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Work Background
Standby Consulting LimitedOut-Sourced Management Services
Oct. 2022 - Jun. 2024BahrainConsulting team member, specialising in Business Continuity, providing standalone services and supporting senior consultants in relation to document reviews and processes, advising updates ensuring compliance in line with ISO standards and local legal and regulatory requirements. ● Data Capture Tool Development: Designed and developed innovative data tools to streamline and enhance the efficiency of future compliance data reviews
● Internal Evaluation: Developed and conducted workshops, exercises and tests to assess internal compliance capabilities
● Data Gathering: Conducted one-to-one and group interviews to gather valuable insights for compliance analysis.
● Document Consolidation: Compiled and organised regulatory, Company Strategy, Governance and Policy documents into concise and accessible formats.
Colin Bull SPCDirector - Out-sourced Operational and Management Services
Sep. 2019 - Mar. 2022BahrainOffering strategic leadership, empowerment and direction to achieve sustainable business growth through strategic planning, operational excellence, revenue optimisation, and effective people management
● Company Founder: Establishment of a company from the ground up, overcoming significant challenges in a dynamic business environment. ● Client-Centric Approach: Maximise client satisfaction by providing comprehensive management / operational services in purchasing, logistics, warehousing, supply chain, accounts, HR, and administration.
● Efficiency and Cost-Effectiveness: Identify areas for improvement and implement best practices to streamline processes whilst saving time and reduce costs and waste
● Systems Implementation: Contributed to the successful implementation of new student admissions, payroll, finance, and HR systems at a renowned, internationally recognised local school.
Aujan Industrial SolutionsSupply Chain Manager
May. 2017 - Jul. 2019Bahrain and Saudi ArabiaOptimised decision-making processes by developing comprehensive reports for the CEO and CFO. Directed a wide range of operational functions including inventory, procurement, logistics, and warehouse management. Strengthened internal controls and increased operational efficiency through the Implementation of an ERP system. Introduced departmental, fit for purpose, KPIs to track performance and identify areas for improvement and drive continuous improvement.
● Executive Recognition: Received commendation from executives for successfully reducing inventory levels, increasing stock turnover, and minimising costs. Initiated cross functional departmental working groups. ● Revenue Growth: Instrumental in driving significant increase in business turnover from 60M SAR to 120M SAR within 1 year. ● Performance Enhancement: Improved staff performance by fostering empowerment, empathy and teamwork and implementing effective motivational strategies.
● Cost Reduction: Achieved a 30% reduction in logistic costs and a 9% decrease in inventory value through strategic demand planning.
● Relationship Building: Cultivated strong and collaborative relationships with key suppliers resulting in improvements within supply chain process and cross fertilisation of knowledge within internal departments clients.
● Inventory Management: Managed a substantial inventory valued at US$ 5.8 million distributed across one central warehouse (2000m²), and three smaller satellite warehouses.
Micro Cadd ServicesOperations Director
Jan. 2002 - Aug. 2016Ensured successful delivery of logistics and projects. Designated leader of the company ISO accreditation ensuring continuing compliance and improvement. Managed and aided the accounts functions, assisting and guiding the cash flow planning including cost management, budgeting, P&L statements, debtors and creditor management, audit accounts, and bank interface. Administered key HR functions, such as welfare, payroll, disciplinary, benefits, compensation, leave, attendance, processes and procedures for over 70 employees. ● Revenue Growth and Profitability: Recognised by senior management for significantly increasing company revenue from $0.5M to $6.5M accompanied by an 18% rise in profitability.
● Government Relations: Served as the primary point of contact for government departments, including Ministry of Interior, Ministry of Commerce, BCCI, visas authorities, GOSI, and LMRA.
● Large-Scale Procurement: Successfully managed three major procurement contracts valued at a total of US$8.9 million, from sourcing to delivery, to meet the needs of end users in Iraq.
BMMILogistics Manager
Jul. 1998 - Dec. 2001Responsible for the day-to-day operations of a large-scale, multi-temperature warehouse facility spanning 4,000m2 and accommodating 5,000-pallets. Managed a team of 72 staff and inventory valued at $5.5m operating within an annual cost budget of $2.5m and handling an annual through-put of 4 million cases on 32,000 deliveries. Implemented relevant monthly KPI’s to drive cost reductions and developed new reports for performance measurement and monitoring. Leading to successfully providing enhanced logistics services and warehouse operations for four divisions including foods, dry goods, liquor and a $2m per annum procure and supply contract to the US base and 5th Fleet US Navy ● Inventory Optimisation: Maximised stock turnover, reduced excess inventory over 90 days while maintaining a 99% stock availability rate, resulting in decreased stock holding.
● Cost Savings: Implemented a refined forecasting and ordering system, resulting in $0.5 million in savings within the first six months due to reduced stock holding.
● Government Relations: Strengthened relationships with key local government departments
Rugby JoineryWarehouse Manager
Dec. 1997 - Jun. 1998Sheffield, United KingdomOne of three warehouse managers reporting to the National Distribution Centre Manager. I assisted in the co-ordination of a major operational project to change to an 180,000 sq.ft. high bay warehouse from manual to computer-driven operation. Implemented the latest computer technology with narrow aisle racking systems and real time computer information. Managed a shift of three supervisors and 30 warehouse operatives. Key achievements:
• Introduced and installed new procedures to ensure daily accurate recording and control.
• Improved shift productivity by increasing the picking rate.
• Identified areas of operational weakness and redesigned operational practises. • Sourced specialist M.H.E. equipment.
• Introduced training plans to develop all subordinates.
• Recruitment and Discipline as required.
Peter Lane GroupWarehouse Manager (3 Month Contract)
Oct. 1997 - Dec. 1997Pontefract, United KingdomReporting to the Operations Manager, I was recruited on a three-month contract to manage a high-pressure operation through a critical time period (pre-Christmas peak orders) to ensure customers received superior service through effective daily planning. Managed 30,000 sq.ft. floor based warehouse, with staffing across four shifts with two supervisors. Key achievements:
• Revised warehouse layouts, procedures and shift patterns.
• Introduced productivity monitors. • Developed existing personnel to enhance supervisory capacity and engender proactively. • Improved communications between the warehouse and all other departments.
• Supervised two radial depots to ensure that their service into the customer is maintained at the highest level.
• Effectively plan daily throughput ensuring that the operation is cost effective and efficient.
• OnTime daily trunking operation to Southern sister depot in.
Hays Retail Support ServicesContract Manager
Mar. 1997 - Aug. 1997Derbyshire, United KingdomReporting to a Key Account Manager, responsibilities include the management of a P & L account with revenue for year-end June 1997 of $1 million. This revenue was for an operation that encompassed 11,000 sq.ft. high bay racking warehouse with additional 15,000 sq.ft. floor based. The operation serviced 248 stores UK wide with collection and delivery lead times ranging from same day to 1 week or more. Key achievements:
• Compiled budget for year-end June 1998.
• Close liaison with the Customers Head Office, Customers Project Managers, Retail Store Duty Managers, and all internal departments.
• Leadership, guidance, and training needs of all personnel (20).
• Improved methods of working, effective deployment of labour force.
• Recruitment and disciplines.
• Introduction of Key performance indicators.
BOC Distribution ServicesContract Controller
Apr. 1992 - Mar. 1997Yorkshire, United KingdomSome of the key achievements and responsibilities included: -
• Set up a new reporting mechanism to ensure timely POD’s were maintained (8,000 orders per month from 7 depots)
• Member of the Senior Operational team to review performance of each depot.
• Set up a new contract in a 45,000 sq.ft. ambient warehouse that was to service 108 retail outlets.
• Recruitment of staff.
• Introduced KPI’s.
• Devised operational processes and procedures.
• Managed a team of over 250 staff within a warehouse operation of 90,000 sq.ft., dry and chill.
• Set up working practises to be later accredited with BS 5750.
• Reported on all the variances to the budget.
• Communication with Customers Head Office and Senior Management.
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