This role was responsible for overseeing the Safety, Service and Cost operations of the Sigma Healthcare & Central Healthcare Services (CHS) Distribution Centre network, consisting of 10 operational DCs. The role sat as a member of the Sigma Executive Leadership Team (ELT).A key focus of this role was Sigma’s DC Network Optimisation Program. This overall program consisted of c$250m capital spend and provides ongoing annual EBIT benefit c$20m, whilst improving customer service and compliance. This was achieved by the closure of 16 legacy DCs, and the commissioning of 5 new automated DCs.Key deliverables and responsibilities for the Network Optimisation Program include:• Operational & Commercial lead for the program..• Development and ownership of end to end business cases, including ongoing post-implementation tracking of benefits.• Automation vendor selection and assessment modelling.Key deliverables and responsibilities for BAU include:• ISO 9001 and 13485• Transformation and ownership of Sigma’s commercial budgeting, forecasting and reporting processes for Logistics.• Logistics lead for Project Pivot, Sigma’s business-wide transformation project that removed $100m of annualised cost, post the loss of a major customer.• General line management of 6 State DC Managers.

This role held the responsibility to develop, implement and drive the transport strategy across Sigma's distribution network, while meeting all customer and compliance requirements.Key deliveriables included: - The consolidation of non-contracted transport providers, into a single contracted national provider - this consolidation delivered $1mil EBIT annual saving, a new level of Cold Chain compliance, increased measurement and control via contracted SLAs, and was seemlessly implemented.- The introduction of metropolitan Delivery On Time (DOT) and Delivered In Full (DIF) reporting into the business, including detailed time & customer analysis.- The introduction of minimum standards agreements, signed off by freight providers operating in an uncontracted environment, to ensure compliance with Government audited obligations.

This role at Coles led the finance team responsible for the central network activities of the Logistics Finance team, and sat on the Coles Logistics Leadership Team (LLT).Coached and mentored a team of Finance business partners and analysts responsible for providing logistics network support for strategic analysis, decision support, financial reporting, planning and forecasting.Worked in partnership with the GM-Logistics to provide commercial decision support, business performance reporting, planning & forecasting, to drive efficiencies across the Logistics cost base.Worked across business & finance to ensure that key stakeholders were consulted to ensure operational & project impacts were clearly understood, measurable and change communicated effectively.

My role held responsibility for the day-to-day Commercial activity of the Southern Zone Logistics Distribution Centre & Transport operations - across Victoria, South Australia, Western Australia, Northern Territory and Tasmania.Key responsibilities:- Commercial accountability for achievement of Southern Zone cost targets, across 14 DCs and related transport operations - circa $600m annual operational expenditure- Commercial leadership of DC based teams- Business case development, tracking, and monitoring of benefit realisation- Lead the budget & forecasting process for the Southern Zone- 3PL management, including role in renegotiating of contracts

My role as Commercial Analyst was to provide support for the Commercial Manager, Southern Zone Logistics team.