Damon O'Loughlin

• My primary role is to lead the operational and contractual requirements across nine countries (circa 6k individual travelers) in which Corporate Travel operates. Key accountabilities include developing and implementing bespoke strategic goals and plans for the sustainable supply of goods and services, fostering external supplier relationships and internal stakeholders supporting these goals for individual and event bookings.
• The annual budget and Total Travel Value is AUD 19M.
• Positive outcomes within the past 18 months include:
• Led and executed a new 3-year Corporate Agreement with Qantas with a spend of $5M p.a. Various value ad benefits were both maintained and new initiatives forged. Forecast annualized savings are tracking at $800k p.a
• Facilitated an annual Hotel RFP that focused on both isolated corporate travel and events. Four key Commercial chain agreements were renewed with a key focus on Accorr and IHG. Forecast annualized savings are tracking at $90k p.a
• Benchmarked the market for Travel Management Company (TMC) services. Led and executed a new 3-year Agreement for Supply of TMC services across 9 countries. Escape spend, leveraging nonengaged markets, and assisting with regional independent contracts amalgamated in an increased proposition for the service providers. The result lead to a 1.6% increase of the cost to serve, against a rate card that was ten years old.
• Singapore Airlines' new 3-year agreement is currently at its final stages of endorsement.
• International SOS – Traveler Risk and Critical Information Platform – New 3 year term executed.
• Hertz Rental Car Contract – 12-month extension executed with additional value ads for leisure travel incorporated within the term.
• Uber Ride Share relationship enhanced through increased integration across Aus and adding Nth America, which will result in a rebate scheme being initiated for the first time during our partnership.
• Travel Policy and Operations Planning – Leading a project to repurpose some of our policies for the respective nine regions where Travel can be booked for either individuals or events. Key gains so far have included automation through technology integration, training manuals, and communication platforms through our Intranet and Workplace across insurance, approval processes, entertainment expenses, corporate cards, escalation processes, and feedback forums.
• Sustainability and responsible sourcing has also been a key focus with EcoVadis assessment reviews.
• The Capgemini contract is a key focus for our Business Processed Outsourced (BPO) which controls our Procure to Pay, Record to Analyse and Credit to Cash teams for Aus and NZ. Supporting the strategic relationship and managing the contract of our 22 year old partnership with a team of 60 indirect reports at Capgemini. Contract compliance ($5M p.a), various project teams that focus on Strategy & Transformation, Business connection through event coordination, Remediation, Risk and Optimization are the main focus areas.
• The most recent NPS and customer satisfaction rating resulted in a 39% increase from April 23 – October 24.

• My role positively enabled me to lead a Procurement team of six, which included the International Sourcing Manager, Inventory Planners and Freight Specialists (Imports & Domestic Distribution). I worked very closely with Supply Chain, Marketing, and Finance stakeholders as part of my continuous improvement initiatives through my role within the Executive Leadership Team and reported directly to the Supply Chain Director, who was part of the Senior Leadership Team.

· 2020 – 2023 – Repurposed the Supplier Alliance strategy to undertake post Covid business needs assessments across multiple departments and regions, supply market and commercial risk assessments to ensure both supplier and demand planning metrics were aligned with the high growth markets and customer feedback.

o Positive outputs included a $1.2 million reduction in COGS and a cost avoidance of a $500k liability, which we were able to reduce to just $15k.

o S&OP processes for our China business lifting forecast accuracy from 30 to greater than 75% month on month. Increased delivery in full on time (DIFOT) from China-based 3rd party manufacturers from 40 to 90% within a 16-month timeframe.

· 2021 - Team member in the merger and acquisition of two new brands into the company, one of which we invested AUD $27M to acquire. These brands were the initial Integration of digestible products into the business which represented a new and higher risk profile. Operational policies and template renewals was a key aspect of my role to integrate the new brand and service across six unique locations.

· 2019 - Lead a project to introduce Procurement and production related elements to a new manufacturer that we also purchased a 10% stake in ownership. The contracts, project plans, documents, processes, templates, and deliverables were distributed by myself across the cross-functional project across both organisations.

· 2019 – Developed the initial Supplier Alliance Strategy. Key results of the strategy developed periodic operating routines to increase joint business planning with nominated suppliers and service providers, jointly developed and communicated internally so business units were across the requirements of certain contractual obligations, but importantly understood where the value enhances their department, increased the number of contingency options for supply and increased visibility on budget inputs and forecasting.

· Senior team member across annual tenders outside of consumer product focused manufacturing.

- Lead and project managed the Travel Services Tender in 2019. Positive outcomes included 10% hard cost savings against our baseline, savings opportunities for future bookings and services were also clearer and functionally more efficient through IT reporting improvements, value add improvements were achieved through service and response times , travel booking process reduced in time and internal approval and friction points reduced, new corporate relationships and agreements created and our travel policy was updated and streamlined. The new service provider contributed to greater efficiencies with coordinating our internal annual sales and marketing events and New Product Development launches.

· Annual sales and marketing events returned to an annual event post Covid in a hybrid format and without a TMC provider. Myself and another colleague were responsible for all aspects in relation to coordinating transfers of staff from Hong Kong, Singapore and all states within Australia to the designated location each year. Accommodation, conference facilities, catering, communication and commercials with brand ambassadors were some of the key accountabilities during these events.

- Domestic Road freight and Distribution Centre tender, I examined existing baseline costs to compare against the responses and rate cards of up to 15 carriers for 4 major channels for both carton and pallet freight. Result was $800k savings against the annual baseline costs. All upgrades to existing and new contracts were initiated by myself and formalized by Legal.

• The primary objective was to oversee all aspects of the purchasing, supply chain, contractual deliverables, and manufacturing of a $22 million dollar business. The business was the distribution company for both market-leading brands and their own private labels across major pharmaceutical chains, national health food stores, and wholesalers throughout Australia, New Zealand, and Europe.
• Improved the stability for five portfolios by revitalizing service level targets and guidelines, purchasing parameters, forecasting and production planning tools, monthly budget allocations, and purchase order approval process in alliance with finance and brand managers.
• Created and achieved stock turn targets of 4-5 within the first twelve months of my tenure. The slow and stagnant stock list reduced by 45% by introducing information sessions with the sales team, facilitating reports for the marketing team, and utilizing sales and stock-on-hand reports across multiple retail outlets and their warehouses.
• Integrated the second private label (Vitus) release to the market on March 17 and comprised six products in the first phase release. I was responsible to communicate the new product critical path process to identify accountability and lead times, contract analysis and templates for the new vendors, sourcing, analysing market data for future product proposals, sample management and import procedures relevant to unique raw materials.
• Management of the four-member warehouse team plus a large pool of casuals, setting objective parameters in regards to MRP across three warehouses, including one in the UK.

Procurement Manager (2011 – 2015)Category Manager (2008 – 2011)

• During my tenure, Key accounts and markets of the business included servicing cruise ships for their alcoholic and non-alcoholic beverages, international wholesalers and retail chains, online, duty free and domestic retailers and international embassies.
• The business was also the primary distributor for Phillip Morris cigarettes, Lion Nathan Australia, Robert Oatley wines and Coca Cola Amatil across nominated markets within Australasia.
• Specifically accountable for driving the procurement and product planning processes across the business of one of the largest privately owned beverage organizations in Australia, while managing a team of seven employees that includes category rebuyers, inventory planners, logistics, and pricing analysts.
• Managing and planning the stock purchases of $70 million annually across 2,500 SKUs, stock rotation, life cycles, and the demand planning of finished and manufactured goods for five separate sales channels.
• February 2009 - 95% OTIF delivery success rate.
• Introduced vendor scorecards and KPIs, reduced the internal frequency of purchases, reworked the pre-loading process and MOQs with overseas vendors and forecast accuracy. Average budget savings was