Judd Da Cruz

• Report directly into - Director
• Direct reports - 5 Staff.
• Indirect Reports - 4 Customer service, 2 New product development and 4 warehouse staff.
• Internal & External Stakeholders - Internal: Owners and employees
• External: Manufacturers, Suppliers, and 3rd party service providers for freight forwarding last mile delivery services (last mile) and customers.
• Sales Channel - Retail, Wholesale, Direct to customer and B2B
• Category - Manufacturing - Mid to high end LED lighting solutions
• Geographic responsibility - Australia, New Zealand, South Africa, US, and UK.
• Budget responsible for - $30K AUD monthly spend
• P&L responsibility: manage inventory exposure, ensure positive ROI, and implement effective cost-cutting procedures.

Projects worked on and the outcomes / achievements thereof: -

Implemented forecasting model based on inventory ABC analysis results found - Outcome: Reduced inventory exposure with a reduction of slow-moving inventory, faster fill rates on high ROI SKU's and reduced inventory holding value by $300K from $1.5 million to $1.2 million AUD within a 6-month mandated window.

Included benefits to the business were flushing out legacy roadblocks, improved inventory availability for high volume SKUs, and overall communication improvement between manufacturers.

Identified high-spending manufacturers and negotiated better payment and early settlement terms in conjunction with a forecasting model; outcome: improving working capital by an estimated 2% on inventory spend. The current projected savings estimate is $100K AUD by FYE June 2023.

Improved communications between business channels by assigning my team to specific duties in the business value chain and being cross functional to ensure reduced risk of supply disruptions - Outcome: Procurement lead time was lowered from 12 weeks to 8 weeks

Implement a business intelligence reporting dashboard for operational and executive stakeholders. - Outcome: Allow business leads and exec team to access various sorts of data — historical and current, third-party and in-house, as well as semi-structured and unstructured data — and analyze it to acquire insights into how the business is functioning

collaborated with internal teams to improve outputs to meet demand and supply requirements, achieving inventory targets for finished goods.

Applied advanced negotiation skills to discuss contracts, policies, and deadlines with suppliers and vendors.

• Report directly into - Logistics Director
• Direct reports - 8 Staff
• Indirect Reports - 5 Customer service, and 15 in the 3PL warehouse staff
• Internal & External Stakeholders - Internal: Owners and employees
• External: Manufacturers, Suppliers, and 3rd party service providers for freight forwarding, 3PL division for warehousing and last mile delivery and customers
• Sales Channel - Wholesale, Government Tenders awarded and B2B
• Category - Wholesale - Medical devices for government tender contract and B2B
• Geographic responsibility - South Africa
• Budget responsible for - R15 million monthly spend
• P&L responsibility - Manage inventory exposure, ensure positive ROI, implement effective cost-cutting procedures

Projects worked on and the outcomes / achievements thereof: -

Implemented forecasting model based on inventory ABC analysis results found - Outcome: Improved existing inventory planning model to include inventory quantity movement frequencies and identify slow-moving and redundant inventory. Result at last reporting was on an inventory holding of R150 million, R25 million had met these criteria from the first findings of R45 Million over the 9-month period with sales initiatives implemented to focus on releasing working capital and increasing warehouse capacity for high volume product to meet agreed Government tender SLA agreements and meet wholesale sales demand

Improved communications between business channels by assigning my team to specific duties in the business value chain and are also cross functional to ensuring reduced risk of supply disruptions - Outcome: Procurement lead time was lowered from 12 weeks to 8 weeks

Rolled out 3PL division to service branch network nationally - Outcome: Successful roll out with business channels defined and structured value chain management protocols put in place including a full Quality Control Management system, this included full training with an appointed operations manager to report directly to the supply chain department

Implement Business intelligence reporting dashboard for operational and executive stakeholders - Outcome: Allow business leads and exec team to access various sorts of data — historical and current, third-party and in-house, as well as semi-structured and unstructured data — and analyze it to acquire insights into how the business is functioning

REASON FOR LEAVING :

Took an offer for a position with an Australian company as their Supply Chain manager

I was very interested in working for an international company via full remote.

• Report directly into - CFO
• Direct reports - 26 Staff
• Indirect Reports - 1 Planning manager, Sales manager and 2 branch warehouse controllers
• Internal & External Stakeholders - Internal: Owners and employees
• External: Manufacturers, and local Suppliers
• Sales Channel - FMCG retailers, Wholesale, and B2B
• Category - Wholesale - Medical devices for government tender contract and B2B
• Geographic responsibility - South Africa
• Budget responsible for - R16 million monthly spend
• P&L responsibility - Manage inventory exposure, ensure positive ROI, implement effective cost-cutting procedures

Projects worked on and the outcomes / achievements thereof: -

Implemented forecasting model based on inventory ABC analysis results found - Outcome: Improved existing inventory planning model to include inventory quantity movement frequencies and identify slow moving and redundant inventory. Result at last reporting was on an inventory holding of R40 million, R3.2 million had met these criteria from the first findings of R8 Million over the 1.5-year period with sales initiatives implemented to focus on releasing working capital and increasing warehouse capacity for high volume product to meet production demand

Improved communications between business channels by assigning my team to specific duties in the business value chain and being cross functional to ensure reduced risk of supply disruptions - Outcome: Improved dispatch turn around to meet production lead-time of 48hrs

Rolled out compulsory monthly stock takes - Outcome: Successful roll out improving inventory accuracy from 78% to a target of 95%

This improved warehouse efficiency to meet the 48-hour dispatch to production mandate. Other trade-offs were savings on overtime and improved warehouse management.

Introduced the Supplier score card - Outcome: KPI driven deliverables were established and measured against a weighted score out of 100

This enabled to inform suppliers of their performance rating and to identify suppliers, this opened better supply chain relations and improved supplier service levels

SLA agreements were established through this process to ensure performance met the value chain demand requirements

Implement business intelligence reporting dashboard for operational and executive stakeholders - Outcome: Allow business leads and exec team to access various sorts of data — historical and current, third-party, and in-house, as well as semi-structured and unstructured data — and analyze it to acquire insights into how the business is functioning

REASON FOR LEAVING :

Took an offer for a position with Safarmex company as their Supply Chain manager

I was keen to move into the medical device, orthopaedic, and PPE markets to gain more portfolio experience.

• Report directly into - CFO
• Direct reports - 8 Staff
• Indirect Reports - 16 branch warehouse controllers
• Internal & External Stakeholders - Internal: Owners and employees
• External: Manufacturers, and local Suppliers
• Sales Channel - FMCG retailers, Wholesale, and B2B
• Category - Wholesale and Government contracts
• Geographic responsibility - Namibia, South Africa, Zambia
• Budget responsible for - R30 million monthly spend
• P&L responsibility - Manage inventory exposure, ensure positive ROI, implement effective cost-cutting procedures
• Projects worked on and the outcomes / achievements thereof: -

Was promoted from Supply chain coordinator to Supply Chain Manager of the Group within my first year with the group and was a member of the EXCO team for 2 years.

Implemented forecasting model based on inventory ABC analysis results found - Outcome: Improved existing inventory planning model to include inventory quantity movement frequencies and identify slow moving and redundant inventory. Result at last reporting was on an inventory holding of R200 million, R25 million had met these criteria from the first findings of R60 million over the 3-year period with sales initiatives implemented to focus on releasing working capital and increasing warehouse capacity for high volume products to meet production demand.

Improved communications between business channels by assigning my team to specific duties in the business value chain and being cross-functional to ensure reduced risk of supply disruptions - Outcome: Procurement lead time was lowered from 12 weeks to 8 weeks

Rolled out mandatory monthly stock takes across the group; - Outcome: successful rollout, improving inventory accuracy from 78% to a target of 95%. This improved warehouse efficiency needed to meet the demand of the national branch network and mining sites. Other trade off were savings on overtime and improved warehouse management

Introduced the Supplier score card - Outcome: KPI driven deliverables were established and measured against a weighted score out of 100

This enabled us to inform suppliers of their performance rating and identify suppliers, which opened up better supply chain relations and improved supplier service levels. SLA agreements were established through this process to ensure performance met the value chain demand requirements.

Implement business intelligence reporting dashboard for operational and executive stakeholders. - Outcome: Allow business leads and the executive team to access various sorts of data — historical and current, third-party, and in-house, as well as semi-structured and unstructured data — and analyze it to acquire insights into how the business is functioning.

REASON FOR LEAVING :

Since I had previously worked in a production setting with GHH before joining Probe Group and was eager to return to a high volume, end-to-end supply chain function, Lynca Meats headhunted me in my third year with the company.

• RESPONSIBILITIES
• Report directly into - CFO
• Direct reports - Cross functional position
• Indirect Reports - Main distribution centre, 3 branch warehouse controllers
• Internal & External Stakeholders - Internal: Owners and employees
• External: Manufacturers, and local Suppliers
• Sales Channel - Sales direct to all major mines in the platinum mining sector
• Category - Mining and Government contracts
• Geographic responsibility - Namibia, South Africa, Zambia
• Budget responsible for - R30 million monthly spend
• P&L responsibility - Manage inventory exposure, ensure positive ROI, implement effective cost-cutting procedures

Projects worked on and the outcomes / achievements thereof: - Summary

Implemented an inventory management system to improve warehouse capacity constraints and ensure optimum inventory levels were available for distribution.

Redesigned the inventory management system by introducing the inventory ABC analysis and Pareto 80/20 principle

Implemented the replenishment model of the national branches in line with Service and Distribution replenishment cycles and service intervals

improved service delivery to all internal and external business units, achieving 98% service levels.

Results were managed and reported to executive team by the CFO.

Drove key performance indicators (KPI)s and continuous improvements throughout logistics and supplier operations.

REASON FOR LEAVING :

• Decided to look for better portfolio growth outside of the Mining sector.

• RESPONSIBILITIES
• Report directly into - Logistics manager
• Direct reports - None
• Indirect Reports - Planner, 3 branch warehouse controllers
• Internal & External Stakeholders - Internal: Owners and employees
• External: Manufacturers, and local Suppliers
• Sales Channel - FMCG retailers, Wholesale, and B2B
• Category - Textiles (Bed products)
• Geographic responsibility - South Africa
• Budget responsible for - R60 million monthly spend
• P&L responsibility - Manage inventory exposure

Projects worked on and the outcomes / achievements thereof: - Summary

Implemented an inventory management system to improve warehouse capacity constraints and ensure optimum inventory levels were available for distribution.
Redesign the inventory management system by introducing the inventory ABC analysis and Pareto 80/20 principle.
implemented the replenishment model of the national branches in line with service and distribution replenishment cycles and service intervals. Implemented the replenishment model for all critical raw material products.

REASON FOR LEAVING :

Decided to look for better portfolio growth options outside of the bedding and case goods sector.

Licenses & Certifications: LinkedIn

Supply Chain Analytics Foundations, Measuring Business, Performance, Excel: PivotTable Tips: Working Together with Power Query and Power Pivot, Communicating in the Language of Leadership, Blockchain: Beyond the Basics, Power BI Top Skills, Be an effective hybrid or virtual employee, Measuring Team Performance, Powerful Prioritization with the 80/20 Rule, Learning Microsoft Dynamics 365: The Basics, Data Prediction with Amazon Forecast, Microsoft Cloud Fundamentals: Explore Cloud Services, Fundamentals of Sustainable Supply Chains.

Studies are nearing completion via distance learning and are self-funded.