Arranging all out-bound transport to UK and European sites, supporting shipping of containers tooverseas projects. Built functional relationships with Project Managers, Customer sites andrelevant transport providers. Vastly improved tracking and monitoring of outbound shipments by modernising thecompany’s transport booking system, utilising online systems of both pallet hauliers andpackage couriers, training associated staff in usage. Identified ways to reduce transport costs by consolidating shipments and avoiding morecostly despatch options by converting the company’s despatch records onto computerisedsystems, thus enabling better analysis of costs and opportunities. Delivered shipping containers of solar materials to multiple Project Sites in Kenyaincluding Williamson Tea, International Centre of Insect Physiology and Ecology and theGarden City Mall in Nairobi. Obtained shipping quotes, produced commercial documents,prepared loading plans and supervised the loading of UK based containers. Successfully co-ordinated the delivery of solar materials to commercial rooftop sites andarranged the availability of suitable off-loading and lifting equipment for out of normal hoursoperation. Customers included Sainsbury’s, Asda, B&Q and IKEA. Achieved 90% reduction of water usage, by identifying leakages and other inefficienciesin one unit, having taken responsibility for monitoring the use of utilities at the Warehouse.

Directing prospective customers to relevant departments, providing information on the optionsavailable to them. Deputised for the Departmental Manager during scheduled absences. Improved coverage in cases of staff absence by examining pending workloads and preemptively engaging all team members to provide support in an equitable manner.

 Drove improvements in warehouse efficiency by developing a new KPI (box-fill report) byidentifying stores that could be replenished less often without compromising in-storeavailability thus reducing inefficient despatches. Improved picking performance in the promotional warehouse from <80% to over 95% bydevising a new KPI (completions report) that highlighted performance issues and directedthe investigation of unrecognised system flaws.

Managed a team of up to four direct reports that organised the printing of dummy displaysleeves for entertainment product and also arranged the distribution to stores of other nonstock display items. Produced monthly cost reports, year-end forecasts and the prepared of the annual budgetfor the SWOP (Selling With-Out Product) function. Recruitment and training of new staff to meet the growing needs of the department. Out-sourced the SWOP pick and despatch operation to an external company, agreedworking practises with both the picking and transport delivery companies. Out-sourced the handling of certain POS (Point of Sale) activity to the primary transportdelivery company as that activity out-grew site capacity, developed system spec inconjunction with IT and transport company.