Having taken on the business from my father before me, I have created a clear vision for the business and am currently delivering on that vision. We are investing in SST's infrastructure to be able to expand our offering to customers. I have always worked within the logistics and supply chain industry, its a fast paced environment that is key to the success of every business. The first part of my career was within the parcels and freight sector and then I moved into supply chain with Sainsbury's where I achieved the Certificate of Professional Competence in National Road Haulage.With my experience, I am responsible for the overall management of Southern Storage & Transport operation. That includes ensuring we deliver a relevant and professional customer experience every time. Recruiting and maintaining the right people is key; and I'm proud to lead a motivated, highly experienced workforce.

My role was to Create and sustain effective working relationships of the driver colleagues (250) through my team of Managers, servicing 72 Sainsbury’s Stores and 30+ suppliers. The key to this being successful was to lead and motivate my team to have the same vision and goals. We would allocate resources and monitor performance regularly to ensure efficient scheduling and planning in a fast paced environment.Coordinating and challenging our current practices drove continuous improvements by analysing reports and direct feedback, for KPDH, KPL, TRT, cost per case and KM’s per case. Within a 2 year period we reduced the depot annual fuel cost by 9%, just by effective and regular communication. This gave me great experience within transport to ensure optimum performance within Isotrak and Paragon, giving constant detailed feedback to the planning and warehouse departments.With such a large workforce I would Investigate industrial injury, vehicle and property damage through route cause analysis to improve health and safety. This would be combined through investigations and staff appraisal for individual development through effective coaching and feedback.

Import and export of media products through being the single point contact for carriers and their service levels along with new carrier selection. This was based on dedicated planning for worldwide sea, airfreight and European deliveries/collections through our 3PL.This ran in conjunction with creating VAT and Import Duty documentation for import/export to enable external payment, VAT return, HMRC documentation, Air waybills, Bill of Lading, Invoices and release documentation.Cost control measures were implemented and monitored through cost reduction data analysis. The aim to decrease stock purchase from EC and move the supply and manufacture to Far East whilst still meeting replenishment targets.

This role was managing the logistical challenge of 2 sites 75 miles apart. It relied heavily on establishing a trusted partnership with third party logistics providers to establish contracts, align interests and manage customer service levels and expectations.Replenishment forecasting by adjusting safety stock to avoid overstock/out of stock through the new WMS that I was implementing across the business to drive our efficiency. Manage warehouse staff and improve morale to maintain productivity to meet our customer needs.Prepare documentation for HMRC, Air waybills, Bill of Lading, Invoices and release documentation. Administration of customer records, stock purchases and monthly stock reports.

Working in depots under control of the Southern Logistics Director to raise operational standards. This would involve overseeing business operations at Southampton, Thatcham and Egham. Giving operational support to improve cross functional team building and development by introducing a new depot infrastructure as the depot was recently taken back from franchise.Establishing business protocol to develop logistic solutions to increase customer service levels was key to our success. Implementing audits and staff appraisals to have one operational standard and procedure. Reducing staff sickness via attendance bonus to replace annual pay rise review.A new policy on theft and damage was controlled by introducing CCTV, stop and search, lockable holding units and perimeter fencing.To set Health and Safety requirements in line with Health and Safety at Work Act 1974. This was improved by regular training and accident investigations to look at the route cause of the problem.

My introduction to logistics. Day control of drivers, warehouse and office colleagues to maintain KPI and budget targets. Customer service levels were met and reviewed regularly to improve our current standards through feedback, customer meetings and our schedule adherence.Vehicle legislation and our compliance was vital by ensuring tacho graph procedures to ensure that drivers stayed within the legal working time directives. This ran along side vehicle maintenance and service schedule planning in line with the Operators License requirements.Monthly fuels reports, stock replenishment and monitoring abnormal volumes were reported to he General Manager for review on a monthly basis. Tracing unidentified goods to match outstanding consignment claims.Coordinating daily collections from our customer and 3rd party addresses, daily planning of cancelled, refused and damaged consignments, re-routing of wrongly directed consignments without having a cumulative effect to the customer.