Global 3PL Network Build & Logistics Scale-Up for High-Growth Beauty Brand (UK/US/EU)
Rapid growth outpaced an in-house, manual warehouse operation, creating capacity strain, inconsistent pick/pack performance, and limited scalability to serve UK, US and EU demand. Inventory visibility was fragmented across systems, inbound/outbound SLAs were not consistently measured, and recurring fulfilment issues threatened customer experience and peak readiness. The business needed a scalable 3PL operating model with clear controls and accountability fast, while maintaining standards.
Designed the target logistics operating model and led the end-to-end transition to a multi-region 3PL network. Ran requirements capture, onboarding and go-live planning; built SOPs, process maps, SKU/data standards, and training packs; defined SLAs/KPIs with reporting dashboards; and ran governance (QBRs, weekly performance reviews, issue/risk logs, and RCA-led continuous improvement). Managed stakeholders through hypercare, including cutover testing and escalation paths.
Delivered on-time 3PL go-lives across UK/US/EU and migrated fulfilment from manual in-house to a scalable network. Implemented measurable SLAs/KPIs, regular reporting and structured performance management, improving service control and visibility of inventory health and backlog. Reduced operational risk during growth and peak, improved reliability and stakeholder confidence, and created a foundation for ongoing cost, speed and accuracy optimisation, enabling faster issue resolution at scale.
EU Freight Cost Reduction & Post-Brexit Sample OTIF Recovery for UK Manufacturer
Energy crisis-driven cost inflation (fuel and carrier surcharges) exposed margin bleed on customer deliveries, particularly EU lanes, with limited visibility of true cost-to-serve by customer and shipment type. Freight rates lacked competitive tension and governance, while post-Brexit customs and documentation friction disrupted EU sample shipments, causing delays, failed deliveries and poor OTIF. The business needed rapid cost control and a repeatable, compliant EU samples process.
Energy crisis-driven cost inflation (fuel and carrier surcharges) exposed margin bleed on customer deliveries, particularly EU lanes, with limited visibility of true cost-to-serve by customer and shipment type. Freight rates lacked competitive tension and governance, while post-Brexit customs and documentation friction disrupted EU sample shipments, causing delays, failed deliveries and poor OTIF. The business needed rapid cost control and a repeatable, compliant EU samples process.
Cut EU freight shipping costs by ~50% through re-tendering and tighter rate governance, protecting margin during sustained cost volatility. Improved visibility of delivery cost drivers and enabled corrective actions on loss-making lanes/customers. Stabilised EU sample shipments by reducing customs-related failures, rework and delays, improving OTIF and customer experience. Strengthened forwarder accountability with clearer SLAs/KPIs, reporting cadence and faster exception management.
ERP Implementation & True Cost-to-Serve Enablement for High-Growth Beauty Brand
Rapid growth exposed limitations in legacy tools and fragmented data across operations, stock, logistics and fulfilment. Key decisions (replenishment, pricing, freight mode, market expansion) lacked a consistent “single source of truth,” and landed cost / cost-to-serve inputs (FX, freight, duties, fees) were not structured end-to-end. This created inconsistent reporting, manual workarounds, and reduced confidence in margin and inventory visibility across regions and channels.
Led operations-side requirements and build for a new ERP with the implementation partner, aligning workflows across planning, commercial and finance. Defined the target data model and processes for SKU setup, inventory controls, inbound/outbound transactions, fulfilment flows, and logistics cost capture. Built and embedded true cost-to-serve practices: landed cost components (currency, transportation, duties/taxes, accessorials) and governance for how costs are maintained, approved, and reported
ERP setup tailored to company's specific operational needs, improving inventory visibility and standardising logistics/fulfilment processes in one system. More reliable landed cost and cost-to-serve reporting by structuring FX, freight, duties and fees into a repeatable model—supporting better margin decisions and clearer cost accountability. Reduced manual reconciliations and improved cross-functional alignment through defined data standards, SOPs, and consistent reporting baseline post go-live.
Inbound Freight Tender & Mode-Mix Optimisation for High-Growth Makeup Brand
Inbound freight was heavily reliant on air due to growth-driven stock pressure, order volatility, and limited forward planning, resulting in high logistics cost and margin erosion. Carrier rates lacked structured governance, accessorials were inconsistent, and service expectations weren’t clearly measured. The business needed a full inbound freight tender plus tighter demand/commercial alignment to stabilise ordering and reduce air dependency without risking availability.
Built lane/volume and cost baselines and defined tender requirements (service levels, lead times, consolidation, accessorial governance). Led the RFP and carrier selection: issued bid packs, evaluated proposals, negotiated rate cards/surcharges, and implemented SLAs/KPIs with QBR cadence and exception routines. Partnered with commercial teams to tighten ordering discipline and stock positioning, using clear mode rules (air-by-exception) and consolidation/booking triggers.
Reduced annual air freight volume from ~70% to ~9% by stabilising ordering and shifting the default mode to sea/road with clear escalation criteria. Achieved ~40% inbound freight cost reduction through re-tendering, better rate governance, and improved consolidation. Improved visibility and control of inbound lead times and cost drivers, strengthening service reliability while protecting stock availability and supporting continued growth.