Tony Clark

Reporting to the COO. Managing production, warehousing, transport and supply chain operations for Australia’s leading bulk confectionery supplier. Responsible for purchasing, inbound & outbound logistics, demand planning and site safety leadership. Key Achievements • Implemented daily labour planning tool improving resource utilisation. • Introduced production uptime dashboard and warehouse pick rate reporting. • Rolled out monthly safety toolbox program and strengthened contractor management. • Implemented new systems, Netstock (Forecasting & Inventory Management) and VisitUs (Visitor & Contractor Management) Systems: MS Business Central, Netstock

Reported to the GM. Headed National Logistics operations across 5 Australian DCs and 1 in NZ. Processing over 18,000 order lines, 100,000 cartons shipped weekly, and 250 inbound containers per month. Member of the Executive Leadership Team. Key Achievements • Improved supplier fill rate 87% → 96%. • Lifted DIFOT 94% → 98%. • Reduced interstate stock transfers by 23%. • Cut wharf to warehouse freight cost by 8%. • Reduced warehouse labour cost by 10%. Systems: MYOB Exonet, Netstock, SmartFreight

• Responsible for all site operations and P&L at the Erskine Park site. • Site operates 7 days a week with approx. 90 employees. • 4 major high profile, high activity clients serviced along with 7 smaller clients. • Partially automated site with Cohesio / Geek+ robotics. • Heavy focus on e-commerce orders with 3000 to 8000 orders processed daily. • 6 direct reports, total team of approx. 90. Major Achievements  Successfully implemented covid-19 preventative measures resulting in no confirmed cases onsite and met 50% increased demand for ecom orders.  Hired new site management team.  Increased inventory accuracy by approx. 10% on 3 major accounts.

• Responsible for all warehouse operational activities at the Northern DC located in Arndell Park NSW. • Site operated 24/5 with 3 x 8hr shifts and approx. 90 employees. • Site storage capacity of 52000 FG pallets onsite plus average overflow of 4000 offsite. • Partially automated site with 11 LGVs (E80), automated layer picker (Dematic) along with voice picking and traditional high reach pallet movements. • Approx 4000 pallet movements each day including approx. 80 trucks loaded/ unloaded. • 6 direct reports, total team of approx. 90. Major Achievements  Successfully negotiated a new 3 year EBA within budget and without any stopwork action.  Increased container processing onsite from 8 per day to 12.  Increased site productivity by 10%.  Increased inventory accuracy from 85% to 95%.  Implemented random Drug & Alcohol testing.

• Reported to the Supply Chain Manager with dotted line to Plant Manager. • Responsible for planning and scheduling all manufacturing operations. • Issued daily production schedule for 23 production lines. • Factory runs 24hrs, six days producing approx 110M pieces monthly. • Responsible for purchasing all required raw materials and packaging to support production plan. • Reviewed sales forecast monthly. • Lead the monthly S&OP review and issued rolling 7 month production plan. • Member of the site Management team. Major Achievements  Improved MRP planned order accuracy by 50%  Improved DIFOT from 96% to 98%.  Reduced production line downtime by 12%.  Reduced WIP by 25%.

Responsibilities • Responsible for all warehouse and distribution activities including transport. • Approx 5000 FG pallets onsite and 1500 offsite. • Responsible for department budget of approx $3M pa • Also responsible for all raw material and packaging storage & movements (approx 1200 rolls of paper and 500 pallets of cartons) and the purchasing of all factory consumables and machine parts (approx $1M pa) • 8 direct reports • Member of the site Management team • OH&S committee member • Area Fire warden Major Achievements  Documented all warehouse and distribution procedures and conducted training with all staff in line with ISO9001 and BS18001  Maintained a DIFOT of above 95% every year with no increase in inventory  14% reduction in labour cost over last 2 years while maintaining the same activity levels.  Maintained transport cost as a % of cost of goods sold through efficiency improvements while transport costs increased.  40% reduction pick errors over last 3 years.  My team rated as most engaged on site (130 people) in last 2 company engagement surveys (last 5 years)  Renegotiated all transport contracts  Renegotiated site MHE (Forklifts) contract  Reduced site general waste by 50% through implementation of recycling program  Zero Lost time injuries (LTI’s) for the last 5 years.

Responsibilities • Responsible for Customer Service nationally across Food Service and Rigids Business Units (6 sites, 4 states) • Responsible for Windsor site Warehouse & Distribution • 13 direct reports across 6 sites and 7 indirect reports. • Conducted 6 monthly performance reviews with direct reports Major Achievements  Created a national customer service team through standardising procedures across 6 previously independent sites.  Joined and chaired a business steering committee.  Implemented a 2 shift structure in the warehouse improving efficiency and equipment utilisation and reducing overtime.  Member of the CSIA (Customer Service Institute of Australia)  Created formalised meeting and report structure between Customer Service and Sales team

Responsibilities • Expansion of previous role to now include the customer service responsibilities and team. • Key KPI’s were warehouse and distribution cost control, DIFOT and customer satisfaction. • 7 direct reports and 5 indirect. Major Achievements  Restructure customer allocation from state focused to customer focused  Improved customer service to warehouse, and customer service to sales team communication through formalised regular meetings  Awarded internal Customer Service award.

Responsibilities • Responsible for the daily operations of the finished goods warehouse including labour allocation, inventory accuracy, order picking and transport. • Key KPI’s were labour cost, overtime cost, DIFOT • Responsible for 5 storemen Major Achievements  Formalised warehouse procedures  Improved stock and pallet control  Awarded “Excellent Achievement as a New Recruit”

Responsibilities • Reported directly to the Distribution Centre Manager • Responsible for all operations in a 15000 pallet warehouse with multiple clients. • The main client (approx 9000 pallets) required a 24hr, 5-6 day operation. • Responsible for over 30 staff across three shifts including warehouse and admin staff. • Set up 3 of the 4 clients, including planning and implementing all staffing, equipment, system and procedural aspects of their businesses. • Responsible for maintaining the highest possible customer service levels while ensuring the business was profitable for Westgate. • Developed and reported on Daily, Weekly and Monthly KPI’s. • Responsible for the P&L for each client • MHE utilisation and suitability • RF implementation with EXE system • Exceed WMS computer system • Exposure to “Paperless WMS RF system” Major Achievements  Reduced head count by 15  Increase inventory accuracy from 55% to 98%  Develop SOP’s for all tasks  Doubled MHE utilisation by reducing number of units

Responsibilities • Reported to the NSW Logistics Manager. • Responsible for overseeing the operations in the 3 third party warehouses that the company distributed from, including all retail and route distribution. • 2 staff reporting to me. • Main focus was to ensure that all product was dispatched in full and on time. • Reviewed all processes to ensure stock losses, returns and damages were kept to a minimum. • Responsible for conducting regular cycle counting and stock takes to ensure inventory accuracy. • Reconciling the Berri AS400 system to the 3PL system. • Logistics, Warehousing and Distribution dynamics Major Achievements  Developed and implemented a stock replenishment system to reduce safety stock levels  Developed and implemented new system allocation logic to eliminate product UBD rotational issues  Dramatically reduced customer claims and returns through review of all procedures