An outline of some of the projects undertaken and currently underway is given
below, categorised into
Click on one of the links to go straight to the category of interest. Having worked in a
large number of sectors (see the Profile section), latterly the thrust has largely been on
Change Management and Project Management.
A number of large-scale strategic projects have been completed, including those below:
Developed the logistics strategy for a successful and fast growing, direct to consumer
retailer with a unique business model. The organisation started as predominantly Internet
based, but was progressively moving into mail order, utilising internet and telephone ordering.
The warehousing methodology that was devised was cost effective over a large range of scale,
with low start-up costs, and capable of easy replication in any country, in order to support
the global ambitions of the client.
See the Mail Order Picking Case Study for details
of the warehousing solution.
Formulated overall distribution strategy for a client, then implemented the strategy, which
included sourcing and setting up a new National Distribution Centre. This project required
bringing together disparate logistics operations run by each of the three divisions into a
single, in-house, operation.
Produced Invitations to Tender for National Distribution Centres for two major clients,
co-ordinated the tender processes, conducted the negotiations with potential contractors
and recommended the contractors to be selected.
Acting as an internal consultant, developed a logistics strategy for retail group Storehouse, which maximised the utilisation of their Atherstone facility to allow them to continue to use it,
largely unchanged, into the next millennium, thereby maximising the return on their
investment. Also liaised with the Bhs Christmas Shop team to devise supply chain strategies
for peak times.
Development of strategic plans and documentation of Business Plans for a number of small
Major warehousing projects recently undertaken include the following:
Executed a change of logistics service providers from a single contractor utilising one
large single site to a two-site operation with a different warehousing contractor on each
site. This required the successfully relocation of 30,000 pallets of stock, whilst maintaining
customer service to the major multiple retailers.
Consolidated the seven European warehouses previously operated by Converse into a single
operation in the Netherlands, saving £1m per annum.
See the European Warehousing Consolidation Case Study
for fuller details.
Established a new National Distribution Centre for Mölnlycke, which included identification
of a building, negotiating the lease, designing the layout, obtaining planning permission and
fitting out, and then recruitment of all staff and commissioning, whilst maintaining service
to the customers. For the four months whilst the operation was bedding in, took line
responsibility for the logistics operation.
A complete overhaul of warehouse operating procedures for a food wholesaler. This started
with re-organising how and where product was stored and located within the warehouse. This
included renumbering and re-labelling the racking locations, a complete re-layout of where
product was stored and the picking locations, taking into account the product characteristics
and their throughputs. All of the operating processes in the warehouse where considered,
altered as appropriate and then fully documented and charted.
A number of Supply Chain projects have been undertaken. Highlights are:
Improved forecasting, purchasing and circulation of stock for a major sports footwear manufacturer/supplier in the EMEA region, saving £2m per annum. Fuller details are given in the
European Supply Chain Case Study.
Co-ordinated with Bhs merchandisers to achieve optimum in-store stock availability, through
enhanced planning and by auditing of major suppliers’ logistics capabilities and persuading
them to make changes to optimise availability, as necessary.
Undertook a full supply and cost price review for a medium sized company, including reverse
tendering and sourcing from the Far East. Potential savings are in the region of 25% of
A large number of systems projects have been completed, initially with a
predominance of Warehouse Management Systems, then leading into Enterprise Resource Planning
(ERP) system implementation and infrastructure development throughout Europe. Development of an in depth understanding of PC software and Web Technology has been critical to recent successes in this area.
Project Managed implementation of many Warehouse Management Systems, including development
of Functional Specifications, overseeing Program Development, testing, operator training,
implementation and post go-live support. Systems used include: World Wide Chain Stores,
Dallas, Diablo and Solar (Transport Development Group’s own Systems), BPCS, Opus, Equinox and
Chainware, on a variety of platforms from AS400 to PC.
Specified, sourced and planned implementation of IT Systems to support the warehousing
strategy for an Internet retailer, whilst integrating with front and back office systems,
utilising web enabled, thin client, COM compliant technology.
Implemented ERP system (JBA) in all Western European subsidiaries within 18 months.
See the System Implementation Case Study for
Infrastructure projects undertaken in the last four years include:
Overhauling European IT infrastructure to create a robust, Year 2000 compliant environment.
Creating a European Wide Area Network, later utilising Virtual Private Network (VPN), and
standardising of Local Area Networks within Europe.
Upgrading of a network from Token Ring to Ethernet and from Novell to NT.
Several projects organising the technical infrastructure for logistics service providers
to operate the clients’ Warehouse Management Systems.
Project Manager for the implementation of business intelligence tools as well as being
responsible for the construction of an intranet-based management information system for
Europe wide operations.
Experience of mid range ERP systems such as Navision and Axapta.
Project Managed the relocation of a company’s headquarters from North London to Huntingdon,
whilst co-ordinating the replacement of 60% of the companies staff, necessitated by the move.
Re-engineered packaging to enhance brand image and maximise deliveries through the
letterbox, also researched alternative "final mile" solutions for larger deliveries direct
Devised and successfully implemented a retail store based customer order system for
Project Managed the setting up of a call centre, which was initially outsourced, as the
perceived need for 24/7 operation suggested that an in-house operation would be impractical.
This required the selection of a contractor, setting up of software links using web pages,
development of scripts, etc. Early in the operation it was found that the lack of ownership
by the call centre staff, together with their inability to access customer records in
real-time, compromised the high level of customer service that was required by the client.
Additionally, the number of calls after midnight was found to be virtually non-existent.
The operation was then brought in-house, which successfully overcame the issue of poor response
times and improved perceived customer care.
Obtaining grant aid for a client for research into a new business area and to facilitate
the development of a new assembly plant in a development area.
Co-ordinating the development of Marketing Plans and PR programmes for a number of small
Co-ordinating implementation of ISO 9000 2000 and Health and Safety programmes in client