Gary Coutts

• Part of a Carrier Team of 8 and involved with business start up of this exciting £78m DHL venture
• Spearheaded and executed comprehensive onboarding and hypercare programs for colleagues which resulted in initial 6 month success of 550 carriers onboarded and latterly of over 800
• Power Bi data models were analysed to effectively reduce carrier churn rate by 40%
• Vendor examples include, AB World Foods, Sainsbury, Colgate, Tesco & Lindt
• Summary :
• COMMUNICATION - Strong Powerpoint skills in developing & presenting the business strategy to vendors & carriers alike via 60 minute pre-planned online Teams calls
• INNOVATION – Designing onboarding strategy, professionally presenting two 22 minute introductions to carrier supply chain consisting of incumbent DHL contracted carriers and new carrier invites
• ANALYSING - Analysing Power Bi data to provide carrier KPI performance reports and targeting carriers to achieve over 90% service transparency
• With orchestrated hypercare KPI's and within three months the 20% pareto of carriers were on target to be compliant whilst on projected growth strategy
• FACILITATING - Facilitating regular face to face KPI performance meetings with carriers and vendors and recently chaired a carrier seminar
• MENTORING - Developed strengths in three direct reports to allow them to deliver onboarding and subsequent carrier hypercare KPI's, identified as platform and driver app efficiency trends, failure trends and continuous improvement plans
• STRATEGY - Assisting in developing carrier strategies to target, attract, onboard and deliver whilst initially identifying and allocating carriers into the Carrier Framework agreement shares as being strategic (30% of the carrier base), core (25%), opportunity (35%), tactical (5%) and exit (5%)
• UNDERSTANDING DATA - Extracting data to design pivot charts and tables to example the trends to both carriers and vendors and thus solutions to the continuous improvement plans to those carriers that were considered as an “opportunity” carrier
• PLANNING - Forecast planning in securing peak demand carriers such as Christmas logistics which confirmed at over 500 daily traction shifts on a pre-procured basis and over and above the normal daily demand
• Performance management planning for an allocated 265 carriers from all areas of the Carrier Framework
• CONFIDENCE - Strong communicator at all levels in order to offer confidence in the new digital logistics approach using the new on line platform and a driver's mobile app
• The business had an initial very fast paced, high volume 12 month transitional DHL growth, however the business and has since slowly settled
• A recent restructure placed my position at risk and I have unfortunately accepted voluntary redundancy

• Southern Region, www.cadentgas.com
  • Dropped into contract's management team and involved with operational support of Southern region working out of London and consisting of 4 secondary stores that were a direct report (30 colleagues) and were serviced by Birmingham National Distribution Centre
  • Summary :
  • PROCESSES - Identifying key areas that would require support within regional depots and implementing continuous improvement plans, thus reducing waiting time for customers at the window by 12%
  • COMPLIANCE - Establishing site safety audits and health & safety initiatives and compliance during COVID pandemic and risk management
  • DOCUMENT DESIGN - Completing a "white paper" based on logistics elements of contract and comparing various vehicle types that could be utilised
  • PERFORMANCE - Establishing monthly team KPI's to monitor staff motivation and working together in order to improve areas that may have demonstrated low scores

• Valley Cross, Rugby www.3m.co.uk
  • Secondment, placed in contract supporting role and my first experience in warehousing, having always been involved with logistics to bay door
  • Not one to shy away from a challenge, I placed myself in front of customer supporting inbound and there was effort and challenges in winning hearts and minds following turbulent periods
  • Summary :
  • PARTICIPATION - Demonstrated enthusiasm to learn and led team of 8 in emptying large supporting warehouse of 6000 excess pallets of various stock and within a penalty laden 8 week time span
  • Also identifying Stock Keeping Units (SKU) that were part of the supply chain and disposing of those that were not including hazardous goods management
  • DEADLINES - Working to extremely tight daily midnight penalty driven deadlines to deliver required SKU's from overspill to the daily operation by 0900hrs
  • SUCCESS - Participated in DHL World Safety Day and developed and constructed a mis-used area of the warehouse into a communications hub
  • My efforts were rewarded with a UK second place Certificate in recognition of outstanding achievements during the project

• Fusion JV, Birmingham
• Fusion was a joint venture drawing from three partners consisting of BAM Nuttal, Ferrovial & Morgan Sindall
• This collaborative team, based in Birmingham were employed as enabling works contractor for central section of HS2 from outskirts of Birmingham to London and their participation is now complete
• DHL supported BAM Nuttal with the logistics part of their tender and at times I was called upon to offer advice and support and assisted in presenting the Network Rail Control Tower solution as benefit to central section of HS2 contract
• This resulted in a 12 month secondment to Fusion
• Summary :
• INCLUSION - Being a recognised senior Manager as part of the Joint Venture and considered a valuable team player
• STRATEGY - Compiled Construction Logistics Strategy which was first (of a large required portfolio of work streams) successfully authorised document to be passed by HS2
• PROGRESSION - Qualified as Transport for London Construction Logistics Plan (CLP) Practitioner (ID00031), which then entailed working in conjunction with Fusion's sub-contractors to compile robust Construction Logistics Plans for each and every site that was being accessed for enabling works
• HEALTH & SAFETY - Assisting other departments such as health and safety & environmental in knowledge sharing and was often called upon to assist them and their sub-contractors with presentations and further content for submissions

• Logistics Control Tower, Milton Keynes
• Haulier Manager within DHL's Network Rail Control Tower contract, value is circa £22m/annum with 80,000 moves being completed by subcontracted haulage companies
• Part of management team of 16 colleagues and one of DHL Supply Chain's prestige logistics Control Towers which fast became exemplar of efficiency and compliance and extremely proud of being part of this existing contract
• Summary :
• TENDERING - Self produced a 500 page tender document for this valuable contract which then resulted in approach from DHL when they were appointed
• PROCUREMENT - Successfully managed approximately 100 hauliers into favourable position and assisted with general procurement processes to negotiate best consolidation deals for the haulier at the best commercial rate for the contract
• PERFORMANCE - Substantial growth through haulier's turnover and volume utilising formal KPI presentations to include growth projections and utilisation by commodity stream, keenly managing key carrier £1m accounts
• SUPPORTING - Examples include appointment 4 key hauliers for London Crossrail Contract and during Network Rail contract there was involvement with the £5.5b Network Rail Swindon Great Western Electrification Project and managing the supply chain on prestige projects such as £897m Reading Station re-modelling
• COMMUNICATION - Chaired a quarterly Suppliers Safe Working Group with Network Rail and this entailed producing the presentation to include any prevalent health & safety issues and was attended from between 10 and 30 invites from across the haulier base
• By example, constructed and chaired a special working at height event which included various institutions including the Road Haulage Association and representation from the Parliament Road Users sub group