Establishes robust business partnering across all business via spearheading structured performance meetings across functions particularly in the areas of production (make), supply chain (move), procurement (source), brand change/innovation and supply operations/admin (support) in driving improvement in performance to beat the competition and our site delivers best in class metrics in manufacturing and supply chain.

Manage Actual Product Cost Controlling

• Oversees and controls 2 manufacturing plants (Huntingwood and Bundaberg), Huntingwood Warehouse, 2 Key Distribution centres and dozens of customer delivery points across Australia business. This includes approximately GBP30.6m of combined COGS budgets to account for.
• Involves in the monthly closing process, providing support to business partners
• Accountable for ensuring accurate & on time delivery of make and move forecasts through structured meetings
• Responsible for understanding and challenging the supply chain and manufacturing operations P&L performance and in timely and quality reporting and Australia and Global KPI updates
• Actively participates in COGS annual operating planning process (Staff Anaplan, ZBB etc)
• Provides insights to business partners and SLT in regards to global productivity initiatives
• Accountable for driving a strong control environment and in supporting Supply operational excellence
• Analyses actual results and identifies potential risks and possible opportunities in time to propose solutions

Production Volumes and Recoveries Analysis

Tandems with production team in understanding and providing quality analysis to explain over and under absorption in production volumes and recoveries. This include deep dive analysis and identification of the drivers such as:

• Volume/Price Mix
• Reliability of the production line (frequent breakdowns, manpower etc)
• Availability of the raw materials, packaging etc
• Production capacity (operating beyond the capacity)
• Scheduled shutdown
• Safety stock level of inventory
• Demand forecast (oversells and/or poor sales performance)

Production Volumes Forecast Analysis

Works with supply planning team in capturing the latest production volume forecast to be produced across production lines. Any changes to volume and its impact to recoveries are calculated and updated with builds to be presented to FLT and SLT for review as part of the demand monthly profit review cycle.

Production Waste Reporting and Analysis

Provides a complete production performance picture for the management in terms of the percentage of the waste generated during the production process and the associated costs for the business. This include detailed calculation of Actual scrap factor waste and comparison against standard scrap factor set. The amount of waste is monitored and reported to the manufacturing team and finance usually highlights some issues or findings during the weekly waste analysis in order to provide the team time to resolve and fix any issues.

Supply Chain (Freight and Warehouse) Analysis

Provides detailed information about the costs incurred for warehousing and freight during the production process. The analysis provides estimate based on the trend and a detailed summary on cost center level. Explains cost increases and decreases by analysing and explaining the factors behind the changes including:

• Volume/Price/Rate Mix
• How efficient and effective the transport network is
• Truck optimisation and utilisation
• Mode of transport (rail, sea, air, land)
• Impact to operating distribution centres rather than direct to customer deliveries
• Procurement initiatives (lower rate renegotiation)

Global Productivity

Tracks how the business is faring with the set productivity targets by providing them reports and quality builds on a monthly basis. The information is shared to the Execs, FLT and Global Productivity team for monitoring and consolidation.

Productivity is an integral part of the AOP process wherein task or savings targets are handed over from the Global team. Supply BPM tandems with the business in translating it to a more detailed plan by identifying opportunities from make and move areas.

Cost Pressures and Initiatives

Work with the business in providing necessary analysis for cost pressures (volume, raw mats inflation, freight costs, salaries, FX, depreciation etc) which increases our cost base that puts a challenge in delivering -1% COGS savings. Partner with various workstreams in coming up with various initiatives to offset these cost increases including:

Business Development: This represent the co-packing business by the supply team to utilize the excess capacity by accepting sub-contract 3rd party products to run in our production lines to increase the output and deliver better than flat COGS. BPM analyst provides timely analytics and support to ensure that we are on track and the business stay robust and productive.

Waste Focus: Minimise waste from raw materials and packaging running down the line during production.

Productivity: Identification and tracking of performance of key make and move initiatives

BFC Reported Volume Review and Confirmation

Reviews and ensures that BPM reported volumes are the same that of BFC volumes (9LE). Investigates variances and work with India RtR team to trace the disparity (i.e. WIP arising from production orders processed on the last day, BFC will take confirmed QTY, our production volume is based on Teco'd Volume).

Supply BPM Deck Presentation

Responsible in ensuring timely and quality update of Supply Performance Deck, which is a consolidated summary of the P&L with summary breakdowns for each area (Make, Move, Support etc). The deck includes Volumes and Recoveries and the corresponding builds. This is updated once all month-end reporting is finalised. Final presentation is reviewed and discussed in BPM along with Supply Senior Leadership Team and Joe Russo (Supply Director).

Global KPI Inputs

Refreshes monthly update of Global KPI File for Production Volumes + Supply Chain 9LE Volumes after P&L Forecast inputs are finalized. Updates commentary along with the Global KPI owners. This report is integral part of the other exec deck such as Tier 5 slides for Make & Move DCPC.

Monthly Tier 5 (SLT and Exec) updates - CPL/CPC/DCPC

Updates core slides that shows monthly target vs KPI target (set at AOP) and monthly YTD targets vs KPI target also set at AOP across two manufacturing sites and supply chain and forms part of the monthly BPM deck and is put on the wall in the Tier 5 conference to be reviewed in BPM with SLT and Supply Director.

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