Oliver Chidley

Accomplished professional with expertise in network optimisation, change management, operations and compliance. Demonstrates strong capabilities in team management and resource planning, ensuring seamless operations with strong contingency planning. Proficient in P&L management, driving organisational success through strategic planning and execution. Committed to leveraging skills to achieve operational excellence and contribute to future growth initiatives.

Driven and resourceful, with knack for project management and team leadership. High levels success in coordinating cross-functional teams and managing client relationships.

Latest role encompassed management 13 DPD Local Franchised sites with an average headcount of 80 in each. Overseeing their phased acquisition, site closure and integration into the corporate DPD network as part of a wider strategic project. This comprehensive position involved complete oversight, including peak planning, recruitment targets, CRM, maintenance of service levels, cost, profitability, and standards.

Ready to leverage skills to make significant impact any future role.

• IOSH - Health and Safety 2024
• OPEX Six Sigma - Yellow Belt 2024
• TAPA - Facility Security Requirements 2020
• National Management CPC – Currently working towards

Available upon request.

Cycling, Golf

Project Quantum - Route Optimisation and Floor Planning Software (2017 – 2023) 

The largest combined operational and IT change the business had undertaken which saw the business move from a manual planning and driver route optimisation to a forward-thinking AI driven planning tool. Acting as project lead for the DPD Local Brand during the circa 6 years of the project; working with and setting the direction for IT from design, testing and implementation, through to the operations teams where an overhaul of the entire warehouse operations process and procedures. The project changes impacted over 14,000 drivers and circa 700 management across both the DPD and DPD Local Brands with my direct responsibility for the rollout of circa 25% of the workforce across the DPD Local depots., 

Saturn 5 Handheld Device/Driver Delivery App (2018 – 2020) 

A follow-on project to the above which replaced the outdated driver handheld device, migrating all the delivery features over to a new handheld device and then in turn the development of a delivery app that can be downloaded to any mobile device., 

Project Apollo/Challenger – Business Compliance and Process Focus 

The project was tied to my role as Compliance Manager UK South with the sole purpose of reviewing all operating procedures across all business units to both improve and streamline processes and set up functional KPI’s that can be managed and reviewed at all levels. The high level KPI’s from start of the project were focused on loss/damage claims and to bring these down from circa £8M per year. Over the course of 18 months the claims reduced to £3.2M., 

Early Volume – Covid 

Part of a wider team involving both the DPD and DPD Local business units, the hubs, transport and the CRM teams to manage the 30% increase in collection and delivery volumes that we saw due to the pandemic. This was to protect hub finish times with my responsibility over 38 DPD Local sites and circa 15,000 customers. This involved identifying customers which could provide parcels earlier than their scheduled time and then make operational changes at the depots and the transport schedules to maximise the pay off., 

Project 2025 – DPD Local Depot Buy Back (2016 – 2025) 

A Buy back of 85 Franchised depots and integration of the parcel collection and delivery volume and members of staff into the Corporate DPD sites with a circa £130M spend across the 9-year period. Involved from the very start of the project, taking up a key senior role within the Project from early 2021 focusing on operations, retention of both customers and staff as well as profitability until the integration and closure of the site., 

Project Smile – SME Customer Retention (2024 – 2025) 

Aims of the project were to review and improve how new SME customers are onboarded and the services that are offered. A large scale project which made huge efficiency improvements in Sales and CRM functions as well improvements in the collection and delivery operations.