Marina Longbottom

Key Responsibilities • Managing all operations for one of Toll’s largest customers, ensuring customer service KPIs are met through rigorous labour planning, scheduling and utilising. • Identifying, pursuing and implementing continuous improvement initiatives to drive efficiencies and increase output while improving safety, quality assurance and employee motivation. • Managing a team of 21 team managers and close to 652 permanent and casual staff across three shifts, six days a week. • Building workforce capacity by developing and introducing proactive professional development and performance management programs to encourage multi skilled teams. • Increasing employee engagement amongst a socio-culturally diverse workforce by providing opportunities for up skilling, encouraging staff to take ownership of and setting shared goals. • Implementing operational processes and tools such as management matrices to manage monthly maintenance and preventative maintenance schedules with SSI Schaefer, deploy resources and schedule staff and equipment effectively. Key Achievements •Increased output, capacity and profitability of the facility by undertaking a detailed analysis of operations and implementing processes to improve workforce and resourcing efficiencies. • Reduced turnover, improved employee engagement and built teams with increased capabilities within six months by: o Redeploying managers and restructuring teams according to individual strengths and capabilities o Introducing proactive professional development and performance management programs o Implementing a proactive program of employee communications and engagement o Encouraging employees at all levels to contribute to planning, QA and OHS meetings. • Improved key relationships with the current transport 3PL and SSI Schaefer by enabling clearer, more accurate communication. • Led an operational working group to identify opportunities to improve profitability through operational efficiencies

Symbiont Consulting specialises in the provision of either project management or consultancy services in the areas of warehousing & distribution, 3PL, transport, IT and the broader supply chain. Developing and designing the optimal supply chain structures and frameworks that best support the business’ service objectives, whilst minimising costs and capital. Aligning the supply chain to the business strategy to deliver maximum value to the business, customers and key stakeholders. Projects: • MacGregor Logistics: ERP and TMS system implementation. Roll out of the new ERP and TMS System. Review of current procedures to align with new system functions. Identify areas of improvement. Mapping out new accounts and operations flow. UAT. End user training. Expected go live 1st of July 2014. • Hunter Products: Inventory Management review, implementation of processes and procedures for accurate SOH levels and ongoing, inventory reconciliation with multiple 3PL partners.

Key Responsibilities • Providing operational leadership and management support for new acquired and existing 3PL accounts. • Managing workforce expansion and resource allocation to facilitate growth – including recruiting, training and mentoring staff. • IT optimisation and customisation to improve operations flow. Key Achievements • Commissioned and managed the establishment of the new, temporary satellite warehouse in Laverton North, VIC. • Establishment, training and support of new 3PL warehouse and customer service team. • Implementation of EDI system. • Redesigned warehouse layout at Sunshine headquarters and installed warehouse racking. • Consolidated Laverton warehouse into Sunshine without business flow interruption, thus leading to reduced operation and labour costs. • Establishment of 3PL SOP • Reduced transport, warehousing, management and supplier related costs.

Managing a portfolio of up to ten key client accounts, each valued at up to $million annually. Leading a team of five management staff – order processing, inbound, outbound, freight and warehousing – in turn responsible for 40 staff. Coordinating all 3PL operational processes and managing teams responsible for warehousing, inventory and freight forwarding. Providing operational leadership and management support for rapid commercial growth. Working collaboratively with the accounting department to manage invoicing and budget processes, assess current practices and identify areas of opportunity. Preparing forecasts and analysing data associated with client accounts to advise business development, strategic planning and operational improvements. Managing workforce expansion and resource allocation to facilitate growth – including recruiting, training and mentoring staff. Supporting business development strategies by accurately establishing client needs and developing cost-effective solutions aligned with their business imperatives. Establishing and documenting Service Level Agreements (SLAs), KPIs and operational processes.

Providing leadership and performance management for a team of 20 multidisciplinary staff. Managing Customer Service, Domestic Transport, Interstate Traffic, inventory Control and Operations for a speciality retail logistics, warehousing and freight forwarding company. Processing EDI orders, managing pick and pack processes and Coordinating stocktake, cycle counts, inventory maintenance, master data management and auditing processes. Identifying, analysing and resolving gaps in operational procedures and and systems. Conducting root cause analysis to investigate discrepancies along the logistics supply chain, analysing receivables, stock arrival, pick history, sales history, transfer and transport.