul repair lead-time. Reporting improvements in availability.

Working alongside 15 PWC consultants and a diverse team of 85 British Airways employees to re-engineer the longhaul maintenance practices at British Airways engineering, leading to all wide body fleet major maintenance devolution to a new dedicated facility build in south Wales, with supporting cross functional process reengineering.As-is process capture & to-be engagement workshops, documentation and submission.

Driving and developing operational improvement in engineering supply chain legacy systems. Forecasting systems, MRP, inventory management, third party visibility, software tracking within components.