Logistics Manager CV — ATS-Optimised Guide

Logistics Manager with experience in high-throughput warehousing and distribution, leading end-to-end operations from inbound receiving through pick, pack and dispatch. I focus on KPI-driven performance such as service level, OTIF/OTD, perfect order rate, stock accuracy and damage reduction, reported through daily shift dashboards. I have operated within WMS environments including SAP EWM and Manhattan Associates, ensuring accurate tasking, slotting logic and inventory integrity across peak and off-peak demand. I deliver operational improvements using Lean 5S, Kaizen and structured root-cause analysis to stabilise performance and improve customer experience.

In previous roles, I improved service reliability by targeting dispatch timeliness, carrier handover accuracy and dock-to-stock performance, using real-time WMS reports and shift KPI packs. For example, I raised on-time delivery (OTD) by 2–3 percentage points by tightening cut-off times, aligning labour plans to planned order waves and reducing rework from scanning errors. I also controlled operating cost by monitoring productivity (lines/hour), overtime drivers and batch efficiency, then adjusting staffing and workflow to protect throughput without sacrificing quality. These improvements were validated through measurable outcomes such as reduced picking error rates, lower damage in transit and improved perfect order rate.

I lead WMS processes covering goods receipt, putaway, replenishment, pick strategies, packing workflow and despatch confirmation, ensuring the system accurately reflects physical reality. My approach includes maintaining master data quality (SKU dimensions, locations, carton/pack rules) and strengthening cycle counting plans to protect stock accuracy. I support configuration and day-to-day change control in tools such as SAP EWM or Manhattan, working with IT or supply chain systems teams to test logic changes before rollout. Where applicable, I also coordinate training and governance so supervisors and warehouse operatives use the system consistently, reducing manual work-arounds and preventing error cascades.

I coordinate transport activities by aligning order readiness with loading schedules, carrier collection windows and route capacity, ensuring the site can meet customer commitments. I track transport KPIs such as on-time collection, OTIF/OTD, claim rates, and damage frequency, then run corrective actions through daily exception reviews. Where organisations used TMS and planning tools, I supported manifest preparation, allocation, and carrier selection using service and cost criteria. This makes it easier to balance urgency and efficiency, particularly during promotional spikes, seasonal peaks or multi-site fulfilment.

I use Lean tools to remove waste and stabilise flow across the warehouse and distribution network, with structured routines such as 5S audits, Kaizen events and visual management. I lead daily shift huddles around KPIs, then conduct root-cause analysis (e.g., 5 Whys) for recurring issues like picking inaccuracies, staging bottlenecks or poor labour productivity. I coach team leads and supervisors on standard work, escalation routes and continuous improvement, ensuring issues are resolved quickly and behaviours are consistent across shifts. These methods have delivered sustained productivity gains, improved quality outcomes and smoother operations during changeovers, audits and peak periods.