DMS Development & Inventory Systems

Growing With the Business

I started at CJD in 2010 as a Parts Interpreter, assisting with purchasing at the Forrestfield Kenworth branch. I worked alongside Ryan under Jack Greig and Barry Stokie.

At that stage, I was focused on learning the product and understanding how the branch operated. As the business grew, so did my responsibilities. I moved into a full-time purchasing role alongside Brendan Farrar, supporting Kenworth branches nationwide.

It was practical, operational work that gave me a solid grounding in product knowledge and company processes.

Expanding Responsibility

As Kenworth Purchasing Inventory Controller, I was given opportunities to travel to regional branches to assist with training and annual stocktakes. That exposure helped me understand how different branches operated and where processes could improve.

Around 2013, I was involved in the transition from AS400 to the M3 system we use today. I worked closely with PACCAR and our internal team to help set parameters for the MDI automated ordering system. That project was my first deeper exposure to system structure and logic.

I later temporarily joined the M3 team to assist with truck purchasing requirements, working with Clayton Northey’s team on the DMS project. I travelled regionally to train branches on new purchasing processes before returning to my inventory role. During this period, I also supported the initial setup of our newly acquired Darwin branch.

Moving to National

In 2014/15, I decided to step outside my comfort zone and moved to the National office as National Inventory Controller under Clayton Northey.

There, I expanded my knowledge beyond Kenworth into Volvo construction equipment and machine products. It strengthened my understanding of how purchasing, inventory and systems intersect across multiple brands and divisions.

In 2016, I went on maternity leave with my first child and returned six months later in a part-time capacity. Roughly a year after returning, I was offered a temporary six-month role in the DMS Development team under Barry Stokie to assess a potential system upgrade.

After assessment, it was decided that moving directly to Cloud was the right direction rather than upgrading the on-premise version. My role on that project became permanent as we commenced the Cloud transition. During this time, I was also expecting my second child.

I returned part-time following the easing of COVID restrictions and continued working on the Cloud migration and system development.

Technical Growth and National Impact

Within the DMS team, my role expanded significantly. I learned coding and developed a strong understanding of data tables and system logic.

Today, I specialise in maintaining and developing our M3 dealer management system. That includes modifying and customising system-generated documents, invoices, purchase orders, pick slips and other outputs, and assisting with integrations across other platforms.

My responsibilities span purchasing, parts, whole goods and elements of service. I test system changes, support users nationally and deliver training where required.

Because I understand both our products and our internal processes, I can adapt the system to work effectively for employees, suppliers and customers. The system needs to reflect how we operate, not the other way around.

The work is ongoing. The business evolves, and the system must evolve with it.

What Trust Has Meant to Me

I joined CJD at 23. I’m now approaching 40.

The responsibility and trust I’ve been given over that time have shaped me professionally and personally. Being supported by strong mentors and encouraged by colleagues has built my confidence and broadened my capabilities.

CJD has never limited my progress to a single path. Each opportunity came with expectation, and the support to meet it.

How My Work Supports Customers

Most customers will never see what happens inside our DMS.

But the system influences every part of the business.

Whether it’s improving efficiency, introducing new processes, enabling better data visibility or integrating systems directly with customers to streamline ordering, the goal is consistent: make the business work better.

When internal processes are structured and efficient, our branches operate more effectively. When branches operate effectively, customers experience faster response times and clearer information.

That is the downstream impact of system integrity.

Who Thrives at CJD

In my experience, the people who thrive here care about what they do.

They take ownership. They want to see outcomes improve. They’re prepared to learn and adapt as the business changes.

CJD gives you the opportunity. What you do with it is up to you.