steve milt

Leading the Home Retail Groups backhaul service (Primary Solutions) adding £2.82m profit in 2011 and expanding customer base and services in order to increase to £3.7m in 2012, operating across a number of companies and site Leading the central transport planning function (Control Tower) for all Argos transport via contract management of our 3PL, with an overall transport budget of £71m in 2011 reducing to £65m in 2012 driven by efficiency projects. Support the building and enactment of the Argos Transport Strategic, encompassing a variety of short term and longer term projects that change the shape of our network and fleet in order to reduce our overall operating costs. Through a centralised planning team and 3PL freight forwarder co-ordinated all Argos container movements (circ. 36k per annum) into the country and transport to onward site ensuring daily reprioritising based on stock cover and product availability. Identification and delivery of cross functional and company initiatives including store and home delivery

* Planned and managed the production operation to achieve cost and quality objectives, managed 19 Team Leaders and 150 staff * Serviced 62 regional home delivery depots with a variety of service levels including next/named day service * Achievements include successful cost control, strong health and safety record which has led to a reduction in accidents for the past 3 year and excellent people/management skills.

* Management of all sorter departments, packing, injection, ancillaries, control room and despatch * Managing and supervising over 50 staff., organising appropriate staffing levels, costs and targets that need to be attained

Appointed as General Manager for Homebase’s Swindon Distribution Centre and for all Scotland & Ireland. Responsible for a budget of £12m, leading a site of 250 colleges and managing two major 3PL’s partners. Key contributor as a member of the Distribution Leadership Team in developing, setting and driving the strategic agenda through to operational delivery. Developed and delivered ‘customer obsession’ workshops that were rolled out across all sites to improve engagement and refocus warehouse operatives on the customer. This influenced a culture shift and enabled a greater understanding of the business across the warehouse. Represented Homebase internally at several formal distribution and national group forums such as Health & Safety, Energy and Customer Obsession. Provided updates, advice and debated on various critical areas within the business and shared best practices across the group. Consistently delivered against all financial and service metrics whilst developing and implementing diligent plans to drive continuous improvement.

* Role model transformational leadership and develop a high performing team * Develop and delivery of a site development plan supporting the Distribution Strategy across; IR plan, efficiency and cost * Development of a sustained planning and efficiency mind-set that is customer centric * Budget responsibility of £7m, leading a site of 250 colleagues delivery to 125 stores * Effective management of a strong union through building good relationships and diligent plans

To plan, co-ordinate and implement projects which deliver business and customer benefits. Some examples are; o Irish delivery strategy £2.3m benefit – A programme of work streams which included a) changing configuration of trailer loading b) negotiating better shipping rates across several ports c) changing the delivery times, day and frequency in Ireland o Window Deliveries £1.2m benefit – The introduction of a wider planning window which required direct and indirect negotiation and problems solving with over 730 stores, resulting in a reduction in KM’s, driver hours and fleet. o Demand led Scheduling £3.2m benefit – The formulation of a business case through to implementation which introduced weekend deliveries to our store network. This required co-ordination of a change in delivery schedules to over 730 stores with implications for store colleagues T&C’s. To support these weekend deliveries all distribution centres increase from 15 shifts per week to an 18 shifts week which was achieved through a shift pattern review linked with a national pay deal.

* To develop site plans to enable the DC to meet the forecast workload demands (250million units) * Controlling the site budget of £22 million to ensure departments achieved KPI’s and departmental budgets * Identifying resource and training required and supporting operations through the effective management of WMS * Had overall responsibility for the running of the site for several months (no General or Operations Manager)

DX is a leading independent mail, parcels and logistics end to end network operator in the UK and Ireland (Eire) established in 1975, delivering approximately 200 million items in 2014.DX provides proven next day delivery services for mail, parcels and 2-Man deliveries to business and residential addresses nationwide, for both public and private sector companies. In particular, DX specialises in next day or scheduled delivery of time sensitive, mission critical and high value items for B2B and B2C customers.DX routinely handles goods from etailers, high street retailers including home ware, and a wide range of items from many industry sectors including legal papers, jewellery, optical lenses, pharmacy items and high street fashion. DX is also the preferred provider of the UK Government and foreign embassies for identity documents and visas.

Appointed to lead the Wolverhampton Service Centre, the largest service centre in the network and to support the network development strategy in both IT and Operational areas. Transformed the performance of the Wolverhampton Service Centre, taking them from under performing and bottom tier of the group to mid table. Achieved an annual revenue growth of over £14m and ensured strong cost control to deliver within budget. Oversaw 3PL relationships with over 100 customers including major retailers such as B&Q, Halfords, Toys R Us and worked with new customers such as Amtico, PHS and Soak.com to integrate and utilise their supply chains. Re-engaged and motivated the team, inspiring a change in the culture and attitudes of staff which improved their performance and contributed to the overall successes of service centre. Led various across site example of which are trunking collection synergies and customer service - business intelligence reporting

Higher National Diploma in Management

Level 5 Professional Diploma in Logistics & Transport