The role consists primarily of orchestrating supply-chain management processes and tools within a complex external and inter-company operating model, from planning to fulfilment and demand to supply, across ‘000s of SKU’s in retail and construction industries. My focus is to drive a foundation of strong discipline and governance in supply-chain processes and tools at the sites, while streamlining costs and creating sustainable competitive advantage through service quality. Furthermore, I am leading specific transformation projects related to optimising the “cost to serve” within freight and logistics, as well as leading the supply-chain workstream for a critical footprint rationalisation project to reduce the cost base and remove complexity. This involves closure of one site through consolidation of production into three other sites.Key achievements include;- Certified Mental Health First Aider- Lead, coached and collaborated across Europe to drive a reduction of €1.6M per annum saving for Freight and Logistics “cost to serve”, with a clear line of sight to €4.6M re-occurring by 2025- Lead the supply-chain workstream for a complex footprint project (site closure) covering rate readiness, demand and supply planning, inventory transfers and sourcing activities- Implemented the first Jeld-Wen Community of Practice (CoP), focussing on European Freight and Logistics, to foster a culture of support, learning, sharing, collaboration and “scaling up” best practice- Improved OTIF in a focus site through process mapping current state in collaboration with Sales and Planning, to identify and fix foundations

Promoted as part of internal succession planning, I was responsible for leading functional maturity in both SIOP (Sales, Inventory and Operational Planning) and Materials Management processes, across all Actuation sites located in the U.K and U.S.A regions.Within this role I lead a team of Materials and Inventory specialists to create and support implementation of policies, processes and procedures across the regions. With a focus on functional strength and individual development, creation of appropriate tools and deployment of process maturity assessments, we created a collaborative function, with mature processes and tools utilised by capable professionals.Key achievements include;- Established a standard SIOP process maturity assessment for all sites- Implemented a formal Community of Practice (CoP), enhancing the functional collaboration while also improving inclusivity and diversity - Established a job framework to support individual development needs and succession planning within the function- Utilised process mapping and lean tools to streamline processes through removal of waste / non-value add activities- Drove inventory reduction activities across the sites to improve net inventory by ~$10M ($233M) and improve turns by 0.6

I was responsible for leading the SIOP function across the campus. This consisted of four value-streams, including OE and Aftermarket and Military and Civil customers, totalling $130M inventory and $600M sales.Within this role I led a team consisting of Materials and Inventory specialists and SIOP analysts, with the latter based in Bangalore. The role provided extraordinary challenges due to the COVID-19 pandemic, but at the same time elevated the importance of the SIOP function within the business. With this, I intensified the focus on functional maturity across tools, processes and individual development, knowing that using the SIOP process to understand better our customers demand and right sizing the business (labour and inventory) would be key. Key achievements include;- Elevated the SIOP function, enhanced functional collaboration and improved SIOP maturity during the COVID-19 pandemic- Head of stocktake for the Wolverhampton site, across; x4 buildings, x3 value-stream businesses, x2 sites, x45 storage locations, 38K batches of stock, 7K WiP orders, 190+ people, 6 days and £75M inventory- Drove inventory reduction activities, including extra-ordinary action to align demand and supply through the COVID-19 pandemic, leading to ~$35M inventory reduction (~$130M to ~$95M)

The Banbury campus specialises in the design, development, manufacture and qualification of composite products, for Civil and Defence aerospace customers, with ~200 employees and ~$40M sales. I was responsible for leading the SIOP and Materials Management function. The SIOP function consisted of three professionals, responsible for ensuring demand was loaded and embedding process maturity across the functions. The Materials Management function had a team of eleven, with responsibility to create plans through Master Production Schedules (MPS) in line with the SIOP process, maintaining system planning data and logistics management (in / outbound / warehousing). The responsibilities I held covered end to end material flow, from demand loading, planning, material receipt, WiP control and finished goods delivery, on time to customer with optimal inventory and capacity.Key achievements include;- Created and implemented new organisational structures across both functions, with newly created job role specifications for all positions - Created and established a new cross-functional SIOP cycle process - Improved the functional integration within the business, collaborating with functions such as Finance, Supply-chain, Programmes, etc.- Designed and implemented a new $200K warehouse layout inclusive of new racking, material handling and vertical storage solutions

Working for the “Compressor Components” business unit (part of the overall Rolls-Royce Gas Turbine Supply-Chain) I was deployed across two sites (Hucknall and Ansty), whom between them had ~500 employees, generated 500K hours of value-add and sales of £170M p/yr. Operating across a global value-stream for predominantly Civil and military markets, focussing on Fancase (Ansty) and Outer Guide Vane (Hucknall) manufacture, I was accountable for leading a team of MRPC professionals across the two sites. Each MRPC managed their own portfolio of parts and were therefore accountable for high quality and robust planning and production scheduling, the work in progress position (launches, prioritisation, rates, mix, etc.), the resultant inventory of which is generated and the overall optimised load and capacity balance. Additionally, via the MRPC’s I was responsible for identifying and mitigating supply-chain risks and shortages to protect the customer, and discussing with the customer as required. Furthermore, I was accountable for day-to-day management of the in-factory logistics service provider, as well as managing the account with our outbound logistical transport providers. Key achievements include;- Lead and facilitated a High Performing Culture change programme within the Hucknall and Ansty sites- Identified and lead key strategic initiatives in capital investment and offload, required to balance load and capacity- Implemented a new warehouse for goods receipt and storage activities in Ansty- Delivered an unprecedented number of new product introduction and re-design programmes for the Ansty business- Achieved year on year 100% cycle count adherence across both sites, better than KPMG audit requirements- Implemented improved governance, rigour and structure to reduce Slow Moving Work in Progress levels within the Hucknall and Ansty sites- Improved delivery performance through delivering resiliency programmes and improving cross-functional engagement

As Master Scheduler and Inventory Manager I was fully accountable for owning and deploying the Rolls-Royce Sales and Operation Planning (S&OP) process within the “Fans” business unit (part of the overall Rolls-Royce Gas Turbine Supply-Chain). As such, through assessment and alignment of the internal and external supply-chains capacity and capability, I was fully accountable for the decision-making required to balance demand and supply.In addition, through the S&OP process I was responsible for integrating with risk and capital, financial planning and operational planning processes within our manufacturing plants. Only through this did it provide closed loop planning to allow the business to understand any financial impact, while at an operational level ensuring that high-level strategic plans were integrated within day-to-day production. In-particular when integrating the S&OP process to financial plans, one of my key accountabilities were to optimise the business unit inventory, with specific focus on domestic facilities, driving improvements in manufacturing lead-time, purchased material, buffers, etc. Additionally, I was accountable and therefore lead all of the associated inventory planning and forecast cycles to ensure challenging targets were set, given the pressure faced on cash and profit. Key achievements include;- Lead Kaizen events and implemented improvements to the efficiency of the Sales and Operations supply-chain response process- Winner of the annual corporate Executive Vice President awards through implementation of a Kanban project delivering lower inventory through lead-time reduction- Developed and lead critical supply-chain strategies in the fan-blade commodity business, based on load and capacity projections, leading to over $100M investment in new footprint and equipment- Lead and implemented a project which improved the accuracy of inventory forecasting for the business

After a successful period on the graduate programme I became an MRPC, whereby my key accountabilities were to co-ordinate the schedule and delivery compliance for a parts portfolio in the castings and casings commodities, for primarily Corporate and Civil customers. In addition I was also fully responsible for global management of unsourced parts activities and local operating procedures.After a year I changed accountabilities and broadened my knowledge and experience by switching commodities and taking the opportunity to programme manage the bearings parts portfolio for the Airbus A330 programme. This allowed me to lead an integrated programme team to manage the design, validation and delivery of the bearings package to the Engine Development Programme (EDP). Key achievements include;- Implemented a process and governance structure for monitoring, reporting and addressing all unsourced parts - Worked closely with my global supply chain to deliver an improved delivery performance within the casting and casings commodities- Lead my department to achieve ‘Gold’ standard in Process-Excellence Excellence for Workplace Organisatio

While participating on the graduate training programme I chose, and subsequently completed, a total of five three-month attachments in differing businesses, functions and geographical locations of Rolls-Royce, which allowed me to quickly develop and broaden my breadth of experience, skills and knowledge. Key achievements include;- Completed and implemented a 6-Sigma Green Project for reduction of quality escapes in the central spares aftermarket warehouse- Lead analysis of and negotiation for implementation of a freight-forwarding contract within the Global Physical Logistics department- Lead and implemented a project to identify and subsequently reduce waste and inefficiency within the Sales and Operations process