Alice Kilembe

•Overseeing an annual budget of 21.5MGPB. •Led the Moshi team to execute all operations including all expansion projects currently ongoing on site safely without any LTA. •Led the team to deliver the highest volume in the history of Moshi Brewery Site of 850,000cs and highest Line OEE of 75.43% at required quality standards. •I have passionately driven the production of our spirits brands such as Bongo Don, Smirnoff smooth and Smirnoff orange and ensured their availability in the market and with the right quality. •Led the SBL Asset care strategy work stream which has improved machine reliability across the three sites and reducing machine downtimes. This in turn has Improved Line OEE >70%, performance rate >80% and availability rate >90% across the three sites •Led the Moshi crisis management team and implemented COVID protocols to ensure business continuity, which helped the business get through the pandemic without any shutdown. •I have designed and implemented a recognition/award scheme that has created an environment of excellence and freedom to succeed for the Moshi team. •Collaborated with logistics & planning team to reduce risk of Out of Stock by ensuring that Moshi site delivered 100% on demand volume for Moshi also supporting Dar and inland.

•Led the planning team through a successful transition from manual planning to Advanced Planner and Optimizer (APO). •Embedded and facilitated collaboration between planning and finance to succeed in the working capital agenda. •Successful end to end capacity planning for Kisumu site and transitioning of Senator production. Also planned the ramping up of production from 700hl to 1M hl when the 3 extra Dual-Purpose Vessel were installed. •Led the planning team through a very successful peak period which resulted in an award for a trip to Brussels to watch Formula 1. •Led the team in planning and won the Diageo Excellence in Supply Chain Planning Team of the Year award in 2019. •Facilitated and embedded a process that ensured that the certificate of conformance (COC) was acquired ahead of IPS shipment as a result reduced demurrage/port storage charges during the clearance process. •Set up improvement projects for Adherence to Plan and SLOBs. Also successfully implemented traction of the same in tier meetings. •Implemented an evacuation daily plan for the inbound logistic clearing agent to monitor their performance according to the agreed SLAs. •Successfully Led a transition from a supply led S&OP to an Integrated Business Planning system which included the total business. •Engaged and supported the planning team to successfully transition to Plan COE and integrate with rest of Africa in a codified way of working. •Implemented a robust Change of Plan procedure which reduced the abrupt changes to scheduled production plans leading to stability in finished goods and raw material stocks.

•Led Dar site operations focusing on safety agenda and achieved zero LTA •Implemented the Gold coin award which improved safety behavior amongst the team. •Led my team in the preparations of IA audits and achieved a satisfactory results •Focused on maintaining high quality of our products and Dar site achieved 2nd position on the quality league table. •Drove performance through manufacturing excellence methodology and Dar site achieved 1st position on the manufacturing excellence lead table. •Implemented Perfect plant management system on the site successfully. •Demonstrated significant improvements on site safety, asset management, efficiency, waste reduction and cost control. •Led the team in 2015 and achieved Brewery of the Year Award.

Responsible for Cost reduction of brewing process in all the three sites, optimization of raw materials, Managed trails. Reviewed BOMs for Serengeti Platinum, Mother beer, Process Aids, and removal of back labels from value brands. The expected saving was approximately £103,000 for F15. I also worked on maintaining true to taste of all SBL brands.

•Responsible for monitoring and maintaining quality and compliance targets •Successfully implemented the ISO9000 quality system procedures for Moshi with the aim to become an accredited production site in 2014 which was subsequently achieved. •I aligned the quality team, giving clear direction, and developed my team through leading by example, coaching at every opportunity and instilling a sense of urgency that was previously lacking. •Worked with quality team to ensure we get accurate results at all times, and it helped achieve 100% score in the Guinness Ring Scheme results in three rounds in a roll. •Worked with the brewing team in improving our beer flavors and we achieved flavor scores of 7.5 in Guinness, Serengeti, and Tusker lagers. •Worked with the team to successfully launch new brands with the highest quality, e.g., Guinness, Tusker lager, Tusker lite, kibo, kick and Senator. •Drove and implemented the DWB at the site to 88% by the end of December 2013. •Performed in process quality assurance checks for beer at each stage. •Making sure that the quality related customer complaints were investigated and resolved.

Led Asset care and coordinated CAPEX projects for chilling, softening and premix plants, which were all very successful projects. Conducted skill gap analysis for SBC- Dar’s production, maintenance and fleet staff and coordinated training programs. Furthermore, I assisted in completing 80% of corrective action and ensured follow ups were done for all non-conformances identified in the quality audits.

Played key role in improving the livelihood of people living with HIV and AIDs. Initiated and managed income generating projects like chicken rearing, handcraft, gardening and knitting to economically empower people living with HIV/AIDs. Managed to raise the center’s profits by 20% within the first six months and the clients were able to save their 40% of the profits for their small family businesses from the projects. I also managed to source for funds from the lion’s club of Chingola to repair the hammer mill at the centre. Trained this same team in basic business skills e.g., bookkeeping which in turn helped them manage their own businesses.

•Established a maintenance schedule which helped reduced machine downtime and improve production Efficiency by 5% •Enhanced staff morale through a six-month incentive program that also instigated a major increase in production output by 10%. •Part of a team that reengineered all critical production planning, scheduling, and manufacturing processes for a 12% reduction in annual operating costs. •Implemented and maintained ISO 9001:2000 quality management systems which reduced monthly defects by 20%. 2M US dollars. •Redesigned and implemented more effective stores control procedures in the first three months which in turn reduced stock outs and helped establish reorder levels for the first time. •Trained staff of 8 in the safety procedures on how to operate forklifts and it reduced accident rates •Trained staff in the identification and grading system of the raw materials and reduced the mix up of materials. •Managed inventory and initiated the sale of waste products from production which helped in revenue gain.