Paul Thomas

Responsibilities • Reporting to the Operations Director managing a Supply Chain Team of 9. • Ensuring inventories and service level are managed to maximize revenue and minimize costs for 25,000 sku’s, £150m of throughput, working with 500 Suppliers and 2,000 Customers.

Responsibilities • Reporting to the Finance Director managing a team of 6 Forecast & Supply Managers. • Ensuring robust forecasts for approximately 100 customers, 300 sku’s, 170m kilos of product which translates into £800m worth of revenue per annum. • Working on a Lean project with Cap Gemini as Demand Planning lead to implement best in class Demand Planning, Supply Planning and S&OP processes. Key Achievements • Working with Sales, Marketing and Finance on implementing one number volume forecasting. • Challenging the status quo and implementing best practice demand planning processes. • Managing the department through a restructure and hiring 4 direct reports.

Responsibilities •Reporting to the European Operations Director managing a team of 5. Responsible for 2 RDC’s, 4 satellite warehouses and 18m cases per annum, equating to +$350m of revenue. •P&L responsibility for $25m of expenditure on ocean and inland freight, receiving, storage and rework. •Responsible for ensuring European inventories are managed to maximize revenue and minimize costs for 500 SKU’s. •Manage the processes surrounding inventory integrity, including physical stock counts, book to books and cycle counts. Key Achievements •Tendering of the 3PL contract for the UK and relocation of the UK warehouse in 2007 which delivered annualized savings of $1m per annum. •Re-engineered the European supply chain in 2008 to deliver $1m (20% reduction) of warehousing savings, and maintaining service levels above 98.5%. •Implementation of a static inventory clearance process which reduced product obsolescence by 40%. •Key member of five Lean Six Sigma projects across the European supply chain delivering $4.5m of annualized savings.

Responsibilities •Reporting to the Global Director of S&OP and managing a Forecast analyst, this role encompasses 20+ countries, 18m physical cases, and $330m of revenue. •Implementation and running of the S&OP process in Europe. •Producing annual budget volumes, 18 month rolling forecasts and five year strategy plans working with Sales, Marketing and Finance to gain consensus. Key Achievements •Implementation of S&OP in Europe, resulting in standardized reporting across the European business facilitating improved decision making and a 20% reduction in meetings. •Key member of a Lean Six Sigma team that switched five distributors from local warehouse fulfillment to direct ship fulfillment saving the company $2m per annum. •Worked across the organization to drive understanding of the risks and opportunities associated with the forecast and facilitate gap closing discussions. Identified and implemented opportunities for improved processes and systems.

Responsibilities •Reporting to the Senior Manager for International Demand Planning. Role encompassed 7 countries and volume of 12m cases per annum. •Providing forecasts on a weekly basis and working with the production planning team to highlight long and short inventory positions and facilitate resolution. •Producing annual budget volumes, 12 month rolling forecasts including NPD. •Identifying new product opportunities and proposing SKU’s for discontinuation. •Sales Tracking, variance analysis reporting and review of customer level forecasts. Key Achievements •Implementation of demand planning processes and procedures across Western Europe which delivered a 25% reduction in WMAPE (Weighted Mean Average Percentile Error). •Promoted to Senior Demand Planning Analyst.

Responsibilities •Reporting to the European Finance Director in a commercially orientated role covering 8 countries with a combined turnover of $500 million. •Responsibility for the budgeting and forecasting process and analysis, ensuring timely and accurate information to the European management team. Sales tracking and accounts receivable reporting to the senior management team and Global head office. •Provided financial support and analysis for the European overhead restructure. •Ad hoc analysis on productivity, profitability and overhead cost across all European locations. Key Achievements •Successfully implemented a new MIS tool in UK which delivered client level profitability. •Provided financial support for the restructure which delivered $5m of overhead savings.