James Maloney

As the Global Operations and Development Manager of Logistics, I am primarily accountable for managing inbound stock movements, of approximately 126 million units per annum, from origin through to UK distribution centres. I successfully reduced suppliers by 60%, resulting in a cost-saving of £3.5million (15%) through proactively managing tender processes for supplier and global freight supplier costs. I have formulated and implemented effective reporting structures for weekly and monthly KPI reports and dashboard updates, resulting in transparency of costs and actions with the supply chain for all brands. Additional achievements and responsibilities include · Establishing and coordinating offshore DC operations, in US and Singapore, and implementing best practice processes for direct movement of goods from origin to overseas markets, reducing UK DC throughput by 14% and achieving 2% improvement in franchise and wholesale margins · Identifying opportunities for further development in value chain through to supplier, resulting in baseline saving of £13 million · Implementing a development road map for supply logistics team detailing fixed supplier review dates and cost benchmarking periods

In this role, I have been responsible for establishing a customer service and production team to focus on delivering current information into the business and its customers and realigning the business RACI model to promote and coordinate accountability of processes within key areas of the business. Through reviewing freight forwarder and DC practices, I identified and implemented processes to reduce time from arrival to dispatch from 5 weeks down to 2 weeks. Additional key deliverables include · Identifying and implementing efficient critical path management and vendor planning practices · Establishing a KPI framework targeted at vendor performance, encompassing development, margin and delivery · Implementing comprehensive vendor and delivery compliance guideline for each customer Furthermore, I effectively restructured the team, resulting in time-in-full from 60% to 93%.

I played an integral role in the establishment of a Global S&OP process, ensuring accurate reporting and prompt follow-up actions, resulting in £8 million in savings in addition to $70 million in cash flow benefits. Through sourcing an effective work package strategy, I achieved a £30 million annual cost reduction associated with purchase and delivery of products. Furthermore, I was accountable for · Collaborating with logistics team to review offshore warehousing opportunities and shipment routes · Establishing and cultivating working relationships with key suppliers, aligned with business strategy · Developing single sourcing organisation and process across UK and US · Identifying and establishing a dynamic sourcing strategy aimed at supporting demand plans and targets of the global business · Developing single materials management and costing team across UK and US · Formulating and enforcing KPIs for both internal and external business relationships

I was accountable for managing the supply chain function within the project team, in collaboration with key stakeholders. I identified and drove functional design decisions, ensuring alignment with business requirements.

In this role, I was responsible for managing and coordinating manufacturers and logistics capacities to satisfy biweekly demand forecasts as well as providing essential support to global planning teams to reduce inventory and improve stock turn. Furthermore, I was tasked with · Proactively identifying and establishing new supplier relationships and efficiency opportunities which included CFS usage and direct shipments to wholesale customers · Developing fundamental resources in country to manage growth in line with company targets in addition to the allocation of product in accordance with Indian Business Strategy · Meticulously managing budgets across local office functions in addition to allocating developments and production to suppliers · Identifying and providing growth opportunities and mentoring for local management team · Collaborating with local Indian retail operations to manage forecast and supply

As a Consultant in Sourcing and Supply Chain, I critically reviewed the current supply chain to identify and implement best practice throughout the group. Responsibilities included · Improving the margin management process to support strategic margin aspirations, resulting in cost management from design concept to final delivery point · Establishing key performance measurements for supply base and supply chain, ensuring capacity aligns with demand · Critically analysing supply base to identify key suppliers and potential product resourcing to maximise quality and achieve service and financial targets and implementing a 3 year strategic business sourcing plan, enabling group to achieve financial targets.

In this role, I achieved a 15% reduction in logistics costs through implementing quarterly reviews and benchmarking review of third-party transport suppliers. Additionally, I delivered 20% in annual savings through the review of company’s third-party warehousing utilisation and partner agreements. Furthermore, I · Negotiated revised supplier terms to reduce stock holding and improve lead times and realigned stock holding and purchase polices, resulting in reduction in seasonal discounts · Established devised and implemented a Corporate Social Responsibility policy · Effectively managed project team to realign project with stipulated schedule and deliver on agreed launch date

I was hugely successful in this role, achieving the following · Delivered an annual saving of £750,000 through enforcing new best practices for the use of international couriers · Reduced lead order times by 15% through implementing raw material and production planning models · Decreased air freight costs from 15% to under 6% per season through scheduling improved supply management processes · Improved delivery performance from 70% to 90%, on time, in full, through reviewing the supply base and identifying non-performing suppliers and enhancing working relationships with key suppliers

In this role, I restructured product sampling process to achieve a company target of 90% of initial development, meeting brand expectations on quality and cost. Furthermore, I implemented revised policies at supply base, reducing handling times and costs in the UK, adding 1% to margin. I effectively managed a purchase budget of £30 million for multiple brands and established and managed sourcing strategy for the Asian division.

As the Global Operations Manager, I developed effective working practices ensuring flow of information was promptly and accurately distributed to all business areas. Through pro actively identifying opportunities in buying and cost practices, I achieved a reduction in retail prices, increasing gross margin by 10%. I delivered group annual saving of £600,000 through introducing a logistics services provider. Furthermore, I improved delivery times 30% by implementing a tracking process which monitored initial business areas of potential concern.

In this role, I was responsible for achieving · Reducing returns by 20% and maintaining the company margin through establishing new sources, allowing for improved quality levels · Increasing prompt delivery of samples and bulk production by 50% through implementing multiple pre-approval and approval processes for supplier and buyer · Reducing inventory through renegotiating purchasing minimums and enhancing repeat lead times · Collaborating with QA team to introduce product standardisation and improved fit, reducing lead time approval process