Paul Wharton

Responsible for coordinating the supply of externally manufactured products into the AZ network.

In this role I work in an end‐to‐end capacity which includes planning supply of API from contract
manufacturers, bulk tablet formulation, finished pack planning and API exports.

I’m also leading the planning activities in support of a project to exit from a key external pack site.
My contribution to this exit project have included:‐

o Created an electronic plan /working portfolio document that centrally displayed all data
required to manage the portfolio and control the exit planning activity

o Reviewed SKU master data. Defined ideal setup with LPC, tested and rolled out

o Provided communications to DP’s & MCAM’s of stock build approach, volumes & phasing

o Modelled stock builds within the APO system to drive bulk & API requirements

o Created reporting to advise receiving sites of last batch dates, stock coverage and anticipated first supply requirement from new sites.

o Created a capacity planning tool to provide early warning of line capacity bottlenecks

Drager are a global leader in the development, manufacture and distribution of medical and safety technology.

I’m located at the UK manufacturing site which produces compressed air breathing equipment and gas detection systems with global distribution. The site also distributes the wider portfolio of Drager safety products into the UK and Ireland markets.

My responsibilities included managing the demand plans \[circa 7000 parts\], creating the master production schedule, managing the sales & operations planning process, running an inventory optimisation programme, inventory reporting & budgeting and management of SAP master data.

o Developed a tool within MS Excel & Access to provide planning functionality. This enabled trend analysis, abnormal sale identification, project demand capture, item level demand calculation, safety stock calculation and measurement of forecast accuracy \[MAPE\]. The tool supported an increase in forecast accuracy from 45% to 74%.

o Lead the monthly sales & operations planning review. For this purpose I created a suite of S&OP reports to overview the status of key product groups and pertinent business issues.

o Responsible for inventory optimisation and compliance with global stocking policies. Classified inventory using ABC and XYZ methods and defined products to be ATO or MTO. Established optimal lot sizing, abnormal demand and safety stock parameters. Optimisation activities led to a 25% reduction in lead times across key product groups.

o Inventory reporting & budgeting. Created a database and suite of reports & KPI’s to provide transparency of each business segment. Led a monthly review of slow moving inventory and drove activities to ensure inventory target achievements.

Sporting iD are part of the Illinois Tool Works Group. They are a manufacturer of official heat transfers for the sports industry with licensed global distribution for the Premier League, Real Madrid, FC Barcelona and the Nike international football federations.

Within this role my responsibilities included development of planning processes & systems, sales & operation’s planning (S&OP), demand & supply planning \[7500 sku’s\], customer account management, vendor managed inventory and supplier management.

Replenishment Planning & System Development:

I was initially recruited to design and implement a replenishment system to encompass both the demand and supply elements of replenishment planning. This project included the following:

o Redefining the company supply policies & replenishment methodology
o Implementing a Sales & Operation Planning process
o Building a planning tool to provide demand/supply functionality & reporting
o Developing supply models & reporting to enable inventory & purchase forecasts

Key Achievements:

o Increased On Time In Full (OTIF)customer delivery from 87% to 99%
o Reduced capital inventory costs by £750k (20%)

Vendor Managed Inventory & Account Management:

In partnership with Sporting iD’s largest account I designed & implemented a Vendor Managed Inventory system. The system allowed my Team to plan replenishment requirements on behalf of key Accounts robustly and accurately. This reduced customer stock outs, inventory risk & obsolescence and enabled the continuation of profitable trading and revenue streams that were otherwise at risk.

o This planning led approach to account management directly led to a 9% per annum increase in revenues with Sporting iD’s largest account.

6 Month temporary contract to support implementation of SAP

Responsible for implementing and managing the measurement, tracking and reporting methodology and to provide financial analysis across a range of spend, suppliers and business categories.

Responsible for the provision of recruitment services across the Sydney Metro area within the procurement & supply chain sector in the under $75, 000 salary bracket.

Adidas are a global leader in the sporting goods industry

I managed the ‘Inbound Planning’ team\[3 direct reports\] responsible for planning the logistics and controlling the supply of all Adidas product into the UK from multiple origins across Europe & Asia.

Inbound Planning Team Responsibilities:

o Planning cost effective shipping container consolidation; 4, 100 teu pa.
o Transport mode decision making; sea, air, combination sea-air or trucking
o Planning ‘just in time’ product arrival, utilizing free storage points and cheapest routes
o Control shipping databases & provision of detailed product tracking to Commercial Team
o Control the inbound delivery scheduling from Ports to the UK DC’s

Additional Management Duties:

o Delegate workload, train and coach team and manage all aspects of individual performance
o Chair weekly warehouse capacity planning meetings
o Management of 3PL providers through performance monitoring and review meetings
o Budget preparation and tracking of year to date freight costs vs. budget

Key Achievements:

o Managed the formation of the Inbound Planning Department, including procedure definition, recruitment and training
o Through collaborative container consolidation, achieved a five-fold increase in delivery of containers from port direct to customer in 2005, saving £200, 000 pa. on warehousing costs
o Implemented a database for controlling key shipping data. This enabled better control and allowed for JIT delivery and optimal DC routing, saving £50, 000 pa. on 3P warehousing
o Optimised container fill and utilisation, saving £75, 000 pa. on ocean freight costs

The purpose of this position was to provide key analysis to identify possibilities to increase service and performance within the UK warehouse & distribution operations.

Key Achievements:

o 3PFleet analysis. Recommendations led to saving of £30, 000 pa. on distribution costs
o Developed a logistics ‘cost & performance’ KPI pack, used in the monthly ops review