We are one of Australia’s leading suppliers of educational, play and creative resources and products across Australia and Recent Zealand, bringing together a portfolio of trusted brands that serve educators, families and creative communities.

Our distinct brands retain their own identity in market while our commercial teams unify behind them to deliver scale, consistency and growth.

2 Transformation Overview

The business is currently pivoting to align closer with its customers and their needs. Traditional business units and P&Ls; are being realigned into two key channels/routes to market. This represents a material change for sales and marketing teams, but there are also changes needed from the supporting functions like Category Management, Supply Chain, Finance, IT and People Services.

The transformation scope includes key commercial and service opportunities:

- Network design (DCs and Logistics) - review and renew the DC and logistics footprint of the group, including all transport activities nationally, and consideration of WMS/Automation solutions.
- S&OP; and Inventory management - support the design and rollout of S&OP; capability, driving the integrated planning cadence of the organisation over a rolling 18-month horizon to optimise inventory holdings.
- Operational effectiveness (DCs and Manufacturing) - design the operational effectiveness approach for the supply chain and build commercial capability in key areas such as productivity (labour management), transport and manufacturing.
- Customer Experience - take steps to materially improve the customer experience across all interactions from account set-up and managing customer orders and notifications, to resolving availability and fulfilment issues,



through to data analytics and automation.
- Cost Base improvements - consolidate and leverage the Group's supplier base across all brands, supporting the renegotiation of supplier terms, manage costs (FOB, freight, duty, packaging) and reduce range/SKU complexity to enhance gross margin. The majority of this workstream is owned and managed by the GM Commercial Operations; the GM Transformation will work alongside to enable and expedite key workstreams to deliver the targeted savings and perks.

3 Position Purpose

The purpose of this role is to build capability in people, processes, systems, data analysis and management reporting across the Group to deliver key goals in customer service, commercials and operational efficiency. The role will work across channels to market and business functions to deliver critical projects and goals for the group.

The role is accountable to both lead transformational projects and build capability in the organisation. Running a strong PMO function is critical, with the focus being on commercial and customer gains through effective delivery of change through the organisation. The role reports to the CFO and works across both Finance and Supply Chain, partnering closely with the CSCO. As internal capability is established,



the role will progressively bring in-house program elements currently supported by external advisers, reducing reliance on third-party support.

4 Key Accountabilities

As the GM Transformation, key accountabilities include:

Network design (DCs and Logistics)

- Ensure the Transformation program supports the effective design, sourcing, build, commissioning and go-live of all network changes.
- Help develop the business case and drive execution and delivery post Board approval.
- Conduct network strategy reviews (supported by SMEs and the S&OP; cycle) to ensure right product, right place, right time, and lowest cost.
- Oversee the design of the future freight network and lead the subsequent negotiations and tendering of all freight activities across the network.
- Support the reduction and elimination of overflow DCs and ensure the NDC/RDC network is fit for purpose and low cost.

S&OP; and Inventory management

- Support the end-to-end rollout of the monthly S&OP; cycle - portfolio review, demand review, supply review, reconciliation and the executive S&OP; meeting - so the Group operates to one agreed, financially reconciled plan.
- Ensure the integrated plans drive key commercial outcomes and customer goals for the business.
- Take a holistic view of the value being generated by integrated planning, working across functions to ensure the right channel, customer and commercial outcomes are being achieved to support and drive the business strategy.

Inventory management & flow

- Work with the SC Planning team to ensure optimal commercial decisions are being made regarding the investment in inventory.
- Support the team to set and manage inventory targets, safety stock

📌 General Manager Transformation (Sydney)
🏢 seek.com.au
📍 Sydney