Simon P. Email & Phone Number

Emea

Blue Yonder (Formerly Jda Software) http://www.jda.com May 2017 - Current Businesss Consultant – TMS (Transport Management System) - EMEA region As Business Consultant for TMS(Transport Management Systems) within the EMEA region, I am responsible for the implementation and upgrade of TMS software for both SaaS and On-Prem customer solutions which encompassed:• Participate in business process analysis/design, construction, validation, and deployment phases of the project• Prepare and deliver presentations for user, management, and executive level audiences• Develop functional specifications of sound design for modifications, interfaces, reports and screens that achieve customers business objectives.• Create and modify procedural and system documentation throughout the project.• Develop and execute test scripts to ensure BY software consistently meets the customer's business objectives• Provide non-technical support during the "go-live" period and primary user support and verifies that the system provides the required business functions and maintains data integrity.• Undertake a supporting functional role whilst attending and contributing to key meetings between the BY project stakeholders, customer stakeholders, and corresponding leadership teams.• Ensures knowledge transfer is conducted with key customer project team• Communicates business cases to PMG and PD regarding customer specific needs related to product functionality and enhancements.

Leamington Spa, Uk

Gideon Hillman Consulting Limited http://www.hillman-consulting.co.uk/ Oct 2015 – April 2017 Project Development Director / ConsultantGideon Hillman are a leading supply-chain consultancy with a 'hands-on' approach to provide and implement strategic and operational solutions through an analytical and practical process, with a strong bias towards resource optimisationMy role was to develop the client base, responding to initial customer enquiries. I would initially meet prospective clients on-site to gain a clear understanding of both their perceived requirements but also where opportunities may lie to further enhance their operational efficiency.• Produce Project proposal including SOW and fixed project cost• Ensure that proposal fully met with Client expectations and update as appropriate• Secure Project sign off and agreed timeline• Selected, assigned and Managed Consultants to the projects with experience and skill set to ensure best fit.• Managed project lifecycle of new and existing projects, ensuring that SOW was achieved within timescale and on BudgetAs project development Director I succesfully achieved a 15% increase in Turnover and 10% increase in client numbers. Additionally we partnered succesfully with other Supply Chain Consultancies where volume or skill set were complemented.In addition to Project Development I also consulted on projects. I was the Project Consultant/lead with Siemens for the roll-out of SMETS 1 smart meters whhich included remote Engineer optimization, Stock holding and distribution and the introdution of RFID technology.

Uk National

Consulted on multiple projects within Warehousing, Logistics and Production environments. Primary responsibilities included advising and working alongside business clients to develop Operational best practice, process re-engineering, consolidation and integration and efficiency cost reduction.

Walsall, United Kingdom

Middleton Paper is an independent, family-owned printing and packaging Paper and Board merchant and converter, offering a complete range of confidential and professional services to its customers. I was appointed to review the existing operation which was made up of a flat sheet wholesale merchanting division aligned to a bespoke Paper and board converting production division and a combined internal/3rd party distribution operation. As part of the review I provided a detailed proposal highlighting the current strengths and weaknesses of operations to include warehouse storage and throughput efficiency, Transport mix and utilisation and mix, transport legal compliance, Production and pre and post conversion product throughput. The following areas were covered within the review and changes implemented as below: • Reel and flat paper store warehouse layout & optimisation. Supported by fully barcoded AS400 stock system• Warehouse and production labour flexibility• Management structure for greater control of activity, costs, service improvement continuity • In-house distribution fleet re-organisation to ensure legislative compliance and service capability• Outbound mix between internal fleet and 3rd party providers• 3rd party contract re-scope and ongoing management • Implemented clarity of outsourced distribution service provision and defined measured KPIs• Health and safety process and procedure • Introduced KPI suite for operational activityAs a consequence of implementing the above changes storage capacity increased by 20%, Staff costs including overtime reduced by 30%, Distribution service was achieved nationwide coverage on a next day basis and multiple same day deliveries were available within a 50 mile radius. Additionally the Transport division ensured legal compliance and Health and safety process was applied throughout the business.

Oldbury, West Midlands

Murray Steel Products is a leading UK supplier of steel plate, profiled plate, structural steel and associated processing services.I was appointed to manage the Tipton and Mill Steels Plate Division operational turnaround project and review the existing Group logistics operation linking 5 operational/production sites in terms of warehouse capacity, throughput and National distribution. As a result I produced a proposal for the rationalisation of the Depot structure which was presented to the Board, accepted and implemented. • Tipton and Mill steels turnaround project:o Implemented optimized operational warehouse processes to deliver high level service capability, efficiency and cost reductiono Worked with sales teams and clients to retain business and grow revenue throughout change programo In-house transport fleet management to best utilise resource availability, implement Management control of personel, fleet cost and legal and H&S compliance.o Redefined 3RD Party Logistics to include outsourced outbound and backhaul logistics provision resulting in 50% reduction in unit cost. Steel store Developed in depth KPI’s to ensure the contract compliance and performance excellence. Performed contract renewal and performane reviews with 3rd party suppliers.• Group Logistics rationalisation project:o Rationalised and implemented logistics network connecting 5 operating/production sites to enable a common approach to material procurement, stocking policy, production capability, warehouse capacity/ throughput, trunking and national final mile distribution• Depot rationalisation project: o Consolidated the logistics operations for the General Steel and Plate divisions within the Sheffield site.o Managed the smooth closure of Tipton depot whilst ensuring continuity of supply and service performance during the transfer of business to nominated group facilities.

Uk Wide

Responsibilities – £10m Logistics budget, 14 sites, 2 CDCs, 171 staff, 91 vehicles across multiple sites• Group responsibility for all logistics and service functions to include Central and Regional warehousing and multi-drop distribution from 14 sites nationally to include 90+ vehicle fleet, outsourced 3pl provision and inter depot trunking.• Flat line management of 15 site transport operations nationally.Included 91 vehicles, 100 drivers and 45 warehouse/transport admin staff.• Responsible for group compliance of operators license, Health &Safety, QHSE and packaging / general waste.• Process Manager and overall budget holder for the procurement of group fleet vehicles, warehouse handling equipment.• Project managed Central and regional warehouse site refit program.Flag ship Achievement • Merged 2 national wholesale businesses storage and distribution operations. Included: o “Hub and Spoke “storage and distribution operationso 15 regional distribution centres (RDCs) o 2 central distribution centers (CDCs) o interfaced additional 3pl solutions for outlying regions cost savings: 15% fleet, 30% trunking, 28% warehousing (£4m), stock reduction of 14%• Introduced additional value added services and new routes to market

Birmingham, United Kingdom

• Management of main CDC site extension, doubling the footprint without impacting ongoing service operation.• Consolidated all external 3rd party storage into extended site saving 8%(£0.8m) in storage costs• Merged existing warehousing and distribution ops with those of acquired Hedsorboard company, saving £1m• Moved South East Operation into 3pl supplier saving 12% distribution costs and 30% reduction in stock holding• Created end-to-end supply chain solution encompassing paper mill, transit storage and wholesaler. Resulted in stock reduction of 40% and 3% cost-saving across the chain• UK representative on the European management team of the parent company Metsa-Serla focused primarily on European procurement and standardization

Birmingham, United Kingdom

Managed Sales Team for Midlands region. Turnover c£10mResponsible for sales strategy, Contract negotiations, Customer liason and Inside/Outside Sales team management.

Coalville, Leicestershire And Uk

gm2 Logistics Ltd (Premier Paper Group Ltd), Coalville, Leicestershire – Director controlled accounts £21m, 3rd part division and P&L, (improved t/o from £0.5m to £3m) • Overall control of procurement across mechanical handling equipment and commercial fleet & fuel, logistical performance, budgetary control and business development • Merger,into a unionised environment,of the previous Premier Paper National Logistics operation into the UK group Logistics company gm2 Logistics. Streamlined to remove 5 depots with a saving of 15% (£1.8m)