Scott Hurdley Email & Phone Number

New Zealand

New Zealand

T&G is New Zealand’s largest produce grower and apple exporter and is vertically integrated in apples via in market offices. Global apple brands include Envy, Jazz, Jolie with exports of over 4.5m cartons of apples each year around the world.With responsibility for New Zealand’s largest apple ocean freight and air freight programmes, and 15 FTE (three direct + 12 indirect reports) across multiple sites, my team consists of employees in inventory optimisation, cross-border trade and documentation, order fulfilment, ocean/air freight optimisation and procurement. This role has involved developing and delivering a global supply chain strategy, including maximising efficiencies in the supply chain, ensuring global continuity of supply, strengthening critical relationships and creating a high-performance culture. I am a member of the T&G Operations Lead team, and the T&G Senior Leadership group, as well as the NZ Cargo of Council Owners.Over my time in this role, a highlight has been using my strong influencing skills to develop and gain T&G board approval for a multi-year global supply chain strategy which will secure a global platform that enables business growth, captures value through strategic partnerships, connects customer to business and builds capability.I have also implemented a major operating model change from annual ocean freight procurement over eight carriers to a long-term partnership deal with Kotahi. The model, including significant system and process upgrades, was implemented ahead of plan and has delivered significant value to the T&G 2024 apple programme.As well as this, by identifying high performers to lead purposeful, team-led workshops and redesigning our team management system to enable value to both the team and management, I ensured that team members better understood each other and our needs. I lifted team engagement scores from 67% before the operating model change to 73% post change, the highest score across T&G Operations.

Auckland, New Zealand

Kotahi is New Zealand’s largest supply chain collaboration. Founded by Fonterra and Silver Fern Farms in 2011, Kotahi enables NZ exporters to win on the world stage through strategic partnerships and a sustainable, secure export supply chain.As the senior product owner for Kotahi planning and optimisation, I was responsible and accountable for the delivery of Kotahi future state customer journeys through high level design and delivery. This involved a mixed squad of Deloitte and Kotahi team members working through strategic customer and employee user requirements mapping and deliverables. I worked closely with shareholders and senior stakeholders, owning the vision and leading the delivery of the Kotahi planning and optimised logistics execution journey, through to execution with customers and staff.In this role, as Group Product Owner, I oversaw this initiative which recognises strategic initiatives between Kotahi, Fonterra, CODA group. I led the initiative across these three parties. optimising ocean, land transport and packing costs to produce executable solutions at lowest cost and/or required service levels.Another highlight was developing user stories representing the Kotahi customer journey and digital end-state requirements, which circled back to global vendors for ratification and refinement of the vendor selection pool. This involved customer journey mapping, process refinement workshops, stakeholder engagement and commercial negotiation. Kotahi’s needs and requirements were accepted and defined within Fonterra digital procurement platform with preferred vendor negotiations established.

Auckland, New Zealand

Reporting to the General Manager Product and Marketing, and with responsibility and accountability for Coastal P&L and year-on-year business growth, I worked closely with strategic customers and partners to scale Kotahi Coastal product through delivery of a door-to-door value proposition. I also consulted with customers as a subject matter expert for cross border trade and supply chain innovations. In this role, I managed a key strategic relationship with Maersk for global logistics services. As a member of the Steering Committee for this global strategic partnership, I worked to develop the relationship between Maersk, Kotahi and Fonterra through identifying supply chain value levers and infrastructure opportunities. As a result, Maersk was awarded the Fonterra North Island cool store infrastructure build.I also led a small customer-led product team, redesigning the coastal offering and customer experience from a wholesale take-it-or-leave-it approach to an online interactive wholesale and retail product offering. Using Agile to transform the customer experience and enhance the performance of the team, I delivered 17% year on year (FY21) growth in Coastal Shipping. In addition, I managed the digital delivery workstream supporting the Coastal platform (2021 budget NZD$530,000, 2020 budget NZD $450,000).Another highlight was developing the first Kotahi Coastal marketing collateral; I captured the value proposition of the coastal offering from both customer and market perspectives, including customer testimonials and quantifiable data points for reference. This involved using multiple iterations to develop alternate media compositions, including print and digital, as well as collateral for the sales team to engage with customers. This enabled us to develop the first Kotahi Coastal marketing material to support engagement with new and existing customer bases.

Auckland, New Zealand

With a focus on targeting new sources of value, I was appointed to establish a new product development function for Kotahi and lead the adoption of customer led design and agile product development methodologies including a product roadmap. This included developing and managing commercial agreements with customers, and vendors for product delivery and new horizon objectives.A highlight was originating and delivering Kotahi’s first commercial global agreement with Maersk’s TradeLens (blockchain) platform. This was the first time Maersk had chosen to work so closely with a partner and represented a step-change for the global relationship.As well, with an agile team of four and a total budget of NZD$300,000, I proposed and delivered the redevelopment of the Coastal product, driving alignment of existing capability with a new value proposition of door-to-door delivery throughout New Zealand. Another highlight was developing a business case demonstrating a commercial return for both parties through the use of the Maersk digital platform. A legal review across all parties resulted in the CEO signing a contract in Copenhagen for Kotahi to have one year’s free use of the platform as the first company to sign on to Tradelens and a two-way relationship for development teams to engage and better understand the customer value proposition of the data and commercial applications.Additionally, by establishing an Agile product team which was set up like a small start-up outfit operating outside of the BAU confines of the business, I established, led, and managed the nine-strong New Product Development function with scope including pipeline management planning, Executive and Board sign-off, and recruitment. Finally, by working closely with the team and empowering each individual to pursue value, whilst conducting professional development, I developed the highest performing team (Gallup Engagement Survey) across the organisation.

Singapore

I pitched and secured funding from Fonterra's Ventures and Investment DISRUPT team to set up a 10- month supply chain venture “Supply Connect” which identified NZD12m of value creation opportunities through collaborative data sharing between food and beverage companies across the USA, South America, Europe and Malaysia. Out of 80 concepts pitched globally, our concept was one of only three selected by the Chief Executive for funding.

Singapore

With accountability for nine ambient and five refrigerated warehouses, and the nine country operational leads and their direct reports across Malaysia, Indonesia, Singapore, Philippines, Thailand, Vietnam, Sri Lanka, Saudi Arabia and Dubai, I led the Global Operations Supply Chain function. This included developing opportunities with customers across multiple business units and external agencies aligned with the Fonterra Group Strategy and ensuring that supply chain capabilities in warehousing and distribution delivered cost and performance in line with expectations. With responsibility for leading relationships with various governmental organisations including customs departments across Southeast Asia, I regularly conducted troubleshooting for potential issues and identified opportunities for efficiency and improvement initiatives.I owned the development of the Singapore inventory forward deployment hub, greatly improving supply chain performance. Sponsored by the New Zealand and Singaporean government, this represented a significant investment for Fonterra.I also successfully relocated Fonterra’s Singapore Hub; I engaged with Government (NZ and Singapore) ministries, the Fonterra Legal and Risk team, and the 3PL vendor to identify and quantify the timeline and commercial risk and presented four options to the Fonterra Executive team. This allowed me to successfully relocate Fonterra’s Singapore Hub whilst minimising customer disruption and costs and identify a path forward with in-market regulatory teams which enabled re-export capabilities for our customers.In addition, I established procurement cycles for existing supplier contracts, and a management framework within each contract to enable quarterly reviews on top of the weekly operational performance meetings. This included working with multiple global 3PLs and locally owned brokers and 3PLs to develop commercial agreements with a range of suppliers including warehousing, transport and customs.

Transforming the way Fonterra operated in China, my role was to disrupt the existing distributor import model and establish a competent end-to-end Supply Chain capability (people, infrastructure, process and systems) to enable Fonterra China to import, manage inventory, and distribute product to customers. Key to the success of this business was working closely with the China cross-functional teams to understand local market needs, which ultimately allowed the identification and pursuit on new and innovative products – specifically a UHT milk product.

I was Project Manager for the Product Customer Acceptance project, a long-term project designed to drive improvements in our product from a safety, quality and cost perspective.

Canterbury & West Coast, New Zealand

Auckland, New Zealand

Bachelor Of Commerce (Bcom), Executive Supply Chain Management Programme

Bachelor Of Commerce - Bcom, Operations Management And Marketing

Bachelor Of Commerce, Double Major In Operations Management And Marketing