TOTAL COST TO SERVE (TCTS)− Global development and implementation of TCTS platform, with a focus on consistency in measures, reporting and alignment to global goals.− Bespoke solutions by market, based on business type (direct or distributor), data protection legislation and data integrity.− Training of in-country resources in creation and management of toolkit, and ongoing coaching through project identification and delivery.− Continued ownership of Western European TCTS platform, as detailed in my previous role.NETWORK OPTIMISATION− Leveraging supply chain guru, model as is networks, greenfield/centre of gravity analysis.− Validation of network changes proposed during 3PL tenders.− Identification of inefficiencies within the network, and proposals for improvement.− Lead the creation of a digital twin for Baxter’s global warehousing & logistics network, in parallel with the roll out of the global control tower.ANALYTICS TEAM LEADERSHIP− Allocation of work requests/projects between 5 global analytics team members, in order to fully leverage availability and skillsets.− Creation of a single virtual location for data gathering, reporting and analytics studies. Overall goal to provide a ‘single source of truth’ for all stakeholders.− Representation of analytics within the global warehousing and distribution centre of excellence, reporting directly to the Senior Director, Global Supply Chain.− Ad hoc reporting and analytics as requested from Global VP, Supply Chain. The reports and analysis provided are primarily used to define long term strategy for global supply chain.

− Quarterly creation of the WEU TCTS platform, creating a Microsoft SQL database using Llamasoft Data Guru.− Co-ordination of TCTS champions in country within WEU. Monthly forums to review open projects, share best practice and set expectations. Individual work carried out separate from these forums to assist in the delivery of projects.− Direct leadership of identification and delivery of region-wide profitability improvement projects, with assistance from the champions in country.

− Leadership of a team of 4 planners managing all 3rd party and intercompany procured product brought into EMEA. The total portfolio consisted of around 1,000 products with an inventory value of c. $42 million.− Monthly, quarterly and annual S&OP, inventory forecast and budget planning and reporting.− Retained planning responsibility for part of the portfolio, as detailed in my previous role.

− Full operational ownership throughout EMEA of a range of 300+ products, with an inventory value in excess of $12 million.− Inventory management based on stock levels held at multiple sites, firm orders received from distributor countries and forecast submitted from direct markets.− Operational relationship management with 3rd party suppliers, in parallel with the purchasing function.− Product launch and end of life management.

− Management of a team of 2 Planners and 1 Raw Material Coordinator.− Chair daily cross functional leadership team meetings with all operational counterparts.− Retained operational responsibility for non-direct procurement as detailed in Buyer role.− Retained a full planner role as specified below.

− Operational responsibility for all non-direct procurement within the company, including packaging, adhesives, uniforms etc. annual spend of c. £2 million. Responsibility included stock maintenance, ordering, invoice processing/queries.− Commercial responsibility for non-direct procurement (excluding adhesives). total annual spend of c. £1.2 million. Responsibility included pricing and contract negotiation, service optimisation, and product improvement/development.

− Day to day line planning of 6 manufacturing lines, based on workload, inventory availability and labour resources.− Inventory planning with a focus on optimising warehouse space and scheduled deliveries from external storage and suppliers.− Aged stock management and reduction via prioritising re-working and re-purposing existing raw, semi-finished and finished goods stock prior to placing new material orders.