Bisley & Company links market, technical insight, and supply chain excellence uniting the world’s best industrial & mining material producers with consumers in Australia, New Zealand, Asia, the Middle East and the USA. In this role Stuart is engaged to implement digital, process, compliance and 3PL provider development & support.Achievements• Implemented major supply chain initiative restructuring how the business services and supports its customer base.• Developed and implement a central contract and pricing database for sea freight, freight forwarders and logistics providers.• Identify and developed new providers across markets, new agreements with performance audits, operational processes and invoicing cycles with existing and new third-party providers.• Improve compliance and system support from less than 30% to 98.4%• Improve logistics and supply chain operational processes within cloud-based ERP.• Lead business technology improvements to integrate SC data and 3PL management with cloud-based tools.

Pathway Logistics was founded to support organisations that required a complete consulting to implementation service, focusing on operational improvement. Stuart was a founding director.Achievements• Engaged by Internal Audit Bureau to identify, recommend and implement best practice transport and warehouse solutions for a Government emergency service agency as part of a wider ICAC investigation. - Worked with agency staff to identify operational issues and implement improvements. - Delivered report to Emergency Service for submission to ICAC. - Lead key WMS/SAP programme to improve ERP system and process integration.• Engaged by 3PL specialist to improve safety, operations and customer service performance. - Implemented solutions to improve communications with 3PL and transport service visibility. - Worked with operations team to improve all depot freight handling and safety processes. - Co-ordinated interstate operations to improve linehaul operations and fatigue management.

Hills Limited distributes products and services across Australia and New Zealand. At the end of 2013 Hills commenced a major transformation with the divestment of Fielders Steel, Orrcon Steel, Korvest and Teampoly; then acquisition of Merlon, HTvRentals, Lan1, Questek, Intek, Open Platform Systems and Audio Products Group, ending with licensing its iconic “Hills Hoist” range to Woolworths at the beginning of 2015. Stuart’s role was engaged to stabilise operations and costs through the disruption imposed by the massive business transformation, encompassing from production to retail shelf.Achievements• Developed and implemented strategy to stabilise operations, identify and deliver on cost-down opportunities whilst migrating operations to best practice.• Re-engineered multiple acquisition operations to integrate planning, procurement, supplier, warehousing, freight, OHS&E, warranty and returns management to world-class standards.• Improved operational performance working with cross-functional teams improving S&OP integration and processes, inventory controls, warehouse layouts, shipping, freight and processes, lifting productivity and inventory availability, resulting in; • Inventory holding reduced to $57.4m • Supply chain cost as percentage of sales down from 32.9% to 6.8% • Delivered monthly performance and KPI scorecard for board report • DIFOT up from 52.2% to 93.2% (DIF 97.2% & OT 96%) • IRA up from 57% to 98.4% • SLOB down from 29.1% to 8.1%• Initiated key safety improvements from toolbox talks, safety audits, fire warden, first aid training and Safe Work Method Statements through to Traffic Management audits and plans.

GWA Bathrooms & Kitchens, a leading manufacturer of building fixtures and fittings to households and commercial premises with an extensive range of well-known brands including Caroma, Dorf, Fowler, Stylus, Clark, Radiant, Irwell, Dux, Brivis, Austral Lock, Gainsborough, Gliderol and API Locksmiths. Stuart’s role was to manage the day-to-day operations of the national distribution centre, satellite warehouses and transport providers whilst improving productivity and reducing costs.Achievements• Implemented strategic plans driving operational improvements and initiatives with measured financial, operational and environmental outcomes.• Improved OPEX management delivering 6.25% savings ($618.4k) against budget.• Re-structured operational team to maximise abilities and reduce labour cost across operations delivering a 28.4% improvement in productivity whilst reducing direct labour costs by $246k pa.• Implemented labour management applications and processes.• Implemented inventory management processes improving IRA from 78% to more than 93%.• Engaged warehouse operational team to embrace culture of safety first.• Partnered with manufacturing and supply teams to reduce container handling time by 30% thereby eliminating demurrage.• Improved distribution network performance by establishing vendor performance and route cost analysis tools reducing costs by $145k.

Keystone Foods is a global supplier to McDonalds, regionally operating across Australia & New Zealand supplying meat, poultry, fish, produce & operational supplies utilising a customised fleet to service restaurants, delivering in excess of 35 million cases per year. Stuart’s role was focused on managing primary and secondary 3PL providers and included warehouse improvement and store interface cost reduction projects.Achievements• Developed and implemented logistics strategy and tactical plans to drive operational leadership for the region.• Within $52.6m freight spend: - Identified and implemented Secondary Freight (Road, Rail & Air) initiatives saving in excess of $2.1m pa. - Restructured Primary Freight (Road, Sea & Rail), reducing costs by $3.2m pa.• Reviewed and improved operational processes whilst meeting ongoing environmental and safety targets.• Partnered with distribution centre teams to improve product flow from warehouses to store.• Developed and implemented contractor (3PL) operations and performance management framework improving DIFOT by 8.6% to 95.4%.• Partnered with suppliers on sustainable packaging to improve product quality at point of delivery, whilst maximising freight cubic utilisation yields and reducing carbon footprint.• Developed a team of direct reports who supported primary, secondary and warehouse operations using key analytics, administrative and project management tools.• Developed global vehicle platform with improved cubic capacity, reducing carbon footprint and improving life-cycle recyclability.• Implemented key analysis and metrics delivering a regular scorecard on cost to serve and operational performance.

Swire Cold Storage (and Fridgemobile) is one of the largest temperature controlled third party logistics service providers with a network of warehouses nationally and a comprehensive transport fleet that offers customers seamless temperature and humidity-controlled solutions. Stuart’s role was focused on operating seven warehouses and transport operation, with over 300 staff across Sydney supporting a local and national client base whilst reducing costs, market expanding capability and improve revenue generation.Achievements• Commissioned two new warehouses whilst meeting CAPEX/OPEX budgets and complying with all inventory/KPI management and timelines.• Engaged customers & vendors in workshops to build relationships, clarify processes, KPIs, escalation points and response timings, improving cash-to-cash cycle from an average of 56 to 28 days.• Provided leadership and support to multi-site operation, mentoring management to drive and implement policies and procedures for statutory and business compliance (AQIS, QA/HACCP/GMP, NHVAS/CoR & Government Authorities).• Transformed loss-making transport operation into profit within 5 months, delivering a $720k reversal pa.• Lead cultural shift to OHS&E with the implementation of policies and supporting procedures and staff engagement and communication program. • Restructured management of operations with cost savings of $460k pa • Developed training needs analysis for all levels of the business.

Care Logistics was a family boutique 3PL business that provided a diverse range of solutions from transport, contract warehousing and distribution to FMCG business on the eastern seaboard of Australia. Stuart’s role was primarily to generate sustainable sales and improve operational processes and financial performance.Achievements• Managed operations and established management systems to improve workflows, productivity, information & financial visibility; delivering core operations reports and KPI metrics.• Developed and implemented a campaign to drive new business, matching to operational capability, improving revenue to profitability and increasing sales by $2.2m pa. and EBIT to 11.5%• Implemented telematics monitor vehicles to deliver seamless communication, delivery and maintenance information whilst managing day-to-day operations and compliance programmes.

Contracted through 1st Fleet Logistics to Mitsubishi Electric which manufactures consumer and commercial presentation systems, computer peripherals, whitegoods, vehicle parts and air-conditioning. Stuart’s role managed national warehousing and transport.Achievements• Established new warehouses in Adelaide and Brisbane and national call point for enquiries.• Implemented national warehousing and distribution processes delivering consistent service.• Reduced product damage, saving $900kpa through improved handling processes.

The Warehouse Group is a New Zealand based general merchandise retailer that expanded into Australia acquiring a chain of retail stores in 2000. Stuart’s role initially was managing 270 transport providers, then included national pallet control, last-mile, in-store logistics and finally international logistics – effectively the role covered from the point of manufacture to retail shelf.Achievements• Implemented national freight strategy, re-structuring the transport network and reducing costs by 4.5%, saving $720k pa.• Improved OTP by 20% and delivered a 94% result in the first six months of operation.• Delivered key reporting and analysis tools such as cost to serve and supply chain scorecard supporting budget and aided identification of initiatives to reduce costs by $608k pa.• Developed and implemented “Port to Warehouse” strategy delivering improved container transport and unloading processes saving in excess of $850k pa.• Developed supply chain strategy re-engineering systems, service structure and international providers delivering a saving in excess of $5.2m. - International logistics: New 3PL provider, regional consolidation hubs, new SOP’s, regular communication and training of suppliers globally to support in excess of 23,000TEU’s annually. - Suppliers: Delivered “change road-show” at key hubs through south-east Asia. - Buyers: Provided in-house tutorials to buying team on benefits of new system and “how-to’s” on day to day use. - Implementation of international freight cloud tool to link with Ports, AQIS, Customs, Shipping Lines, Freight Forwarders and 3PL’s.