Russell brings over 25 years of E-Commerce & Supply Chain, Systems Implementation and Supply Chain Improvement across the Transportation & Logistics sector. His specialist skills in IT, Business Improvement, E-fulfillment, E-Commerce design, development and market implementation have been the foundation of his success in leading transformations.
Experienced with LEAN Process Improvement Frameworks, S&OP for Supply Chain and Six Sigma methodology, Russell is a vastly experienced leader with a strong reputation for efficiency realisation. He is proficient in all facets of Business Technology, E-Commerce Project & Program Management, Business Requirements Specification, Client Relationship Management & International Logistics Management.
Supply Chain Design
A growing Small Medium retailer in the Australian market, was looking for ways to improve their overall Supply Chain. This included product sourcing from overseas, (Asia and U.S.) , plus warehousing in Australia, and distribution across Australia, New Zealand and Pacific Island markets. The analysis undertaken and solution concepts developed, allowed the business to source more efficiently, to reduce their inventory holdings and provide an Omni-channel model. This meant that available stock was always balanced for both store retail and online sales. The project also enabled the phased closure of the New Zealand warehouse, greatly reducing running costs, and freeing up capital for more strategic business expansion.
Business Process Improvement
A leading Trade Services Franchise in the building industry was struggling with internal structures and process. This was leading to lost customers and lost revenue. The analysis and engagement quickly identified root causes in the systems and communication areas. A simplified team-based project management platform was implemented, supported by a structured communication framework. This included daily huddles, weekly team meetings and a weekly “tool box” session in each of the workshop/warehouse locations. In this instance, Management already knew what they needed to do, but disorganisation and being too busy “fire-fighting” had crowded out the priority of fixing broken systems and processes. Within 2 weeks of the engagement, the business had turned the corner, and by the 2nd month was posting positive results and on an upward trajectory.
Software System Replacement
A large QLD based Construction firm had outgrown its legacy systems. They had been operating on a disparate collection of excel spread sheets, and an out-dated, out of support accounting system. This engagement required sensitivity to business change readiness, and very careful planning to stage the migration to newer technologies. Of paramount importance was to avoid business disruption, and ensure all stakeholders were engaged and ready for the journey. The system renewal pathway included, moving to cloud based infrastructure, implementing new platforms across the business, and renewing both Project Management (PM) and Finance systems. Engagement scope included defining requirements, managing RFP and Vendor shortlisting, plus implementation support. The migration to new systems in carefully staged manner, with phased approach, has been transformational for the business.