Working with DCB , an industry renowned consultancy. Supporting a major downstream access mail provider in their successful acquisition and merger of a former competitor. Responsible for the project management day to day , and a successful review of the company senior , operational management structure

Working on behalf of Saint Gobain Supply Chain , part of Saint Gobain Building Distribution to identify optimal routes to market , delivery media and transport solutions for their Graham ( Plumbing) brand. Work extended to supporting a full review of the retail service offer from a central distribution location and to the review of various outsourcing contracts currently managed by third party suppliers.

Engaged by the largest single supplier of Self-Employed , Home Delivery drivers to the worlds largest on-line retailer. Having conducted a full review of operational structures , practices and procedures and having submitted recommendations to the board as to how best to develop the business to meet their growth aspirations , I have supported the change programme and the senior , operational team in their delivery of the new business strategy.

Responsible for all central hub processing activities and all line haul movements within DX , plus the planning of a new , central hub facility.My key objective, the planning and management of the modelling process that confirmed the design requirements and layout characteristics for the new £30m central hub was successfully completed with the submission of planning application to the local authorities in February 2016.During the year significant improvements were achieved in hub planning capabilities , productivity and unit cost levels , whilst opportunities for improved line-haul processes were also identified.My departure followed board acceptance of a revised management and administration structure for Hubs & Line Haul that reduced senior overheads and total costs whilst shaping the management team in readiness for the new , centralised hub facility.

Responsible for day to day operations across 5 hubs and 52 depots covering the UK and N.Ireland. The business operated c 2500 vans , mainly staffed by sub-contract drivers serving both the b2c and b2b home delivery parcel sectors. Despite a successful peak and the planning of a restructured operation designed to reduce costs and overheads dramatically , the business has been put into administration by the owners.

Responsible for managing the service provided by / to c 100 top haulage companies in this highly successful , member owned , shared user pallet network. Working for the CEO I was responsible for planning and delivering a relief hub of c 2500 pallet per night capacity that provided time for the business to consider its future strategy for continued expansion.

GNS command c 30% of the global market supplying navigational products and services to the shipping industry . The Interim MD role involved supporting the Executive of this newly formed , venture capital backed business to integrate 3 companies within the UK. Key achievements include the consolidation of three warehouse operations into one , re-aligning the Customer Service function to mirror Desk and Field Sales structures and reducing the value of stocks held by c 15%.

Responsible for all aspects of Home Delivery of parcels from clients to end consumer, including the operation of Hubs / Trunking / a National Depot Network and a Field Team that managed circa 9000 Self-Employed couriers who made the final mile deliveries.Day to day responsibility for c 2000 staff and an annual revenue budget of circa £250m. Latest annual volumes will that exceeded 163m parcels.Responsible for the introduction of numerous significant innovations in terms of how the business operates;Built and introduced the first proper, operational budget modelIntroduced the principle of Regional, cross functional business unitsChampioned the launch of labour planning tools and ultimately introduced the first available M.I to measure serviceIntroduced an outsourced labour model removing the impact of national bargainingIntroduced “Wave”, a delivery technique that increases depot throughput capacity by over 40% at marginal on cost.Introduced “ Route to Market “ analyses to optimise the cost of delivering every parcelOversaw the purchase and implementation of 2 new hubs and 7 new depots whilst a further 6 depots were relocated and enlarged. Service impact minimalOversaw the roll out in the courier network of circa 9000 HHT units to facilitate the introduction of track and traceFacilitated 9pm , next day order cut-off for NEXT directory , an industry leading service proposition The above were achieved against a backdrop of consistent cost savings (circa 10-11ppu excluding inflation over 5 years) and whilst improving the quality of all key service measures.

Re-engineered the physical distribution elements of the Iceland supply chain as part of a comprehensive business re-organisation. Key achievements included;Central headcount reduced from 17 to 6; Cost to Serve reduced by over £5m per annumImplementation of a Zero pay increase into a heavily unionised workforce with no resultant industrial actionRationalisation of third party supply base generating cost savings and accessing “Best Practice” Closure of the worst performing RDC whilst simultaneously opening a larger alternative that facilitated future store expansion

Golden West was a subsidiary of RHM dedicated to baking and distributing for McDonalds in the UK. They employed circa 1200 staff and had an annual turnover of circa £100m. I was engaged to manage the business through a strategic review ultimately leading to a sale process. Simultaneously I worked with RHM Procurement on a logistics strategy for their wider business.

In 2003 Scottish & Newcastle plc issued a profits warning acknowledging the failings of a recently undertaken supply chain strategic review. I was recruited to re-establish stability in costs and service levels within the physical distribution network. The role encompassed the management of the key, third party service provider, a budget in the region of £190m per annum and circa 2700 staff. Key achievements included;over £17m reduction in costs in the first year Peak (Christmas 2003) delivered with record high service levelsRestoration of confidence and morale to the management team

Tradeteam was a joint venture between Exel Logistics and Bass Brewers (now Coors) founded in 1995. Turnover remained constant at c £125m per annum, the desired growth being thwarted by the Competition Commission blocking merger with Whitbread. Key achievements;- consistent profit growth (£16.2 to £22.4m) across the 3 years - introduction of a clear strategy for the business whilst balancing the needs of 2 business partners- development of people , taking those from “ in-house “ backgrounds and developing their commercial awareness

Initially recruited by Glass Glover (merged into Wincanton in 1992). Key achievements as Business Development Director;new contracts with annual revenues in excess of circa £120m secured logistics solutions designed & implemented e.g. Sainsbury, Asda, Iceland, Kwik-Save within core skills area of food logisticslogistics solutions designed and implemented in key target areas for growth , for Greenalls (Beer) and Littlewoods (highly automated clothing operation)contractual profit margins and implementation budgets / timetables always achievedFollowing a business re-organisation in 1996, appointed Operations Director, responsible for a team of 5 Business Unit Directors who managed circa £300m of revenue spend. Key achievements;introduction of Best Practice forums throughout the operational networkintroduction of improved selection procedures /succession planning methodology

General Manager of a c 250 sq ft Composite food operation for Tesco UK. Annual revenue budget in excess of £30m, the site employed in the region 1000 staff and served circa 50 Tesco stores in the SE of England. Key achievements;- Lowest cost to serve of the composite network- Winners of the inaugural Tesco “ Customer First “ challenge- The first composite to secure “ No Claims ” agreements with the retail stores being serviced - Zero trade union membership for 3 years in a 365 day a year, multi-temperature, high volume, manual environment

Responsible for managing the costs and service of a third party logistics services provider delivering circa 7m cases of beer per annum to Wholesalers and Off-licences in the south of England. Key achievements;successful migration of distribution operations from one supplier to another with minimal service disruption

Various rolesInitially a graduate management trainee I progressed steadily managing warehouse, transport and telesales departments before operating as a depot manager. The business served pubs, clubs and bars across southern England with beers, wines and ciders. The operations were heavily unionised. Key achievements;improvement in cost and service levels successful management of Trade union relations in a Closed Shop environmentintroduction of One man crew , dray deliveries to suitable locationsPersonal InformationContact Details; liamdtucker@sky.comAddress: Cheshire , United Kingdom Telephone: