Multi-channel fulfilment

This business wanted to integrate its multiple direct sales channels with its new home delivery fulfilment processes, linking existing high street based retailing operations and infrastructure. We led the Logistics and Fulfilment Stream, managing 15-20 people through the complete project life cycle from process design, through proof of concept, to implementation. We also successfully engaged a third party logistics operator and carrier, and together implemented an operational collation centre and home delivery service.

European distribution infrastructure design and implementation

We developed and implemented a supply chain strategy covering warehousing, transport and supply logistics. Following development of the business case, capital expenditure of £40m was approved to enable the network to cope with forecast volume growth and also reduce future operating costs by 15%.

Convenience stores business–wide value enhancement

We ran a two year business-wide change programme within a UK retail plc client that had grown through a succession of acquisitions. It was facing volume growth pressure in its three Distribution Centres and needed to capitalise on its recent systems implementations.

We set the initial supply chain vision and developed the business’s strategy to achieve improved stock availability at each of the 1000+ outlets by over five percentage points. We then led the implementation of the supply chain strategy and:

• Introduced best practice to the operations and achieved 20-30% operating cost benefit
• Improved supplier relationships and instigated factory gate pricing initiatives, generating £5m bottom line benefits
• Balanced the in-house physical distribution network to increase store deliveries from one to three times per week, and developed a three year plan to cope with expected volume increases
• Improved the effectiveness of the promotions processes, enabling supply chain costs to be included in the promotion decisions
• Rebalanced the distribution network and increased delivery frequencies, rescheduling three DCs and 1200 stores, integrating a new DC to the network and introducing new reorder algorithms to stores in just over four months