LinkedIn Profile Optimisation for Logistics Managers

I run logistics performance through a structured KPI rhythm, ensuring the warehouse and transport teams align on the same targets each shift and each day. Using WMS Manhattan, I manage execution against service level, pick/pack integrity, and exception queues, then translate the results into clear actions for the next planning cycle. I use SAP EWM to support inventory visibility and operational consistency—especially where stock movements, staging, and replenishment need tight control. The approach is measurable: protect 99%+ service performance, monitor OTD trends, and drive down recurring root causes using practical RCA templates and follow-up audits.

During peaks, I prioritise operational stability over short-lived “throughput spikes” by tightening controls around labour scheduling, wave planning assumptions, and staging discipline. WMS Manhattan reporting helps me detect where orders are aging in the process, which supports targeted coaching and process adjustments. I also review accuracy drivers such as slotting, bin integrity, and replenishment lead times so the DC keeps moving reliably. The outcome is a repeatable plan that sustains performance when volume rises, without eroding quality or increasing late dispatches.

I design fulfilment flow to reduce friction between receiving, storage, picking, packing, and despatch—because delays in one area usually surface as service-level failure elsewhere. With Manhattan WMS, I oversee operational settings that govern how stock is staged and picked, then I check exception patterns to pinpoint where accuracy and speed diverge. Inventory exception management is a core discipline: I analyse cycle count variances, investigate mis-picks, and use the WMS to tighten stock visibility at the location level. These actions support stronger OTIF outcomes because fewer wrong or delayed lines reduce the need for costly rework.

For continuous improvement, I embed Lean routines such as 5S in picking zones and Kaizen events focused on high-friction steps like replenishment timing and pack-line handoffs. I track productivity and accuracy using operational metrics tied to WMS outputs, then compare performance week-on-week to validate that changes deliver sustained gains. Where appropriate, I run training refreshers for standard work and use process checklists to keep new and temporary operators performing to standard. This combination of system-led control and people-led improvement is what maintains high service levels at scale.

Transport performance affects the whole fulfilment promise, so I treat it as a managed system rather than a last-mile afterthought. I oversee carrier and lane performance using transport KPIs such as On-Time Delivery (OTD), cost-per-delivery, and variance between planned vs executed collections. With a £2M transport budget, my focus is balancing service reliability with cost efficiency—so decisions are justified by data and not intuition. I also coordinate with the warehouse planning team to align cut-off times, shipment waves, and dispatch readiness so late collection rates don’t cascade into missed deliveries.

Where routing and capacity assumptions need revision, I apply structured planning and scenario testing to protect service levels. Even when the underlying tooling is TMS-led, the management principles remain consistent: monitor lane trends, address bottlenecks, and implement corrective actions based on root cause. I communicate trade-offs clearly to stakeholders—what changes, why it changes, and how we’ll measure the effect. The result is a transport operation that supports a measurable 98%+ OTD performance while staying within budget boundaries.

I lead a warehouse team of 60+ operators by combining clear standards with practical coaching and visible performance management. My approach is to cascade targets—service level, throughput, and quality—then translate them into shift-level priorities the team can act on. I use WMS data to run brief, specific conversations during daily huddles so actions are grounded in real operational evidence rather than general feedback. This keeps engagement high while ensuring every shift is measured against the same operational definition of “good”.

To sustain results, I invest in capability building around standard work, problem-solving, and continuous improvement habits. Lean 5S and Kaizen are reinforced through training, routine audits, and small-team ownership of improvements. I also manage resource planning for peaks, ensuring the labour plan matches the forecast and that temporary staffing is onboarded to meet process standards. When teams see performance improvements tied to outcomes like 99.2% service level, the culture becomes self-reinforcing and performance becomes easier to maintain.