Laureen Gillam

- Regional implementation consultant for an ERP package covering all modules and functions, including Supply Chain. Implemented and consulted at ~30 Client businesses, and project managed a wide variety of development and improvement projects such as full GL integration, activity-based costing and developed “pocket pricing” capability.
- Subsequently worked client side delivering a mix of ERP rescue and extension, and supply chain development.

Experienced in SCM from entry level to senior management. Examples of improvements include:
- Delivered a 20% reduction in inventory in 8 weeks by re-engineering internal replenishment processes utilizing Lean principles and tools
- Investigated on-going poor customer delivery performance at one site. Delivery improved from 64% to 97% in three months.
- End to end responsibility for a project that solved a visibility problem (3 places) in the supply chain, from concept to delivery in 5 months. Reduced the factory floor lead time from 15 days to 3 days and realized a 14% productivity improvement (both beyond brief);
- Reduced inventory by 50% in two years, component shortages by 80% in six months and finished goods backorders by 75% in three months while improving DIFOT from 63% to 95%, thus significantly reducing working capital needs and providing a springboard for increased sales.

· Worked with a leading-edge green technology manufacturer to manage project and production scheduling for a programme of ten beta product build projects

· Conducted a “process to pay” supply chain diagnostic, recommended improvements, conducted inventory analysis, performed system set ups and implemented initial improvements.

· Made significant progress in developing the PMO from governing only government funded projects to an EPMO, including leading the procurement stage of a PM3 software package

· Established the business improvement function, including delivering training, coaching and delivery of multiple improvement initiatives

· Developed team strategy from organisational strategy utilising Hoshin Kanri and the X Matrix.

· Managed six projects encompassing fleet management, new service establishment, review of a functional area, risk management, equipment maintenance.

· Commenced discovery phase for system acquisition, wrote all personas and user cases

· Seconded for three months to manage a supply chain team between managers. Began work on cultural change within the team, addressing behavioural issues and introducing a customer-centric approach to improve service delivery. Compiled two-year business plan, health & safety risk plan, annual budget and Business Continuity Plan.

- Kick started and project managed a compliance driven / warehouse upgrade project where others had failed. Work encompassed procurement, installation, warehouse design, construction and refit. Project completed with positive ROI
· Delivered up to 11 projects concurrently, including multiple data analysis assignments and identified best opportunities for improvement. One of these was commended by the CEO.
· Designed and wrote 20 hours of continuous improvement training equivalent to Yellow Belt, arranged all logistics, trained and coached 8 Champions, and delivered selected sessions to 40+ people.

- Designed and program managed three business excellent implementations that delivered multiple benefits, including cash benefits, customer service improvements and reduced risk
· Solved an ongoing high-profile compliance issue where resolution attempts over several months by multiple people had failed. In two weeks diagnosed and developed solutions, including working with Legal and Risk specialists. Implemented to achieve 100% compliance, plus deliver a productivity improvement of 41% (beyond brief)
· Rescued a stalled project and delivered a 25% improvement in the sales conversion rate in a contact center environment, adding $7.5m in revenue
· End to end process statistical and qualitative analysis utilizing Lean and Six Sigma methods, identifying root causes and the most leveraged areas for improvement. Reengineered the processes; reduced work content by 25% and therefore improved productivity by 25%, the variation in work content by 74% and reduced cycle time by 76%
· Implemented a process quality management framework that improved quality from 37% to 90% to reduce non-lending loss risk.