Darren Steel

Development of the most appropriate Private Label product range to suite the needs of Bapcor Retail customers.

Key Achievements * SRM process includes formal reviews with our key suppliers, KPI’s & SLA’s are measured, supplier scorecards are established, dashboard reporting is updated, enhanced process has delivered significant cost benefits & mitigated corporate risk. *Enhanced our comprehensive ethical supplier and sourcing policies delivering positive social and environmental outcomes, strengthened governance, ensured regulatory alignment, and mitigated corporate risk * Management of over 1600 supplier contracts, driving Continuous Improvement initiatives resulting in cost savings & process improvements. * Enhanced system functionality: Enabling in richer data collection providing accurate reporting for faster decision making. * Cross functional engagement: Capturing greater knowledge across the business, tailoring our supplier contractual agreements with KPI’s & SLA’s back to our business needs.

Key Achievements. * Implementation of ordering automation across our warehouses nationally as well as for all transfers to our Retail stores providing improved stock management and reporting. * Applied Category management principals around product classifications and ordering processes to reduce back orders and improved customer experience * Improved reporting across stock management, back-order management and supplier performance has assisted in process improvements across ordering & supply of products into our warehouses

Key achievements. * Negotiated with a new supplier the sourcing of raw materials which generated increased profits as well as improved manufacturing schedules reducing back orders and improved customer experience. * Created reporting requirements from customer prospects into Sales Force through to demand planning and forecasting for manufacturing, enables DuroKleen to plan sourcing of materials through to supply of products reducing risk around working capital as well as improved cash flow. * Expanding manufacturing and product offering into India, negotiations of compliance and trading agreements that protect the brand as well as to generate revenue in international markets

Key Achievements * Effective Stakeholder engagement both internally and externally aligning business direction across key initiatives. * Private Label category optimisation program & rebranding strategy including rigorous trading terms negotiations across our key suppliers, established long-term commercially sustainable partnerships and increased category margins. * Applying responsibilities and accountability with measurable targets across Projects, key initiatives and sensitive business as usual practices. * Maintained balanced approach towards projects and key initiatives with high level of focus on accuracy, deadlines and outcomes.

Key achievements * Designed and implemented a National Stocking Policy which delivered a reduction in stock holdings and cost to serve and increased our service levels (order completion and line fill rates) improving customer experience. * Private Label strategy, instilling robust stakeholder collaborations, growing from inception to over 35% of company revenue and up to 90% of revenue within targeted categories. * Launched an Indigenous partnership program, partnering with an Indigenous business where the creation of two brands, Tjindgarmi and TeteMek provided a real value proposition to our customers. This initiative was well received by our corporate, government & Education markets, not only spiked revenue, but also fostered Indigenous business support. * Implementation of a Product Life Cycle program that reduced our slow moving and obsolete products (SLOB) which created a healthy balance sheet for the business, year 1 SLOB reduction was above 30% delivering a significant reduction in our working capital. * Designed and executed a Supplier partnership program delivered growth in revenue in new vertical markets aligning our key suppliers to our strategic plans.

Key Achievements * Increased our sales force by 10% along with enhanced our web portals for both schools & parent markets also contributing to revenue growth. * Executed a top talent program which improved our retention of key team members * Increased revenue by 25% in year 1 and 18% in year 2 with continued growth ongoing through the execution of the sales school’s strategy plan which enabled our business to service the secondary school markets.

* Enhanced internal processes for our Back-to-School program streamlining customer orders delivering Supply Chain efficiencies. * Stakeholder engagement: Focusing on our key suppliers, renegotiations of trading terms delivered improved cost of goods, increased rebates & greater settlement discounts. * Stock Management: Completed a detailed review of our stock position, updated product grading, Aged stock management & working capital charges, Delivery we a rapid reduction in working capital costs, increase stock turns, improved customer delivery experience.

Key Achievements * Centralisation of our Supply Chain replenishment team which provided us better controls, improved processes and measurable reporting on service, delivered a cash flow benefit and reduced stock holding over 30%. * Designed and executed a store within a store concept that created new customer markets outside our core business, increased revenue & margins over multiple years and become the number one confectionery wholesaler in Australia. * Alignment of product ranging and in-store promotional activity tailored by state as part of our creation of a buying group for selected convenience stores, creating a competitive offer for them to compete against the major supermarkets. During a period of 3 years, we had signed up over 400 convenience stores to our Lucky7 program.