Graham Jackson

Highlights thus far: Manage and accountable for multi-site and cross-functional operation for local and international exports and imports, managing 10 direct reports and 150 employees in areas including supply chain, procurement of raw materials and finished goods, production planning, capacity planning, manufacturing, quality control, distribution, inventory management, raw material storage and facility management. Driver of continuous improvement initiatives and process re-engineering, resulting in manufacturing efficiency improvements, waste reduction, positive team engagement and process evolution. • International and local supplier price negotiating, contributing to bottom line saving, while maintaining quality standards, included: Raw material price reduction > R2 000 000 pa. Shipping rate improvements from freight forwarders >R1 000 000 pa. Established duty drawback program >R1 000 000 pa. • Supply Chain Improvement – EU Distribution hub in Holland, redesign reporting data accuracy, establish clear KPI’s for EU space, fill rate improvement, site visit and evaluation. • Production / manufacturing optimisation through, process optimisation, efficiency planning, staff evaluation, establish KPI’s and output realities, labour evaluation. • Quality control incorporation into operations department. • Inventory optimisation, setting target stock levels, stock location improvements, MRP development, inventory management, resulting in reduced labour cost and focused accuracy. • Active contributor on the Executive Committee and Management Committee. • Managed full life cycle project of the relocation of a 2000 m2 production facility.

Responsible for full fiscal and operational accountability for this organization and its R200M annual turnover. Orchestrated cross-functional efforts across 5 separate locations with a fleet of 51 vehicles and 260 personnel. Developed and executed holistic business strategies to drive ROI, cultivate process improvement, and ensure ongoing compliance. Developed and administered organizational budgets. Coached and mentored personnel in organizational and industry best practices. Travelled to and attended trade shows. Ensured compliance to ISO 9001:2015. Active participant at monthly management meetings. • Managed full life cycle project of the complex relocation of a 6000 m2 distribution center. • Leveraged transformational leadership capabilities to steer consolidation and re-structuring initiatives with minimal operational downtime. • Delivered R6M in annual cost savings through proactive measures. • Directly interact with union representative to negotiate salaries and employee benefits. • Continuously sought out, identified, and acted upon untapped opportunities to achieve operational excellence. • Member of the Board of Directors and Subsidiary Management Committee. • Chairman of the Occupational Health and Safety Committee. • Champion for the development and launch of a new website and email marketing campaign.

Served in a multifaceted leadership role revolving around operations oversight, holding P&L accountability, client relationship management, policy and procedure development, and budget administration. Oversaw and managed cross-functional teams across a 20K m2 warehouse. Reviewed and monitored sales, profit, and procurement KPIs across all branch locations. Developed and implemented comprehensive policies to drive ROI. • Successfully launched new branded product lines into national retail stores to develop new revenue streams. • Employed business acumen to develop in-house retail stores to accompany existing warehouses to attract end users. • Researched and monitored industry trends to provide the organization with an ongoing competitive edge. • Innovative CRM system introduction nationally that improved workflow optimization and distribution. • Warehouse operations and efficiency improvements implemented that improved efficiencies and shipping and receiving operations.

As co-owner, I was retained by acquiring corporation (Agricultural Giant - Overberg Agri) in recognition of exceptional performance. Advanced through multiple specialized leadership roles. Directed a performance-driven team of 43 with full P&L accountability for the branch’s operations. Developed and implemented operational and risk strategies to achieve operational excellence and mitigate corporate risks. Trained and mentored personnel. Monitored and maintained inventory levels; ensured adequate stock without unnecessary spend. • Conducted thorough performance evaluations gauged against KPI metrics. • Forged and maintained positive working relationships with vendors and suppliers; managed subsequent negotiations to achieve win-win terms. • Employed root cause analysis to identify and isolate performance/productivity issues; developed and executed corrective actions as needed. • Ensured procurement and quality standards where effective.

Started the business from scratch with a business partner and was involved in implementing every aspect of the business to get the business to a profitable running concern

Responsible for the day to day running of the business with particular emphasis on the sales of spares, new equipment and ensuring a positive service experience from the workshop.

Enlisted as permanent force recruit and completed basic training and N5 diploma before being selected as a lecturer for the Air force