| Unipart Logistics for Homebase |
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| Unipart Logistics: interim role to engineer substantial increase in capability; support stock integrity, systems and management issues. 500,000 sq ft DC and import centre.
Key Achievements: |
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Volume increased by 100% year on year. |
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Smooth migration of stock. |
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Relaying warehouse by category, volume and cube. |
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Develop space modelling tools and picking strategy. |
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Picker down-time reduced by 50%. |
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Stock results achieved 0.08% v 0.15% target. |
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Restructure of a “new” stock team. |
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Job descriptions updated & targets agreed. |
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| DTS for Rubicon |
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DTS for Rubicon: interim role addressing start-up issues in a new warehousing and distribution contract including frequent and high level contact with the client. Contract extended to Project Manage move to bigger site.
Key Achievements: |
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Removed bottle-necks in goods receiving and Quality Assurance. |
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Tackled stock integrity issues and reduced ‘pick deletions’. |
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Reduced need for internal stock movements by revising warehouse stock locations. |
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Project managed move to new location within budget and timelines. |
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| Exel for Homebase |
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| Exel for Homebase: interim role as General Manager of 330,000 sq ft National Distribution Centre employing 440 warehouse and transport staff, supplying 283 stores through-out the UK and Ireland. Appointed to turn the site round. High level of Customer contact and union negotiation. Contract extended to tackle transport network planning and operational issues.
Key achievements: |
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Stabilised operation ensuring that stores were no longer rolled. |
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Improved overall productivity and case rate by 13.6%. |
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Improved pick accuracy to 99.7%. |
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Enhanced variance on actual weekly costs to flex by £26K |
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Introduced prescribed delivery routes saving on miles run and time taken. |
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| Allders Retail Group |
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Interim role to project manage the introduction of boxed fashion into Allder’s National Distribution Centre (NDC), Croydon. Role expanded to incorporate operational activities across all product ranges within the NDC.
Key achievements: |
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Shelving set up to accommodate 12,000 SKUs within time plan and budget |
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Store orders picked and dispatched to meet daily merchandising requirements |
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All staff fully trained as scheduled and operation transferred to line management as planned |
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The NDC delivered a ‘first rate’ service throughout peak |
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Brake Food Services |
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Interim role managing the South-East Distribution Centre. Responsible for servicing 2,500 accounts per week and trunking to seven satellite depots on a nightly basis. Also a high level of involvement in a number of key supply chain projects.
Key achievements: |
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Improved service standards to end users and satelite depots |
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Restructured the management team to better meet operational and supply chain needs |
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Changed the site culture to adopt a ‘can do’ approach |
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Reduced unit costs by 15% and introduced Key Performance Indicators (KPIs) to track key business goals |
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North Bristol Health Trust |
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Interim change management role to review transport operations in the Bristol area, and lead the change necessary to substantially reduce costs whilst maintaining time critical service.
Key achievements: |
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Prepared ground for substantial change in transport operations |
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Demonstrated the need for change and the scale of benefits that could be derived |
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Carried the support of all user groups during a difficult period of change |
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Avery Dennison |
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Consultancy role to increase storage capacity in busy warehouse.
Key achievements: |
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Racking layout reconfigured to accomodate order picking of additional SKUs |
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Need for costly outside warehousing removed |
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New mechanical handling equipment specified to increase warehouse efficiency and reduce unit costs |
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Arcadia |
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Consultancy role to review ‘pay for competence’ wage structure within a major DC and make recommendations for change.
Key achievements: |
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Increased incentives for warehouse operatives to gain additional skills |
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Staff turnover reduced |
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New staff pay structure complemented existing bonus scheme |
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we commit to:
