Andy Cain Email & Phone Number

Designing, engaging, empowering and orchestrating continuous improvement.Leading by innovation. Successful in QI and within eighteen months leading McKesson UK in becoming a European network beacon for order fulfilment accuracy and meeting patient expectation.UK project lead for HSE QI and CI, designed and delivered sustainable behavioral change tools and techniques for the wholesale distribution network of DCs and RDCs.UK project lead for Inventory Management QI and CI (current).

East Sussex

Supplying a seasons peak management contract from 01/10/2014 for the Newhaven depot.

Heathrow / Gatwick &Amp; Sussex

I was responsible for the integration of business acquisitions made by the Board of Directors. I worked sympathetically across all divisions and all departments applying LEAN process methods to maximize any occasion of improvement. I consolidated all of ILG’s multi-site transport and customer service functions. I worked harmoniously with all clients and 3PL/4PL suppliers, identified and brought on board new ideas and opportunities maximizing cost control, market offerings and contributing to organisational wealth. I worked actively within the client commercial team pre-empting and identifying any key areas of existing unsustainability, sourcing new or bespoke service solutions to meet client demand. Identified and took the lead in accelerating new sales opportunities through the pipeline to a successful commencement. I conceptualized; project managed and delivered across the team’s phases 1 and 2 of ILG’s Courier & Freight / Shipping I.T. platform. I worked closely with a team of external SQL programmers and WMS developers and created SLA’s, SOPs, training platforms and user forums for all areas of the business that I touched including 3PL/4PL supplier management.I mentored management trainees for 18 months, setting objectives, challenges and projects to bring about further change within the business. This particular role made full use of my MBTI and inter-personal skills and directly brought about the consolidation of and restructuring of certain finance core activities making best use of LEAN principles. Throughout this period I maintained an organizational and management function of all C/S, operational, transport and supplier purchasing elements of the business.

Responsible for developing ILG’s domestic and international courier services, introducing new 3 and 4PL suppliers, new key account management protocols, a new range of marketed services and ensuring KPI’s were introduced and maintained throughout the business to improve customer visibility and accessibility; performance assessment and development of all customer service, sales and operational personnel. Overseeing and providing direct pro-active customer feedback and problem resolution via an inter-active sales and Board of Directors forum; responsible for creating, organising and implementing both internal and external training and development programmes; re-mapping and identifying core business areas and applying professional advice on how and where new localities should be appended to the serviceable areas. I also undertook full responsibility of the divisional operation and fleet and spearheaded the integration of an historic competitor, Express 2000, into the organisation. I was also the divisional representative for our quality assurance and .I.T. development forums. In conjunction with the divisional director I maintained the divisional budget and chaired various meetings to maximize the use of information and cross-department training and awareness.

London Heathrow

Responsible for development, performance and assessment of all operational and customer service personnel across multiple sites within the U.K. and EMEA region to corporate service standards and also to the adherence of ISO9002 self regulatory procedures; in the London branch alone managing a team of deputy managers, senior supervisors, team leaders and over one hundred and seventy members of general staff. Personal reporting was made directly to both the UK Country Manager and Vice President – Operations for Europe, the Middle East and Africa [EMEA].

Responsible for 3PL and 4PL requirements / management for seven U.K. wholesale courier operators, Aegean Xpress, First Africa, Xpress, Italex, Inter-Ireland, Paris Express Service, RSE, International, Trans Iberica and, liasing with their six Belgian based counterparts, Aegean Xpress, Daily Xpress, First Africa Xpress, Italex, Paris France Porteur, Trans Iberica and developing all of their synergies and strategic alliances - reduce operating costs, develop network products and agents, increase personnel awareness and training, develop operating systems to maximise efficiency, develop computer systems to maximise efficiency, develop operational handling systems to capture full revenue, increase profitability

Heathrow

Responsible for all U.K. operational, customer service and transport personnel, totalling eight managers, twelve supervisors and forty-eight members of staff, located at London Heathrow, Birmingham, Northampton, London Docklands and Aberdeen