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How do organisations approach demand forecasting?
A few weeks ago, we published a series of LinkedIn polls to discover more about how organisations approached their demand forecasting.
I joined Hatmill in November 2020 and have worked in logistics for over 30 years, formerly in operations and latterly in programme management. This includes working in both 3PL and in-house operations across Automotive, Consumer, Drinks, Food Retail and Non-Food Retail sectors for Mars Confectionery, Pedigree Petfood, Nestlé, Dairy Crest, Unilever, Sainsburys, Dixons, JLR, Homebase, Diageo, Waitrose, Euro Car Parts (ECP) and Heineken
My passion is automated warehousing. As a site General Manager, I’ve operated four automated sites with storage and retrieval solutions. Two of these were new site start-ups and I lead two projects delivering replacement WMS/WMCS, re-engineered picking and goods in solutions and the implementation of an export operation
I then took a career change when I had the opportunity to move into project management to lead a design and build project for DHL Unilever delivering a £28M capex automated top-tier COMAH NDC for their home and personal care business. A £48M capex automated NDC for their foods business then followed. Both projects were delivered on time, in budget and improved service levels in their first year and we passed the MF1 Tests on Completion on the first attempt on the foods project, which was a company first
More recently I lead the delivery of Euro Car Parts £70M capex, 1M square foot semi-automated NDC, which included a TGW miniload, goods to person pick and robot despatch solution as well as a VNA and APR manual operation
I’m experienced with TUPE, having lead the NYK to DHL project for JLR and with site closures and dilapidations, most recently moving ECP’s e-Commerce operation from Wembley to Tamworth, closing two sites and re-engineering their old NDC from an APR to a VNA operation
I have gained a blend of operations, solution design, project and change management experience including working knowledge of MF1 contracts and CDM. Some key achievements include:
I gained some invaluable international experience whilst working within a global 3PL’s Operations Excellence team in the EMEA Region, firstly leading a Diageo implementation across four African countries and then as Project Risk Director where I worked with cross functional/regional teams to harmonise sales, solutions design and project management processes, creating a project risk based methodology, which improved declared business case EBIT
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