European JiT Automotive Collection Service.

Implemented and ‘scaled up’ a European JiT automotive collection service.

Converted infrequent EXW shipments to regular/daily/hourly JiT shipments.
Conducted cost down negotiations with automotive suppliers (all tiers).
Carried out process mapping of supplier operations to identify and eliminate waste.
Introduced dynamic network reviews.
Implemented RTP to support sequencing and Kanban operations.
Used network/round-robin and FTL solution according to supply/demand/geographic needs.
Integrated sub-programmes for individual product launches.
Annualised value of c£12m.
Achieved 10% cost reduction.

New Warehouse Transfer and Set-up and Implementation.

Managed the transfer of existing multi-site operations into a green field, new build warehouse.

250,000 sq. ft. new-build facility.
9 live contracts were successfully transferred.
c250 staff recruited/transferred by a phased implementation.
Responsible for client relationships, ensuring project status and expectations were clearly communicated and managed.

Developed and implemented an Asset Management solution for a major retailer.

Provision of tote bins, roll cages and other inventory handling equipment on a leased model.
Implementation of an asset pool and track & trace system.
Introduction of active asset management including facility implants and supplier surveys.

Designed and implemented POS solutions to support seasonal campaigns for major national retailers.

Set up consolidation centre for all POS materials (print / shelving / mock product).
Implemented kitting and POS construction services.
Introduced overnight network delivery solution to coincide with regional installation teams.
Recruited, trained and implemented PAT testing team for electrical display equipment.
Implemented seasonal programme management teams.

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.