Robert Foley Email & Phone Number

Ingleburn

• Control and sourcing of parts and consumables .• Ensure efficient stock levels to reduce potential stock shortages.• Source from alternative vendors when required.• Reduce obsolete, expired and excess stock.• Maintain stock accuracy in reporting and take action/s as required• Perform and control periodic and annual stocktakes• Co- ordination with engineering department.Achievements (ongoing)• Relocation of parts warehouse • Standardising master data - Reducing the number of lines (duplications, obsolete,).• Updating master data. - Information added, a) Standardise descriptions b) Add vendor/s c) Max/Min d) Photo of part e) .Technical documentation/information f) Order quantities g) Parts application/ quantities (APL) h) Create parts lists for service parts and common to a described application. • Re design parts warehouse/storage areas. Train/help trades and other users to identify/locate parts in system.

Ermington Nsw Australia

Key Responsibilities • Consumables Requisitioning of Engineering, Electrical, warehouse stocks, label stocks, , engineering/machinery parts & tools. Maintain sufficient stock levels over 3 stores. • Minimise and report on obsolete stock. •Stock Adjustments are reported, investigated and approved. •Annual and cycle stock take of consumables and produce stock take report for Finance Department. • Sourcing products/items as required for various departments throughout the site. • Improve stores processes and utilization of inventory management • Update and establish equivalent spares list and stock locations for engineering spares • Maintain oil / lubricant stores • Attend daily handover engineering meetings.. • Deliver role to GSK’s compliance regulation and Global Standards. Achievements• Parts cataloguing, recorded all required information in system in order to create reports as required. (4000 parts). • Identifying duplicated parts through multiple locations,same part under different internal part number etc.• Through alternative soucing I was able to achieve substantial cost savings and reduced lead times.• Introduction of cyclical stocktakes.• Improved reporting of information for stock value, stock movements etc. to and from warehouse. • Improved the process and discipline for booking out parts from warehouse.. Closure of parts store - Documention of parts and applications Packing and labelling of parts containers to be distributed to new owners of lines and other parties. Disposing of excess stock, materials etc. Clean and close MEX parts system

• Challenged with driving the supply chain and posting strategy behind a $16 million parts portfolio made up of more than 15,000 SKUs, with suppliers being across a domestic and international network. • Rebuilt the supplier base, successfully decreasing the number of local vendors and building up critical relationships with strategic vendors. Following rationalisation, supply reliability has greatly improved, costs are down, and fill rate is now standing at more than 94-97%.• Reduced outstanding orders no longer required by over $4 million in <18 months.• Worked in partnership with the Demand Manager and Marketing Manager on future projects/campaigns, and to developing the parts coverage’s and strategy to behind new models and campaigns.• Targeted the volume of holding stock and access stock on order, integrating a LEAN based inventory management model, reducing holding stock and excess stock on order.• Set KPIs and objectives with vendors (local and overseas), challenging suppliers to provide better quality and service whilst meeting lead-times, and aligning with CNI Industry supply chain strategy. • Managed both small and large contract negotiations with suppliers both locally and offshore; including that of sourcing and selecting major contract providers for key projects worth upwards of $700,000 p.a. • Leading a project to identify parts no longer required for stock or that are excess to inventory needs, and working with both CNH Industrial depots on forwarding based on stock requirements, and also contacting local vendors with the opportunity to resell stock based on their market needs.• Increased the accuracy of inventory and forecasting models. • Compiled a number of daily, weekly and monthly reports including that of; weekly purchase orders, overdue order report, backorder report, O&O reports, part substitution report, and reduce order report.. Initiatated product recal and scrapping og 20 tonne counterweights.

• Reported to the General Manager with responsibility for managing a large purchasing portfolio with a value in of $10 million, made up of predominantly overseas suppliers (America and South Africa) with some local based.• Aligned the purchasing strategy with local market growth in which Hitachi were in the middle of a mining boom and therefore demand was high and continuously increasing, whilst still focusing on cost reduction.• Reduced the amount of stock carried whilst meeting increases in demand.• Worked in collaboration with national branches for understanding demand requirements, and with building will more effective infantry and forecasting management capability. This in turn contributed significantly to reduce in stock handling and been able to significantly improve fill rate and stock turn.• Negotiated a reman program with an overseas manufacturer in which, despite initial objections, the manufacturer agreed to take back unused stock from the Australian business. • Conducted a strategic review of pricing from Bell South Africa, identified and benchmarked pricing rates from local suppliers which in turn was used as a key negotiating tool when renegotiating this major contract.• Improved stock coverage for new and existing machines.• Integrated and number of key campaigns for improving the running of machinery through quality management, whilst ensuring parts and stock met stringent safety requirements and compliance.• Co-ordinated with dealerships with information concerning parts and supply.. Setup reman programme with Euclid Brazil ($10 million per year)

Managed the purchasing/procurement strategy to support Australian operations, sourcing parts from both local and overseas suppliers and ensuring key lead times for client order fulfilment and service were met.Identified duplicate parts in both brands and used this as an opportunity to consolidate purchasing requirements, whilst also focusing on reducing the number redundant stock volume held.Returned savings in excess of $300,000 per annum through improved purchasing Management.Reduced airfreight costs through improved planning, forecasting and negotiation.Coordinated with engineering in identifying and supplying parts for modification of trucks, and developed relationships across the business to proactively serve company needs.Undertook stock takes and audits, and ensured any discrepancies were followed up.Robert Foley♦♦♦