Henry Martin

Supply Chain Partner


Henry has spent 18 years working in Senior supply chain and transformation roles in large New Zealand companies and he has a track record of delivering sustainable business improvement across safety, capability, engagement, service, and cost. Henry was Supply Chain Director at New Zealand’s largest FMCG company for 5 years. In that role he established the supply chain function and a new team that transformed service, capability, process, the logistics network, and the cost base. With extensive experience implementing world class Integrated Business Planning (IBP) and Planning & Control process in large and small organisations Henry has seen the impact this can have on service, costs, and engagement. He is an experienced leader who is passionate about building a high-performance culture to deliver results through building capability and world class Supply Chain practice. Henry brings his deep supply chain experience to help LMAC clients build capability to transform value chains and make New Zealand businesses thrive.
• Supply Chain Strategy Design and Execution
• Logistics network optimisation and design
• Business Maturity Model construction, creating a business roadmap
• Integrated Business Management, Sales & Operation Planning, Planning & Control review, design, and implementation
• Business KPI’s and performance measures design to drive balanced improvements
• Extensive experience in developing and managing a world class Incident Response Process
• Transformation programme design and implementation
• Project and Change Management
• Supply Chain Leadership mentoring and development
• Extensive experience with M&A support (buy and sell side)
• Dairy
• Health
• Distribution
• Import and retail
• Primary industry

Complete the questions below to test your data maturity.

Over the next two years, which three of the 14 key performance indicators do you most want to improve on as a business?

Make a note of these before you carry on reading.

The key 14 performance indicator categories:


  • Asset & equipment efficiency
  • Inventory efficiency
  • Materials efficiency
  • Utilities efficiency
  • Workforce efficiency


  • Planning & scheduling effectiveness
  • Production flexibility
  • Workforce flexibility


  • Time to market
  • Time to delivery


  • Product quality
  • Process quality
  • Safety
  • Security

Now ask yourself – what is your current performance against these three KPIs? Can you tell me how you performed in the last hour, yesterday or last week?

If you can’t answer this question for all three because you aren’t measuring the data, then the next step is clear. Figure out what data you need to enable you to measure it, and decide how you are going to collect that data.

If you can answer it historically; last week or last month – ask yourself, is this retrospective view sufficient for me to really make improvements?

If you can answer it for all three up to the minute, then it is quite possible that shopfloor intelligence isn’t a number one priority for you. Look out for parts 2 and 3 of this blog series for some more insights into how you can make the data work for you.