Graham Fleischer

• Leading a team of over 10+ internal individuals across Inventory, Supply & Logistics, Demand, Planning and Operations. Leadership member with strategic oversight and management of the entire Supply Chain of a R1.4B [+€70M] southern African agrochemical Sales and Manufacturing business. • New Product Introduction management phase for Supply Chain • Successfully kept the supply chain in operation under COVID period utilizing agile planning methods to offset supply constraints in an unorthodox time • KPI management and inventory optimization project for Slow Moving and Obsolete management. • Portfolio systems management and product review for Master Data management. • Scenario and “What If” modeling for high period of uncertainty and future scenarios • Staff retention and promotion of self improvement, including education and tutorships • Consensus building within S&OP for strategic alignment and distribution under tight constraint. Risk and Opportunity reviews. • Full budget review and scenario planning utilizing forecasting, budgets, historical trending leading into MRP long term planning scenarios for budget development.

• Management requested for me to perform Lead project management of SAP integration after acquisition from 64 ERP systems down to 1 in 4 Months. • $10M project with strict timeline successfully achieved leading to software and integrations saving for the global business. This would set the platform for their future easier transition to SAP S4. • Incorporating barcode scanning at all EU manufacturing sites • Project Management on a scale this size required deep trust and partnership building across all entities with distributed project management outside of the normal project approaches to achieve the intended goals of go-live in 4 months. • Management and Leadership engagement was crucial while not functionally impeding any business operations. • Full transparency and auditable oversight was mandatory and incorporated. • Full compliancy and involvement of finance departments with tracking metrics for all their current and future reporting requirements and improvements across the entire project. Before and after positions on financial data. • VAT compliance and control across complex regional requirements. Principle business financial foundation reporting and control.

• Strategic management, manufacture and distribution planning of $160M of Global Chemical Raw Materials accounting for $1.2B in Sales at 25 to 35% margin exposure. • Regulatory compliance and certifications for material transportation including hazardous materials • Key Performance reporting and analysis of activity. • Rough cut capacity planning, firm and redistribution planning, load balancing across entire global entity for strategic raw materials and intermediates. • Project Managed each raw material due to complex manufacturing and distribution process while delivering business leadership and stakeholder management reporting for transparency and visibility. • Driving of cost efficiency by least cost routing while inventory optimizing the distribution of the critical materials to avoid decision latency around risk and opportunities. • Strategic cross functional alignment of key commercial regions by consensus through scenario and cost benefit and gap analysis. • Dealing with external 3rd parties from Japanese makers to Indian suppliers and high end European synthesis manufacturing entities alignment to standards of supply and production through clear communication and forecasting & planning approach. • Digital fluency by utilizing combined regional and global data aspects as provided or mined for the purpose of data driven insight, control and risk mitigation.

• Hyperscaling business from R300M (€15M) to R1.4B (+€70M) by creating and running the first successful Sales, Supply & Operations Process for Arysta Lifescience. • Incorporating SAGE Line 1000 to a single instance during mergers and acquisitions phase and then combining into EPICOR ISCALA system as part of the project team managing the data sanity and transfer. • Designed the Enterprise Architecture framework with a complete process map of the business from level 1 to level 5 using the Open Group Architecture framework. • Lead demand and supply planning analytics and process improvements for Sales and Inventory improvements with multi million Rand reductions in overheads including remediation projects for specific inventory types like Labels and Packaging. • Financial integration underpinning all the S&OP from P&L to GL analytics and KPI management. • Lead the first ERP development by incorporating improvements to Master Data Management, forecasting and running the first GRP leading to the MRP 1 and MRP 2 runs supporting the companies growth and digital integrations path. The information from which was used to build the first path of S&OP. • Drove the adoptions of Sales, Supply and Operations as beyond Integrated Business Planning and into Enterprise Value Chain – championed the “no one department” ownership method as S&OP was a practice in Process, Policy and Procedure within the company. • Process, Report and metric creation for Procure to Pay, Demand to Consume, Order to Cash, Record to Report • S&OP/IBP Executive dashboard creation and development • Management of alignment of Transactional Data with consolidated financials by close partnership with finance teams. Reconciled logic for audit responsiveness. Respect from finance and audit teams as a reliable partner for data integration and utilization. • Creating financial based metrics for EBITDA, Days Inventory, Payables and Sales metrics in consort with finance department.