Jordan Murphy (CMILT)

GCB Cocoa UK is a dedicated start-up chocolate factory and part of the global GCB Cocoa group. GCB Cocoa is the 4th largest cocoa manufacturer globally. GCB UK specialises in producing high-quality cocoa and chocolate products, serving the UK and European markets.

• Member of the Senior Management Team of four, responsible for leading and running the factory operation, setting strategy and driving business performance.
• Lead the UK supply chain function, covering logistics, warehousing, procurement, and customer delivery.
• Manage sourcing and inbound logistics of raw materials and packaging, ensuring continuity of supply and cost competitiveness
• Oversee warehousing operations, including storage, stock accuracy, inventory management and material flow optimisation.
• Secured a 20% annual saving through strategic renegotiation of external warehousing contracts.
• Manage 3PL transport and warehousing providers to achieve efficiency, performance, and value for money.
• Reduced raw material procurement costs by 5% year-on-year through strategic supplier sourcing and volume optimisation.

O-I Glass is the worlds largest and market leading glass container manufacturer, with over 70 plants across 20 countries.

I am presently responsible for all Logistics activity on site including the management of the onsite logistics provider, the onsite and external warehousing, Logistics P&L, Packaging management, Asset management and supplier relationships.

Since joining O-I;

• I have successfully implemented over £250k worth of year over year cost saving initiatives looking at opportunities to streamline process
• I have taken a failing 3PL service to one of the leading company operations.
• I took on an additional project to oversee and arrange the restoration and repair of the site’s office buildings as well as introducing new tenants.
• Delivered a successful global internal audit for Logistics with no non-conformances
• I managed to negotiate a transport transition with an alternate service provider giving a total transport saving of around 5%.
• Improved onsite H&S, with no LTI’s since I joined.
• Developed and managed a process to ensure stock accuracy is maintained.
• Lead the on site traffic management topic team.
• Built the relationship with the plant to reintegrate the Logistics function as a key strategic partner

As a Logistics Corporal in the British Army, I play a pivotal role in managing and overseeing the training, welfare, and operations of my team. I’m responsible for ensuring my team is proficient in executing logistics operations, managing projects, and maintaining high-value equipment and infrastructure.

• My role also involves overseeing significant high budget accounts and making critical decisions on training and deployment.
• Responsible for maintaining cutting-edge logistics infrastructure and equipment, ensuring operational readiness and longevity.
• Carry out regular inspections and fault-finding procedures, coordinating repairs or replacements as needed to keep equipment in prime condition.
• Ensure all logistics equipment is properly stored, catalogued, and maintained in line with SOP’s.
• Lead and manage logistics projects, ensuring the effective allocation of resources, proper timelines, and quality standards. As part of two major overseas unit moves, I was directly responsible for the planning, coordination, and execution of freight movement for the department. These moves involved transporting large quantities of military equipment, supplies and personnel to a new location. I developed plans outlining transportation methods, timelines, and routes. I worked with transportation officers, senior logistics leaders, and external agencies to ensure smooth coordination of shipping, airfreight, and land transport.
• As part of a multi-million-pound initiative, I was responsible for the rollout of new equipment within the department, including overseeing the inventory management of a large-scale ‘swap over’ project. I handled the inventory management of all new equipment, ensuring that it was properly tracked and logged. This project also involved overseeing the decommissioning of old equipment.