GRA Leadership Team

Partner

Luke Tomkin

Luke is a Partner with GRA and throughout his career has helped organisations in South East Asia and Australasia deliver rapid and sustained inventory reductions, service level improvements and supply chain cost reductions through the practical application of leading supply chain processes, techniques and systems. 

Luke is responsible for the delivery of excellent service to clients in the context of their needs and working to produce new solutions which create value to the client. He has worked with companies at both the strategic and operational levels to deliver results in the areas of supply chain network design, IT strategy and systems, demand and supply planning, inventory optimisation, customer service delivery, operational and tactical planning.

Luke specialises in change management and business process & system re-engineering, and has a firm belief that the two need to occur hand-in hand to deliver results. 

Luke has also published a series of articles in industry periodicals on Demand Planning, run workshops on Sales & Operations Planning and lectured and authored Supply Chain modules within Monash University’s Supply Chain Masters Program.

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Testimonials

“GRA worked closely with our team to design, develop and deliver an end to end supply chain transformation. This involved implementing a demand-led supply chain that today drives a disciplined, integrated and effective S&OP process. Culturally, our organisation with help from GRA has significantly increased its awareness and appreciation for supply chain decision-making. The above has allowed us to improve our service levels & customer experience albeit whilst reducing inventory and supply chain operating expense.”

– Zel Medak , Regional Business Director (ANZ), Allnex

Typical results

  • 20-40% inventory investment reduction
  • increased service levels ranging up to 99.9%
  • 10%-15% reduction in supply chain operating costs
  • 5%-20% spend management savings
  • the ability to fund business initiatives from operating cash flow (OCF) improvements
  • improved return on capital employed (ROCE)
  • a minimum 3:1 ROI (10:1 to 30:1 typical)