Amy Bentley

Built an integrated, world class Supply Chain function for CSR that managed end-to-end solutions for 10 business brands. Implemented a Supply Chain strategy that created a foundation for growth whilst significantly improving customer’s experience and creating a safer and better place to work for people.

Led a team of Supply Chain specialists within Global Logistics covering transport solutions, warehouse solutions, supply chain strategy, supply chain network design, project delivery and bid management across ANZ. Acted as a key driver of leading practice solutions across the Global Supply Chain Solutions team.

o Led Distribution & Transport operations across 5 sites and 2000 people to provide exceptional service at the right cost to a National independent retailer network o Established foundational operational solutions across safety, service, people and cost including driving some exceptional safety results o Drove strategic planning and tactical solution alignment between businesses o Led a team of 10 direct reports with responsibility for Logistics Operations, Operational Excellence (Warehouse & Transport), Project Management (Distribution Centre Infrastructure & Automation), Construction & Facility Maintenance, Fleet & Equipment, Planning & Communications, Transport Development and Logistics Strategy

Led a team of specialist professionals in identifying strategic and tactical improvement opportunities, developing concept and detailed designs for distribution centres (change of layout through to new building), planning and implementing operational cost-saving solutions, assessing automation options, identifying WMS solutions and project managing the business transformations or changes required. Solutions identified also include property-related solutions i.e. lease negotiation and development, property sourcing, refurbishment and new building construction. Had accountability for the Business Development function which involves identifying new industries for the business to diversify into, developing brand awareness solutions, application of digital media marketing and leading the building of a long term sales pipeline.

Responsible for managing the National Logistics Operations Support portfolio which includes: - managing all Logistics assets and facilities, including all stay in business capital; - managing the start up of temporary or third party DC operations; - leading all short to medium term operational projects and business improvement initiatives; - driving productivity and efficiency solutions to reduce operating costs or manage capacity constraints; - overseeing distribution centre stock/inventory management; - managing Distribution Centre demand planning and forecasting and working with Sales & Replenishment teams to build consolidated business plans; - managing National business planning for major business events i.e. Christmas, Easter etc; - leading contingency planning & execution during unexpected events across all Divisions i.e. cyclones, train derailments etc; - managing Logistics communications

Reporting to the CEO responsible for establishing and driving the plans required to set up the new Home Improvement business in tight timeframes. Worked with the heads of each operational area - Property, Finance, HR, Operations, Store design and fitout, Merchandising, IT and Supply Chain - to create business specific plans that interlinked with other business areas based on key dependancies. Drove collaborative strategic planning and decision making to achieve objectives on time.

Investigated new business opportunities domestically and internationally to achieve growth aspirations of the business and prepared recommendations to Board.

- Designed, built and commissioned a 70,000m2 Distribution Centre in Melbourne - Sourced property solution, supported the development of commercial property documentation and execution with consideration for longer term operational implications - Managed the planning and integration of three business units into a single consolidated distribution centre - Scoped and executed the conversion of liquor lines from direct store delivery to warehouse delivery

- Refurbished operational Distribution Centres - Managed CODB improvement projects - Established new Distribution Centre in existing building - Managed a People Transition project requiring the redeployment of 335 people and closure of 4 Distribution Centres in NSW (approach was subsequently adopted for QLD and VIC)

- Planned and managed internal building changes to an operational Distribution Centre - Managed the people and change aspects associated with the building of a new Distribution Centre and closure of 3 DCs in WA

- HR Manager - Logistics Development - HR Manager - Supply Chain VIC & TAS - HR Manager - VIC Distribution Centre (brand new and automated site)