If transport costs are rising, deliveries are delayed or your warehouse partner needs constant follow-up, I can help identify the causes and define practical improvements. You can start with one specific challenge: a route, carrier, process or 3PL relationship.
You do not need another general report. You need to know what is driving the problem, what to prioritise and how to make the improvement last.
Transport costs keep rising, the network has grown complex or the full supply-chain cost is difficult to see. I review flows, tariffs, cost drivers and service choices to identify practical savings and smarter ways of working.
Outcome: lower cost, less waste, better flowWork depends on individuals, routines are unclear or an improvement project has stalled. I create practical processes, ownership, KPIs and project structure that teams can use after the assignment ends.
Outcome: clarity, control and repeatabilityService levels are inconsistent, communication is reactive or the supplier relationship lacks direction. I strengthen governance, SLA and KPI follow-up, escalation routines and long-term collaboration.
Outcome: accountability and stronger performanceFor a logistics problem or a decision where you want an experienced perspective. Receive a focused review of your question and recommendations for the next steps.
For rising costs or transport rates and terms that need reviewing. Receive an assessment of cost drivers, opportunities for savings and priorities for action.
For unreliable deliveries, unclear processes or difficulties with a warehouse and logistics partner. Receive an analysis of the causes and a practical improvement plan.
Consultations have a fixed fee agreed in advance. Project fees are quoted individually once the scope is agreed.
My approach combines operational experience with Continuous Improvement. I follow the flow, test assumptions against data and focus effort where it creates the greatest effect.
Map transport and warehouse flows, service commitments, stakeholders and handovers.
Use data, KPI patterns and Root Cause Analysis to separate symptoms from the real issue.
Identify the vital few changes that can create the greatest effect on cost, service and stability.
Deliver a prioritised roadmap, management summary and concrete next steps.
I have worked on both sides of the table: inside global manufacturers and pharma companies, and within a leading 3PL. That perspective helps me see the whole system — operationally and commercially.
Transport costs had increased. My review found that transport contracts had not been reviewed for eight years. Rates had risen automatically without notifying the company, leaving the increases outside its cost control.
I analysed costs and reviewed transport rates and contractual terms across all international inbound routes the company used at the time. Following tariff negotiations, the updated rates were used to recalculate annual transport expenditure.
The recalculated annual cost was 47% lower. This formed the basis for the transport budget for the current and following year. The figure covers international inbound transport and represents a calculated annual budget reduction, rather than a claim of realised savings over a completed year.
Examples from my previous professional roles. Company names below indicate employment experience.
I am a senior logistics and supply-chain professional who brings structure to complex flows, finds the commercial leverage and connects people around a workable solution.
For more than 15 years I have worked across international transport, inbound and outbound logistics, regulated supply chains, sourcing and 3PL governance. I understand both the operational reality and the supplier side. My strength is not only identifying what is wrong, but translating analysis into priorities, routines and decisions that people can act on.
After many years in logistics, I am still driven by the same question: how can this flow work better? I am energized by finding smarter routes, uncovering new opportunities for improvement and turning complex logistics challenges into measurable results — stronger performance, lower costs and greater customer satisfaction.
“I turn scattered data, recurring friction and unclear ownership into a system people can understand — and improve.”
Up to 50 minutes to clarify your challenge, its scope and the outcome you want. A general description is enough; no detailed reports are needed in advance.
During the conversation, we agree on any additional information needed. Within 24 hours of the conversation and receipt of that information, I send a proposal covering scope and cost. Data analysis and recommendations are part of the subsequent paid assignment.
Book an initial conversationUse the form below to prepare your meeting request, or email me directly. We will agree on a suitable time together.
The first conversation is free and lasts up to 50 minutes. We clarify your challenge, its scope and your desired outcome. We agree on any additional information needed, and I send a proposal covering scope and cost within 24 hours of the conversation and receipt of that information. Analysis and recommendations belong to the subsequent paid assignment.
I examine the relevant flow, performance data, costs, handovers and supplier arrangements. I identify likely root causes and propose practical priorities and next steps. The exact scope is agreed before the work begins.
It depends on the size of the operation, the question to be answered and the information available. We agree on the scope, timeline and deliverables for each assignment.
For the first conversation, a general description of the situation and what you want to improve is enough. No detailed reports are needed in advance. During the conversation, we agree on the information needed to define the paid assignment.
Yes, where it fits the assignment. We can agree on support for priorities, routines, supplier discussions or performance follow-up after the review.
Describe your challenge in a few sentences. We can start with one route, carrier, process or logistics partner.
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