trevor boys

I am responsible for the continuity of supply of quality parts to the Vehicle Assembly Plant and Aftersales Business. This is particularly challenging in an environment where vehicle manufacturing in Australia will be closing in October 2017.

I was responsible for leading three teams with a total Annual Purchase Value of approximately $ 400 M : o the Indirect Purchasing Team - goods & services not in a vehicle o the Service Parts Purchasing Team o the Purchasing Business Process Team During this time we successfully deployed SAP to the Service Parts Purchasing Team, promptly addressing any payment issues in a proactive manner enabling the transition to occur without any stop shipments. The Indirect Purchasing Team exceeded budgetted savings target year on year, and re-tendered expiring contracts on time. Internal Process Risk Management Audits and external ISO audits were completed for the Purchasing Function on time with corrective action plans identified & implemented for all non-conformances identified.

I was responsible for the Logistics function at Holden including: o Logistics Purchasing with an Annual Purchasing Value of approximately $ 300 M o Inbound and Outbound Vehicle logistics o Inbound material to the Vehicle Assembly Plant and Engine Plant I successfully insourced our 4PL services into GM Holden and improved GM Holden Logistics bench strength by addressing non-performers and recruiting new personnel through a combination of external hires and internal transfers. Through arbitration settled a $ 6 M returnable packaging commercial dispute that had remained unresolved since 2003. Successfully negotiated a $ 5 M reduction in scope to an outsourced warehouse operation, which was outside of the contractual commitment. Exceeded logistics costs savings targets year on year.

I led the finished vehicle logistics team that was responsible for the distribution of both locally produced and imported vehicles to the Holden Dealer network. During this time I improved the vehicle wholesale forecasting process and enhanced key stakeholder relationships with both Manufacturing and Sales and Marketing. I also established improved freight audit and financial forecasting processes, and rectified deficiencies identified in an unsatisfactory GM Audit.

I led the GM Holden IT investment planning and prioritization process across all portfolios (Sales & Marketing, Purchasing & Supply Chain, Engineering & Design, Finance, HR and IT Infrastructure). I was accountable for the successful execution of all projects in the approved portfolio, adherence to the GM IT Project Execution Standards and, in conjunction with Finance, the establishment of appropriate accrual accounting processes.