Benchmarking and Cost to Serve Modelling.

February 6, 2023February 28, 2023Leave a comment

Benchmarking and Cost to Serve modelling completed for major fmcg and 3pls. Comparing ‘apples with apples’ is about ensuring the baseline and reference points are fully understood and relevant before starting the journey to improved performance.

Introduced benchmarking to a number of retail and fmcg operations, covering all aspects from productivity, accuracy and timeliness to staff turnover.
Completed ‘cost to serve’ modelling using Process Mapping and IE methods.
Combined efforts reduced costs through efficiency improvements, reduced shrinkage and lower staff turnover and absence.

Business Restructure & Reorganisation.

February 4, 2023February 28, 2023Leave a comment

Managed the merger of commercial teams and processes for a Global Freight and Parcels Carrier.

Managed the commercial merger of TNT Express Europe, TNT Skypak and XP Express Parcels.
Increased Gross Profit by 2% through ongoing review of commercial pricing and sales policy and implementing focused schemes and programmes.
Improved revenue quality by implementing commercial training for field sales teams.
Conducted competitor activity, route and market analysis in order to determine price and margin expectations.

Sales Margin Improvement Programme.

February 2, 2023February 28, 2023Leave a comment

Conducted a major sales ‘Margin Improvement Programme’ for a global overnight documents, parcels and freight company.

Revised pricing tariffs to attract quality revenue traffic and detract low value business for International Road Freight, Parcels and Document services.
Implemented a ‘road show’ visiting all sales offices and reviewing discounting policy – improved margin by 10%.
Introduced a market price review process (historically discounts given on the salesperson’s recommendations).
Introduced volumetric checking of freight at hubs.

Overnight Network Redesign

January 30, 2023February 28, 2023Leave a comment

Overnight Transport Network Redesign.

Re-designed an automotive over-night delivery network for after-sales improving OTIF and reducing costs.
Implementation of new operating metrics to multiple carriers focusing on performance within routes/geographies (rather than rolled up KPIs).
Increased emphasis on quality including vehicle and driver presentation.
Implemented daily and weekly network reviews with carrier depot and hub visits.
Introduced fast response ‘root cause’ analysis processes including field visits.
Redesigned team structures and roles from internal to customer centric focus.
Introduced Kaizen and 5S principles to an office environment.