David Jarrett Email & Phone Number

Blackburn, United Kingdom

Uk

Logistics consultant 2012 – Present DJ & J Consultancy (self employed)RoleVarious positions within the logistics industry, consulting on operational development and cost reducation along with disaster recover within distressed logistics operations. Clients include Comet, Addidas Olympic operations, Unipart logistics, Inplace cosmetics and the Regatta Group.Achievements• Support to tactical recovery programs for high profile national events. Specifically associated with activity involving the control of inbound and outbound operations. Worked to extremely tight and customer-sensitive time frames and deadlines.• Preparation and implementation of all standard operating procedures attached to the warehouse operations, ensuring that all trained to required standard. Creating a more flexible and knowledgeable warehouse teams.• Introduction of costs analysis through the supply chain and operational models, giving the ability to plan efficiently and reduce operating cost whilst targeting operational threats.

Skelmersdale

RoleFull operational and financial control of the warehouse and transport operations. The introduction and implementation of cost reduction projects along with the renegotiations of all key contracts including carriage and MHE equipment. Developing and improving quality of all processes and procedures within the warehouse, order processing and order management. Generate significant reduction in all order lead times for all brands and all associated customer orders. Achievements• Selection and implementation of the new warehouse managements system and associated hardware including full RF system, project delivered 30% under budget with all requirements achieved within the 6 month timescales.• £200k reduction in annual operating costs, achieved through introduction of new operating procedures, controls and waste management.• Reduced lead time on all orders from 7 days down to 1 day and picking errors by 1.9% resulting in £3500 saving per month.• Creation of the warehouse operational model, using historical and forecasted data. The model would forecast the required staff count for each area within the warehouse operation, allowing a proactive approach to staff deployment.• Implemented and managed all KPIs across the warehouse departments via direct reports. All of which are driven to provide a clear overview of performance, cost savings and maintain the high level of customer service.• The re negotiation of all 3rd party contracts including pallet? parcel carriage and MHE equipment• Manage and control all aspects of Health and Safety, including accident and near miss reporting and the resulting identification/implementation of preventative measures.• Moving the warehouse from an internal business function into a 3rd part logistics operation. The change allowed the warehouse to manage cost through the 8 major brands and become financially independent and operating at a profit in the first year.

Manchester, United Kingdom

RoleTaking total responsibility for the site and satellite warehouse operations; the main warehouse consisting of 200,000 sq foot in 3 cells with the satellite operation adding a further 50,000 sq foot. The staff count was an established 80, this would fluctuate through high volume periods reaching 140+ operatives. The operation was run in house with a stock value in excess of £7 million with an annual turn over of £45 million. The warehouse consisted of five businesses, Christy UK concessions stores, and Retail sales, European sales, Kingsley Towels and internet sales, all of which needed to managed separately with there own individual costs and stock holding within the single warehouse operation.Achievements• Introduction and preparation of weekly operational reports showing the key activity areas within the warehouse, and highlighting additional areas of cost.• Accountable for all standard operating procedures (SOP’s), health and safety and risk assessments within the distribution centre.• Negotiating with external companies to ensure that Christy UK received the most suitable service at the least cost. Carrier charges were reduced by over £100k per annum, MHE cost also reduced by 50% with the introduction of new equipment.• Warehouse relay, using a speed of movement report to relay the warehouse operation. This reduced the travel time and reduced the warehouse cost dramatically.• Set-up and management of the new Christy Towels E-commerce business and subsequent growth.