Burntwood, England, United Kingdom
Senior Warehouse Manager with over two decades of expertise in driving operational excellence and transformative leadership in warehouse and logistics management. Skillfully integrates cutting-edge technology and strategic process improvements to enhance efficiency and customer satisfaction, evidenced by a significant boost in OTIF delivery rates and a reduction in customer complaints. Poised to bring visionary leadership and a robust skill set in warehouse operations, stakeholder management, and team development to a forward-thinking organization. Outside of work I am an RYA powerboat and sailing instructor, I also help coach the juniors section at my local rugby club as well as being a skills instructor within the scout association. Key competencies: • Warehouse & Operations Management • Employee Engagement • Coaching & Mentoring • Cultural Change • Operational Excellence • Business Strategy
Design and Implementation of systems and process to ensure full traceability of the life cycle of telematics systems from delivery to installation and removal.
Planning and leading the relay out of existing warehouses to allow for growth to Rothley’s 5 year plan. Design and implementation of training programme to ensure sufficiently trained personnel for all operations activities, including creating standard operating procedures. Management of carriers to ensure on time and in full deliveries in line with customers requirements, including rate negotiations to ensure Rothley are getting the ‘best deal’. Ensuring KPI’s are achieved and maintained.
Implementation of dedicated customer services team for doors division including CRM system for logging and management of complaints and feedback to business. Resulted in 78% decrease in volume of complaints from April 2014 – April 2015 Six Signa & Practical Problem Solving and route cause analysis to resolve trends in complaints with wider manufacturing and quality teams. Strategic planning and Implementation of business wide process to bring the product offering of both Leaderflush Shapland and Laidlaw Solutions together as an integrated offer. Introduction of customer insight survey/interviews that gauges net promotor score and allows feedback to wider business of requirements and concerns of our customers. Creation and implementation of corrective action reporting to ensure that where a customer commitment has failed the business gets to route cause and implements corrective actions to prevent re-occurrence Design and introduction of company customer charter, including gaining full buy in from management, ensuring they develop and instil a customer charter for their areas of responsibility. Becoming an operational board member responsible for the strategy and subsequent implementation of the business strategy alongside senior board members.
Implementation of ISO 9001 across ironmongery business. (10 sites) Implementation of ISO 14001 across ironmongery business. (10 sites) Implementation of OHSAS 18001 across ironmonger business. (10 sites) Auditing and training of sales centre teams to ensure adherence company policies and ISO standards. Design and implementation of insight survey to enable our sales team and wider business to gain a better understanding of customers’ requirements. Developing and roll out of in house change management training course(CATS (Competitive Advantage Through Service)) and role to entire business incl. travel to Dubai to train and implement strategy there. Responsible for facilities management for all sites including developing and implementing business continuity plan. Continued responsibility for distribution for the ironmongery group
Upgrade of facilities including warehouse layout to maximise space utilisation. £50k project to upgrade warehouse layout. Resulted in 40% increase in storage capacity. Centralisation of distribution from 10 regional sales centres and 2 regional distribution centres into main distribution centre in Willenhall. 60% increase in warehouse productivity due to centralisation and relay out. Introduction of order book for warehouse to efficiently manage order picking. On time in full KPI increase from 62% to 97% as a result of implementing order dating process to lead time of products. Stock reduction of £350,000 through centralisation and identification and removal of obsolete stock. Setting and managing productivity KPI’s for all areas of the distribution centre
Key responsibilities were to ensure efficient supply of spare parts to 600 UK based technicians, including projects to increase first time fix rates and SLA’s. Ensuring On time delivery targets were met for finished goods to final user customers, such as Sainsbury’s, Asda, Waitrose, Lafarge, Royal Mail and Tarmac to name but a few, as well to the worldwide operating companies that came under Avery Weightronix in France, Germany, Spain, USA, Australia, China, Canada, Malaysia Ensuring fast efficient delivery of consumable materials to all UK customers, from web based ordering system. Main projects I managed throughout my employment were the reintroduction of use of barcode scanners, which drove efficiencies upwards enabling the reduction of overhead, making the warehouse leaner and more flexible in its approach. The removal of off site storage requirements, by cleansing non moving stock, freeing up space on site, building further storage areas on site. This achieved an annual saving of over £150,000.