• Managing a team of 27 people responsible for 141 Retail sites and 4 On-Line sites in Australia overseeing the replenishment of over 16,000 skus. • Introduced set KPI’s to the Inventory team with main emphasis on being in-stock of the top 20% of products driving 80% of the sales.• Introduced and provided an Inventory Toolkit to each member of the Inventory Team of process guides to have a uniform approach in replenishment methods.• Analysed and authorised the re-set of over… Show more • Managing a team of 27 people responsible for 141 Retail sites and 4 On-Line sites in Australia overseeing the replenishment of over 16,000 skus. • Introduced set KPI’s to the Inventory team with main emphasis on being in-stock of the top 20% of products driving 80% of the sales.• Introduced and provided an Inventory Toolkit to each member of the Inventory Team of process guides to have a uniform approach in replenishment methods.• Analysed and authorised the re-set of over 2million article site combinations of replenishment parameters in the SAP system which improved our stock-turns.• Reduction of excess stock- any product with over 26weeks holding (Jan 2009 $51m to current level of $24m) • Introduced Store Analysis Reports supporting decision making in regards to stock balancing to ensure future replenishment occurred where required.• Introduced the data base to collate all store request information to identify future accountability of excess stock.• Analysed and produced a “Stock Band” report grouping products into key performance bands to improve team members’ focus on what is critical to improve stock-turns. Show less

• Managing a team of 10 people responsible for 15 Distribution Centres in Australia overseeing the replenishment of 15,700 skus. • Over a 6 month period reduction of $80million stock holding Jan 08 $270m – July 08 $190m. • Average service level improved by 1% over 12 months whilst reducing inventory stock holding whilst1,000 new lines were added to the total range.• Average days holding reduced from 44 to 26 equating to 14 stock turns per year with the average stock turn in… Show more • Managing a team of 10 people responsible for 15 Distribution Centres in Australia overseeing the replenishment of 15,700 skus. • Over a 6 month period reduction of $80million stock holding Jan 08 $270m – July 08 $190m. • Average service level improved by 1% over 12 months whilst reducing inventory stock holding whilst1,000 new lines were added to the total range.• Average days holding reduced from 44 to 26 equating to 14 stock turns per year with the average stock turn in Pharmaceutical’s industry being 9.• Introduced Due Dates on purchase orders to suppliers to improve delivery flow into the DC’s and measured their inbound performance pushing them to achieve a minimum 70% deliveries by the due date (DBDD)• Introduced the tracking tool developed at Coles to monitor in-bound freight and individual performances on delivery performance measuring DBDD. Increased from 55% to 75%.• Introduced KPI’s to the team, which were non-existent upon my arrival to identify areas of improvement for Replenishers requiring training and reward those who achieved the benchmark set.• Regular meetings with poor performing suppliers based uniform KPI’s and rated the top 20 on a weekly basis. Discussions held lead to improvement in levels of service to Sigma• Reduction of excess stock holding (stock which will not sell after 3 months) by $16million over a 12 month period from a high of $32m.• Worked closely with the DC’s to re-range our sku’s to minimise back up from the Hub DC’s to the regional centres.• Forecast accuracy (sales achieved v forecast set) improved from 22% variance to less than 5% variance.• Overdue lines reduced from a high of 25,000 (DC’s being 5 days behind) to a low of 7,700 ( DC’s now ½ day behind) Show less

• Managing a team of 10 people responsible for the replenishment of 4 Distribution Centres in South Australia and Western Australia.• KPI’s to ensure minimal stock held within these sites whilst servicing our stores to ensure maximum stock on the shelves at all times.• Inbound freight into the Distribution Centres managed to ensure transport delivered stock on the day due managing the “Just in Time” principle to maintain stock without running out.• Liaising with all brands in Coles… Show more • Managing a team of 10 people responsible for the replenishment of 4 Distribution Centres in South Australia and Western Australia.• KPI’s to ensure minimal stock held within these sites whilst servicing our stores to ensure maximum stock on the shelves at all times.• Inbound freight into the Distribution Centres managed to ensure transport delivered stock on the day due managing the “Just in Time” principle to maintain stock without running out.• Liaising with all brands in Coles Group from Merchandise to Store Operations with the main goal being to ensure the customer was delighted every time they entered our stores.• Successfully re-aligned the replenishment portfolios for all teams within National Inventory into two main Food Groups and two main Non-Food Groups.• Developed tracking tools to monitor in-bound freight and individual performances, which were implemented amongst the other replenishment teams in Supply Chain.• Developed various reporting tools and processes for increased service level. Show less