Treasury's chief executive has appointed a former Premier Foods colleague to the role of chief supply officer at the wine firm's Australian headquarters.
Treasury's chief executive has appointed a former Premier Foods colleague to the role of chief supply officer at the wine firm's Australian headquarters.
Bob Spooner, former chief executive of Hovis in the UK and former chief supply officer at Premier Foods, is moving to Australia with his wife to take up the role on February 2, 2015.
He replaces Stuart McNab who, after nearly 20 years with SouthCorp Wines, Fosters and TWE, is leaving to explore other opportunities. Following a handover period, McNab will leave on February 27, 2015.
Spooner is experienced in leading supply chains across a diverse range of industries and will spend a significant amount of his time in this role at Treasury's wineries and production facilities throughout Australia, New Zealand, the US and Italy.
TWE chief executive Mike Clarke said: "I am delighted to appoint an individual of Bob's calibre and capabilities. Having worked with him before at Premier Foods I know first-hand of his extensive experience in building highly efficient supply chain operations and I look forward to him bringing those talents to Treasury Wine Estates.
"I would also like to thank Stuart McNab for his many contributions to the business over the last 20 years, and for his personal support to me over the past 10 months. His deep wine knowledge, significant technical expertise and industry experience, along with his enormous commitment to our business will be missed and I wish him all the very best in his future endeavours".
Last month Treasury announced it was slimming down it branded portfolio - and potentially selling off or cutting 25 brands. It said it would be focusing its investment on 15 global umbrella brands, 20 international brands, and 20 local brands, out of its 80-strong portfolio.
Speaking at the time, chairman Paul Rayner described the firm's recent performance as "disappointing", but said it was working hard to "tackle barriers to growth" by changing the company's structure, operating model and cost base.