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Experienced Operations,Logistics,Supply Chain, Professional

Work Experience

Profile
I am an experienced business professional, achieving successful profit and loss, and production improvements whilst employed at Managing Director/ Operations Director level.
Now a successful Management Consultant/ Director, working with small, medium, and large companies, and within large multi million pound turnover organisations. Experienced in high volume, time critical supply chain environments, and high product range, catalogue distribution environments.
I am innovative, creative, with strong commercial and operational awareness. Accomplished in pre implementation strategies and post implementation problem solving, with totally integrated computer systems across all business sectors. I have complemented and co-ordinated this with a high level of academic achievement.

Career Interests.

International Operational Management,
Global Integrated Computer Systems Implementation,
Pan European Logistics & Supply Chain.

Sector experience.

1. 8 Project Management contracts in the Supply Chain sector.
2. 9 Operational Management projects in the Logistics sector.
3. 4 Senior Management and 2 Operations Directors positions in both Service and Commercial sectors.
4. 2 SAP full Implementation projects as Operations Director.

Experience:

November 1995 to present;
Morlais Limited -Managing Director./Principal Consultant.

Experienced Managing Director and Management Consultant with strategic and hands on Operational skills. Direct and lead a Consultancy company specialising in Global & Pan European Operations, Logistics, Supply Chain, Warehousing, Computer integration projects (SAP, Oracle etc).
·Business Process Re-engineering.
·Record of delivering sustained profitable growth.
·3 Extremely Successful Directorships.
·Implemented a successful Pan European Business Process Re-engineering project, in conjunction with two of the ‘major six’ consultancy companies. (PWC & Logica).
·Delivered a full bar code technology system alongside KTP.


Nov93 to Nov 95
AAH PLC -Operations Director.
(AAH Pharmaceuticals, Travis Perkins, Bayliss Distribution, Specialist Vehicles)
Part of a £1.6bn turnover group: Directed all aspects of the Operation for the Specialist Vehicles Division, £250 million turnover, at nine locations covering the whole of the UK. Reporting to the CEO, invited onto the Divisional Board, and worked with the main Board of Directors of AAH plc.
·Successfully integrating 3 separate companies into 1 Plc division.
·Procurement specification & Capital for a £4M new vehicle fleet.
·Structured & organised delivery of the amalgamation of two disparate functions.
April 1991 to October 1993;
Hanson PLC - National Operations Director.

Part of a £2 bn turnover group: Headed six depots and the National Administration Centre on the House of Fraser Home Delivery Contract. Overall responsibility for national budget, profit and cost control. Led the business development strategy to obtain new business and contracts.
·Increased revenue by 100%.
·Resolved a loss-making contract into an annual profit-making contract.
·Introduced computerised load planning into Hanson’s nationally, and full computer links installed to House of Fraser.

Depot and National Administration Manager.

Controlled and drove the National Distribution Operation to meet strict House Of Fraser contractual terms within strict cost and budgetary requirements, to major high street retail outlets, and to their customer base. Improved the National Tele-booking / Telesales operations, with systems and hardware updates. Improved the utilisation of all assets to secure the renewal of the national contact.

March 1990 to April 1991;
Morris Lubricants -Operations and Projects Director.

Part of a £200m turnover group: Responsible for analysing, investigating, identifying and implementing cost saving projects throughout the lubricant's division. Developed the computer systems to fully automate these operations. Full Operational, Profit and Cost control responsibility for the national and international delivery of lubricants.
·Launched computerised load planning and telesales operations into a manual environment.
·A reduction of mileage by computerised load planning and redesign of vehicle specification.

1987 to 1990;
Coca-Cola Enterprises. - R D C Manager.

Part of a £4.4bn European turnover: Successfully Managed the operational aspects of a large Regional Distribution Centre, to provide a distribution, warehousing, telesales and administration service to wholesale and retail outlets. National negotiations on new working practices and procedures, and initiated and implemented a new national operations contract.
·Increased Warehouse & Distribution efficiencies by 65% by introducing a 3-shift system.
·Reduced depot case/item cost by 22% by good cost and budgetary control.
Assistant R D C Manager
Generated a streamlined, controlled operation providing fast orders on a multi product portfolio. Meeting multiple product volume orders smoothly, efficiently, within exacting time and cost requirements.



1978 to 1987;
De-Mulder and Sons Hartshill Ltd. - Transport Manager.

Managed a National collection and delivery HGV multi vehicle fleet. To meet a 24 hour, 7 day a week processing factory, meeting all relevant environmental and DEFRA regulations.

1971 to 1978;
National Westminster Bank Plc.

Grades 1,2 and 3 Clerk at Nuneaton and Coventry.

International Work:

Longford. Eire. OPSM (Protector Technologies)
Dusseldorf. Germany, OPSM (Protector Technologies)
Cologne. West Germany Coca-Cola and Schweppes Ltd.
Seattle. USA Coca-Cola and Schweppes Ltd. Italy, Sweden, France, Holland Hansons PLC.
France, Sweden, Denmark, Spain, Belgium Alstrom Engineering.

Education

Academic and Professional Qualifications.

MSc in Management, and Organisation. (University of Central England.)
Post Graduate Diploma in Management Studies. (University of Central England.)
BA in Business Administration. (University of Central England.)
Member of Association of Accounting Technicians. M.A.A.T (By examination.)
Member of Institute of Logistics & Transport. M.I.L.T (By exemption.)

Skills

Professional Expertise.
·International Operational Management.
·Global Integrated Computer Systems Implementation. SAP,Unix,Legacy.
·European Logistics & Supply Chain.
·Business Process Re-engineering.
.Warehousing Ergonomics, Bar Code, & Layout Design.
·Full Profit & Loss responsibility.
·Computer Systems Implementation & Integration.

Key Skills

·Management of Change.
·Financial Planning, Cost & Budgetary Control.
·Performance Management, Team Building, Target setting.
·Total Quality Management, CII. & ISO expertise.
·Procurement management, Supplier relationships, Contract negotiations.
·Account Management, Customer Service & Customer Relations expertise.

Other

Consultancy/Interim/ Management Projects.

Protective Wear Manufacturer. £600M Turnover Company
(Protector Technologies part of Tyko USA
group)
12-month contract.

£40M Pan European pre Integrated Computer System (SAP) Warehouse ergonomics/layout project with PriceWaterhouseCoopers the SAP partners, at four !00,000 sq ft Warehouses.
This highlighted operational issues/problems, and led to a Pan European post Integrated Computer System (SAP) Operational problem solving, and Business Process Re-engineering project in 3 European countries (Germany,Eire,UK). Delivering solutions in the following areas: -


-Warehouse Efficiency improvements (4 sites)
- Bar code introduction (4 sites)
-Kanban stockholding (2 sites)
- Production Cell stocking (2 sites)
-International Warehouse address uniformity
- Quality standards
-Key Performance Indicators
- Obsolete Stock Process
-£10M Stockholding reduction
-IT systems improvements
-Management recruitment
-Training
-Telesales re-organisation
Global Sports & Educational Supplier via Catalogues. £200M Turnover Company
(Novara Group Ltd part of Findel Fine Arts UK)
12 months contract

The Company received a poorly delivered Integrated Computer System (SAP) £10M implementation project. I was brought in to analyse, identify and deliver a business process re-engineering project, and to implement the solutions on all the operational issues, with the incumbent In house Management team, Logica, and KTP (Bar Code specialists). 50,000 line items in a 500,000 sq ft Warehouse. Stock value £19M
Headed, and drove successful project achieving major results in the following areas: -


-Product portfolio reduction
- Key Performance Indicators
-Efficiency improvements
-Improved Procurement/reduced stock levels
-Cost reductions
- Teamwork/daily/weekly/monthly meetings
-Warehouse ergonomics
- Bar Coding/ IT system links
-Management of Changes
- Training needs
-Telesales
- Production

National Petrol Station Retail Shops.
(Shell Select garage shops & Hays Logistics)
6-month contract. With the major UK petrol retailer.

Post contract Start up with 3rd Party Warehouse & Distribution to 800 retail petrol station shops UK wide.
My remit was to analyse & identify solutions to the operational problems being endured at two 300,000 sq ft dedicated Warehouse facilities covering 2000 bonded, chilled and ambient stock lines.
This included achievements in all the following business areas: -


-Chilled/Ambient/Bonded stock areas
-Procurement improvements
-Reduced stockholding
-Efficiency improvements
-Meaningful Key Performance Indicators
-Management control improvements
-Warehouse location system
-Contractual obligations met
-Achievable delivery schedules
-IT system improvements
-24 hour operations
-Time critical deliveries
-Trailer specification
-Team briefs/monthly meetings
-Training
-Warehouse ergonomics
-Telesales

Air Conditioning Manufacturer & Supplier.
(Mitsubishi, Maersk Logistics, New Wave Logistics)
6-month contract. With World leading Air Conditioning manufacturer.

My remit was to identify and resolve Warehouse, Distribution & Administration problems with 3rd & 4th Party contractors, with major stock control, picking errors, poor delivery standards problems.
Drove and implemented the project to achieve results encompassing the following critical areas: -


-Import/export
-Contract re-negotiations
-Proof of delivery paperwork
-Clear Key Performance Indicators
-Poor product knowledge
-Lack of systems training
-Weekly/monthly review meetings
-Training
-Incompatible IT systems
-Management control.
-Warehouse ergonomics
-Telesales
-Daily Briefs/KPI’s
-Warehouse Management system

3rd Party Direct Labour Services to National Brewer.
(Carlsberg, Burton on Trent brewery)
10 days per month for 2-year contract.

Major national Brewer outsourced Warehouse to 3rd Party. I was brought in to deliver a project to solve Operational problems.
Problem areas were analysed, identified and a critical review report drafted, and then drove the project to solve these operational problems in the following areas: -


-Service level standards
-Clear Key Performance Indicators
-Health & safety policy
-Health & safety training
-Weekly & Monthly meetings
-European legislation
-Management control
-Staff contracts
-Staff Training
-Critical Review Reports
-Warehouse ergonomics
-Supply Chain review

National Parcel Carrier
(Ex ANC Parcels now Parcelnet)
6-month contract.

CEO from major Parcel Company now running a new medium sized parcel Carrier Company. Brought in by Venture Capital & Board to plan and organise a Business Process Re-engineering project & new operational system to alleviate cash flow and ongoing operational problems. Delivered project to solve issues and problems in all the following business areas: -


-Improved Hub layout
-Manual Handling systems
-New Haulier contracts
-Improved invoicing system
-Debt collection
-Terms & Conditions
-Contracts of Employment
-Health & Safety Issues
-Training
-Key Performance Indicators
-Site layout
-

To deliver a robust, successful next day & 3-day national deliver process.

Airline & Civil Defence Communications Systems Company.
(M.A.I.T. Ltd Southampton & Winchester)
6-month contract.

Asked by Management team to orchestrate a Management Buy Out project using KPMG PLC & Barclays Bank.
To carry out and resolve problems in the following areas: -


-Due Diligence
-Accounts contract analysis
-T.U.P.E. regulations
-Heads of Agreement
-Risk analysis
-Contracts/Terms & conditions
-M.O.D. contractual terms
-Health & Safety legislation


Following Due Diligence 70% of contract work was with M.O.D. on questionable contract renewability.
Following risk analysis Management team were advised not to proceed with the purchase at the asking price.


Car Motor Factors Retail Shops.
(Halfords part of Boots plc)
20 days per month for 2-year contract. Major high street retail outlets.

112 retail shops providing car parts to the high street customers.
My remit was to analyse, investigate, identify and deliver solutions to a number of key problem areas in the business.
Delivered a successful project covering the following areas: -


-Stock/Inventory control
-Administration of invoices
-Debt collection
-Health & Safety Policy
-Contracts of Employment
-Supplier contracts
-Store layouts
-Reduced stock levels
-Just In Time Deliveries
-Terms & Conditions
-New Stock/Inventory & Administration system (EPOS)
-Key Performance Indicators
-Training

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