Walsall, England, United Kingdom
After 10+ years in supply chain and logistics leadership roles, I’ve made the long-overdue move to pursue my passion for project management. With a strong foundation in operational strategy, stakeholder engagement, and continuous improvement, I’m now focused on leading change and delivering measurable value through structured project delivery. Throughout my career, I’ve successfully delivered WMS implementations, led cross-site inventory improvement programmes, and supported large-scale contracts like CEVA’s national Amazon 3PL operation—where I collaborated closely with project managers to solve planning and efficiency challenges. I bring a people-first mindset, strong analytical skills, and experience using methodologies like PRINCE2, AgilePM, and Lean Six Sigma. I hold certifications in AgilePM Practitioner, Scrum Master, Change Management Foundation, and Lean Six Sigma Green Belt, and I’m currently completing AgilePM Practitioner and PMP. I’m now looking to connect with others in the project management and transformation space—particularly within logistics, operations, and supply chain-led environments. If you’re working on something exciting, I’d love to connect.
- Reduced Customer Non-Conformances by collaborating with the operations team, achieving the lowest rate of customer non-conformances in the last four years. - Developed and implemented new Standard Operating Procedures (SOPs) to align warehousing functionality with business goals and updated work instructions for the latest ERP system rollout. - Continuously updated pick profiles for multiple warehouses with over 7000 SKUs and various categories, optimizing our pick processes. - Enhanced Stock Integrity by improving visibility of sellable and damaged inventory and working on measures to reduce unsellable stock across the supply chain. - Created SOPs and work instructions, establishing a standardized training program for new team members to ensure effective Stock Control Procedures. - Revised and documented inventory procedures to ensure adherence to best practices and accountability for process compliance, following WMS Best Practices. - Ensured Compliance and Health & Safety by maintaining adherence to organizational policies, management systems, and standard operational procedures, including legal responsibilities for health, safety, environment, and quality. - Managed absence and performance within my team according to company guidelines, including disciplinary investigations and hearings when required. - Provided positive induction and training for new starters, conducting performance reviews at specified times. - Cultivated a positive and engaged workforce culture within my team or department, fostering a Continuous Improvement (CI). -Deputized for the Head of Warehouse & Distribution and working on implementing a succession planning and development within my team structure to provide clear career direction for my direct reports and their teams.
• Ensure the financial forecast targets are maintained through managing FT/PT colleagues on various shift profiles whilst ensuring that our promise to the customer remains unharmed and efficiency and quality remain intact. • Flag any planning assumptions that are not currently being mirrored by actual rates to adjust the financial plan accordingly. • Oversee skills throughout the site and provide justification for additional spend that goes above the set budget. • Be the first point of contact for all agency representatives on contract to provide Operatives • Setup a training matrix for the entire site • Continually adjusting the site staffing strategy by working with the HR department, finance and the operational leadership team • Develop a streamlined training programs for the new colleagues as the business transitioned into BAU after the implementation stage. • Ensure that all shift profiles meet the customers needs for Inventory/Inbound & Outbound. • Being in control of different project timelines to keep a level headcount during the off-peak period. • Providing strategic advice to decision-makers (Senior General Manager) to safeguard all stakeholders interests • Reducing costs and working capital through effective planning • Support and maintain processes that help minimise waste and detriment to KPI’s • Assume full ownership and accountability for the daily delivery plan, performance and efficiency KPI’s and strategic reviews. • Whilst reporting directly to the SGM, maintain an excellent working relationship with the client, Senior Operations Managers, Inventory Manager, Systems Manager, Finance Business Analyst and external providers such as temporary labour agencies. • Business Process mapping and Improvement
• Ensure accurate stock levels are maintained across the business, minimising stock loss and damage to agreed company metrics. • Coordinate the introduction of new product launches and the removal of discontinued lines. • Regular analysis and communication to the wider business of stock performance. • Develop effective working relationships with the key departments in the business. • Understand and resolve all day-to-day stock and supply queries. • Lead the inventory function in all day-to-day inventory responsibilities and activities, ensuring key tasks are completed accurately & efficiently from the order point to delivery completion. • Determine reasons for discrepancies between inventory systems, identify route cause and implement measures to ensure accuracy. • Management of subcontracted toll blenders to ensure all elements of production are successful. • Monitor Overflow Off site warehouse management of goods insuring first in first out process is used. • Master Data managements and maintenance, including vendor information records. • Manage MRP settings to ensure an efficient supply chain based on production days, lead times and consumptions rates. (MM02 – SAP) • Purchasing finished product & raw material from a list of pre-approved suppliers, also including the management and setup of new suppliers. • Transport Planning on a regional split daily delivery plan using Route optimiser. • Precious metal process monitoring, including managing consignment stock processes and usage. • Inventory management, Supplier performance evaluation, Consumption reporting, forecasting with the assistance of customer sales representatives, material/vendor switch management, supplier and customer discrepancy resolutions. • ISO 14001:2015 Internal Audit certified by New Grange (07/2018). • 8D Problem Solving, Certified by MacDermid (05/2019) • Six Sigma Green Belt Certified by MacDermid (2018)
- Develop efficient and effective administration processes to support the site in delivering key KPI's Pro-actively manage performance and day to day tasks within the team effectively, by conducting regular appraisals and objective setting - Provide leadership for team members, ensuring that their issues are understood, discussed and resolved in a timely manner through managing people performance - Flexing/reallocating resources/activity based upon analysis of real time information to ensure that the shift completes all agreed tasks on time and in excess of minimum key performance indicators and quality standards - Ensure a culture of continuous improvement is adopted on shift ensuring all people processes are followed and documentation is completed - Stock clerks departmental reports. - Escalate any stock issues to the relevant level of decision makers - Problem solve in inbound, outbound and all areas that problems might develop during storage.