Accountable for the full end to end Supply Chain across the Ambient food, Beers, Wines and Spirits categories with annual sales of over £5.3b. Achievements• Delivered an improvement to on shelf customer availability of 0.4% yoy.• Reduced store back of house inventory by 25% yoy.• Reduced total inventory by 13% yoy. • Developed & introduced Demand Planning vision & principles to the teams, resulting in improved right first time forecasting and order execution. • Successfully implemented the JDA system changes across 2,000,000 sku’s. • Actively drove collaborative planning across both the Asda supply & depot teams and the supplier base, providing suppliers and depots with accurate order forecasts over key periods.• Developed and maintained excellent supplier relationships, achieving improvements to on time and in full deliveries, whilst at the same time identifying and delivering both supply chain cost savings and improved product flow. • Development of a 43 strong team made up from both Asda and in house vendor support colleagues. • Introduced and implemented an Apprenticeship Scheme for Supply Chain within the Home office.

Accountable for the UK development, end user suitability and final Implementation of a new end to end supply chain replenishment system into Asda/Wal-Mart. I was also accountable for the development and design of all the U.K. training materials, including the planning and implementation of all the management and colleague training.Achievements• Successfully implemented over 3 million sku’s across ambient, fresh and general merchandise products, with zero impact to customers, stores, depots and suppliers.• Improved on shelf availability across most areas by 0.1% yoy.• Reduced depot inventory by 8% yoy.• Developed a comprehensive project plan encompassing training and system conversion across all areas including the phasing, pace, timings and procedures for implementation.• Developed strong collaborative working relationships with the “operational” replenishment teams. • Developed and implemented “one best way” principles for end users.• Accredited as a Wal-Mart trainer for change management. • Liaised with global teams across Wal-Mart to drive best practice. • Developed an inventory reporting tool for replenishment analysts that allowed them to quickly see their total inventory and identify risks and categories/items to take action against.• Coaching and developing a team of 13 colleagues.

Accountable for the day to day operational supply teams across the Beers, Wines, Spirits, Kiosk and frozen food categories, accounting for weekly sales of £51m. Achievements• Reduced depot inventory on wine by 14% yoy by introducing improved promotional forecasting principles.• Improving customer availability across categories by over 1%.

Accountable for the day to day operational supply teams across the Home, stationary & books categories and also for the implementation of the Process & Strategy team to general merchandise. Achievements• Developed and implemented “one best way” principles for end users, driving greater consistency across supplier orders and store replenishment.• Reducing store back of house inventory by 6% yoy, whilst improving customer availability.• Introducing “seasonal store” principles, driving improved availability in the most reactive stores and reducing markdowns/waste in others. • Developed a store at a time view of store safety stocks across key sku’s at key seasonal moments.

Accountable for the day to day operational supply teams across Crisps & Snacks, Confectionery, Biscuits, Beverages and Soft Drinks categories. Achievements• Introducing replenishment best practices, strategies and principles similar to those I had developed during my previous fresh food role, all of which drove stronger customer and depot availability whilst reducing markdowns and waste.• Owning and driving the growth and development of the supplier implant function.• Improving all KRA’s and introducing “seasonal store” principles, driving improved availability in the most reactive stores and reducing markdowns in others.

Accountable for the development and consistent implementation of Fresh Food replenishment strategies. I was also responsible for the collation of “ways of working” principles and embedding them into the operational replenishment teams. Achievements• Developing principles and tools for improved weather planning and execution delivering greater customer availability and reducing waste. This methodology is still used today.• Introducing seasonal replenishment strategies and principles, recognising the need to forecast differing uplifts and downturns on a store by store basis at key seasonality/event times. All of which drove stronger availability, reduced markdowns and waste and ensured we were ordering the correct volumes from the suppliers and significantly reducing the upstream “bull whip” effect. As with the weather model, these principles are still effectively used today.• Applying rigor and consistency in the “ways of working” used by the supply chain analysts. All of this provided a much more stable platform from which to drive new strategies and initiatives.• Developing and implementing layer and pallet ordering on fast paced longer shelf life fresh products, resulting in commercial benefits in a reduction of cost price.

Accountable for the implementation of Asda’s first central replenishment system, ensuring all system development was catered for to support transitioning from Asda non centralised systems to Wal-Mart centralised systems. I also held dual accountability as the supply chain manager for core grocery.Achievements• Landing such a significant piece of change across the end to end supply chain.• Developing strong collaborative relationships across depots and suppliers. • Providing the central supply chain with a retail stores understanding & perspective of what replenishment needs to look and feel like as product flows through to them. • Quickly becoming Familiar with the new replenishment system allowing cascade coaching and training to other team members to support the role out programme. • Development of working practices and principles needed to support all end to end supply chain partners ensuring strong results are seen and are consistent across suppliers, depots and stores.• Developing and implementing stockless principles.