1. CHRISTOPHER BERGIN
(07) 3134 3611
0478 179 333
cbergin4179@gmail.comSUPPLY CHAIN | MATERIALS MANAGEMENT | LOGISTICS | PROCUREMENT SPECIALIST
Enthusiastic and dedicated professional with experience and capabilities gained across multiple sectors
throughout Australia. A natural leader with excellent people management skills, outstanding commercial
and business acumen and a strong track record in the successful design, implementation and
management of complex supply chain solutions. Advanced inventory control experience through
managing the effective flow of materials to end users. I have a strong sense of personal responsibility for
autonomously delivering outstanding business results. I build collaborative relationships with
stakeholders and strive for client results that exceed expectations. I am known as a safety champion –
consistently managing and implementing strategies to mitigate risks.
KEY CAPABILITIES AND PERSONAL QUALITIES
} Project management | Financial management
} Commercial negotiations | Tender development
} Challenge the norm for Continuous Improvement
} Technology maximization | Stock holding strategy
} Strategic and Operational Planning
} Analytical | Problem solver | Results focussed
} Eye for innovation | Initiative | Organised
} Structured | Calm | Easy going
} Honest | Dependable | Go the extra mile
} Coach | Mentor
PROFESSIONAL CREDENTIALS
Qualifications Certifications
} Diploma – Operations Management (Supply &
Logistics)
} American Production & Inventory Control Society
(APICS)
} Contract Management Certificate 1 & 2
} Safety Certificate Level 1
} Senior First Aid Certificate
} CPR certificate
} MR and Boat Licence
} Open Forklift Licence
EMPLOYMENT HISTORY
} Warehouse & Distribution Consultant April 2016 - Current
Viadux / National
Management of the day to day operations of the Main Queensland Distribution Centre (Gold Coast). Key
accountabilities include:
 Leading a team of warehouse personnel to achieve high DIFOT KPI’s.
 Evaluating and reviewing procedures and plans and implementing continuous improvement strategies in
line with corporate strategy covering IT systems, transport requirements, ERP warehousing systems and
functionality.
 Identifying “Areas for Improvement” including day to day activities covering DIFOT, staff rostering and
the national transportation contract.
 I performed roles at Somerton Victoria overseeing the Warehousing and Distribution activities.
Key Projects
 Facilitated the move of two warehouse facilities in Western Australia. This included undertaking an
annual stocktake and start-up of a new location. I performed site audits to identify inefficiencies and
“areas for improvement” across most of their Customer Centre including Wetherill Park, NSW.
 Plastics Overhaul project – national stock reduction identifying slow moving or obsolete stock across the
entire stock inventory. As a result, I developed a National Stock Holding Policy covering importation,
distribution and bulk storage locations.
Key Achievements
 Reduction in C Class Stock Gold Coast > 60K
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2.  Identification of non-saleable stock Somerton > 30K
} Queensland State Manager January 2015 – March 2016
Beattie Transport Queensland
In this role I had full responsibility for the day to day running of a branch. This included managing:
 Full Profit and Loss
 Health Safety and Environment
 Human resource management
 Business development
 Developing branch operating standards
 Delivery of a high level of customer service
Key Achievements
 Increased revenue with new Tier 1 customers exceeding $300K per annum.
} Procurement Manager October 2013 – December 2014
BAM Clough (Darwin / Ichthys Project)
I managed the Materials, Procurement and Logistics functions for both Ichthys Module Offloading Facility
(MOF) and Jetty Construction Projects. This involved:
 Tender development and negotiating contracts
 Selection and award of all materials
 Liaison with Package Engineers, Construction teams and, key client representatives
 Quality Assurance and Quality QC
 Vendor approval and Australian Industry participation (AIP)
 Execution of on-time delivery and expediting Permanent Materials in line with project schedules
 Management of ITT for Major Sub-Contractors, commercial evaluation and sourcing strategies.
Key Achievements
 All major packages awarded on-time, in line with project schedules and without commercial variations.
 MOF Project close out complete and surplus materials sold or transferred to Jetty Project
 Lighting packages procured and issued to client to meet third party schedule on-time.
} Team Leader Supply Chain October 2012 – July 2013
Arrow Energy
Responsible for managing the warehousing and storage activities of the Logistics and Supply Chain Group
for Arrow Energy’s internal business units including Drilling and Completions and Operations.
Key Achievements
 Successful disposal and sale of $11M Obsolete materials and commercial negotiations
 Develop a proposal to outsource (3PL/4PL) Project Supply Chain activities
 Contracted major builder for establishment and commercial development of a property
} Project Supply Chain Manager August 2011 – September 2012
Clough Downer Joint Venture (CDJV)
Responsibilities included Materials Management, Procurement and Logistics. Other key focus areas
included liaison with the client and obtaining free issue materials to either be transported to construction
teams at Roma or fabricated into pipe spools at Yatala.
Key Achievements
 Developed and implemented the Project Supply Chain and Material Management Plan without client
comment issued for construction/execution. Recruited and employed a Supply Chain team of 10-15.
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3. } Supply Chain Manager April 2011 – August 2011
Clough Seam Gas
Functional lead for the CSG Division. Additionally, I was part of a successful tender team and planned and
identified critical infrastructure and developed a proposed implementation plan covering Procurement,
Warehousing, Logistics, Expediting and Materials Management.
Key Achievements
 Member Clough CSG Team Award of GLNG Upstream Construction Project $ 650 M. Development of
the Supply Chain Execution Plan and Recruitment plan for Execution phase
 Identified a Fabrication Facility, Office and laydown area suitable for execution works for 1000+ staff
 Establishment of in-field laydown areas and support functions.
} Business Development Manager – LNG Logistics Group June 2010 – March 2011
Toll Global Resources
Established a new division in Toll called the LNG Logistics Group. I participated and lead tender
preparations and took responsibility for client submissions, research and identifying strategic infrastructure
requirements. My work placed Toll in a strong position for future project activity
} Victorian Business Manager May 2007 – July 2010
Toll Energy Logistics Victoria
Day to day oversight of the operation of Victorian Division. This included managing several regional supply
base operations providing logistical and marine support to the Oil and Gas industry, full Branch P&L
responsibilities, HSE and Compliance. I also managed the Depot’s heavy vehicle fleet.
Key Achievements
 Led the team whom were awarded an “Innovation” award from APPEA.
 Successful tender, negotiation and award of a 10-year Mainland Transportation Contract with ESSO
Australia, with increased scope in International Freight Forwarding
 Exceeded budget performance of the Victorian Business Unit consistently from 2006-2009. Increased
turnover from $4M to $12M.
 Introduction of a new fleet of B-Double Tautliners to support the ESSO Australia contract.
} Victorian Operations Manager June 2004 - May 2007
Toll Energy Logistics Victoria
Developed the Division’s logistics offering and Marine Logistics/Supply base services including
Transportation (air/sea/road), warehousing, offshore containers, waste management, stevedoring and
vessel management.
Key Achievements
 Successful set up of Greenfield’s Supply Bases at Burnie Tasmania, Portland Victoria and Geelong
Victoria. Support contracts won for Santos, Beach and Stuart Petroleum.
REFEREES
Available upon request.
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