Charlie McClure MSc, CMILT, FCMI

Experience

• 

  British Army

  Jan 2007 - Dec 2011

  - Supported senior leadership team (army board level) ensuring the development of sustainable supply chain management, career management and organisational effectiveness for 19 specialist employment groups covering approx. 15,000 personnel- Ensured ongoing operational capability of 100,000 personnel in over 800 locations worldwide Key Achievements:- Collated approx. 125 different manual paperwork manpower initiatives spanning over 10 years onto one computerised database; thereby creating an accurate career management database for over 1,000 manpower changes and savings- Delivered clear and accurate analytical information which was essential to the impact of government spending review on the defence supply chain management capability, responding appropriately to rapidly evolving goals and political environment- Utilised existing IT systems to share confidential and timely data across defence and keep all senior logistic personnel updated Show less Warehouse & Fleet Manager; August 2004 to January 2007- Served as customer facing operations manager with responsibility for a team of 22 staff and a yearly spend in excess of £1m- Held accountability for fleet management of warehouse and delivery vehiclesKey Achievements:- Created a lean system for vehicle parts replacement which increased both efficiency to customer and vehicle availability; resulting in reduced delivery delays- Introduced new working procedures for all employees which increased workflow and reduced duplication of tasks- Delivered Supply Chain Management training to staff which increased efficiency by supporting the implementation of full correct procedures and provided enhanced personnel development which generated staff promotionsStore Manager; July 2002 to August 2004- Responsible for the provision of high quality logistic support for a military unit operating a wide range of plant machinery- Coordinated services provided by various civilian agencies and led a complex team comprising both military and civilian staff- Accountable for ensuring availability of spares in adherence with multiple SLAsKey Achievements:- Effectively identified financial wastage and negotiated with new suppliers which resulted in a saving of over £20,000- Introduced improved control measures for purchasing vehicle spares which significantly reduced risk and improved availability- Achieved improved civilian working attendance via HR Dept. and Union participation and by changing working practices Show less - Led an operational division with over 5,000 personnel and budgeted spend of £20m+ per year- Fulfilled the role of senior advisor on supply chain management, FMCG and logistic information systems issues to managers at all levels, ensuring full operational compliance to SLAsKey Achievements:- Led planning team which successfully equipped 7,500 military and civilian personnel for military operations overseas and ensured supply chain requirements were resourced effectively for the duration of their six-month deployment- Conducted QA advisory visits to ensure all material accounts complied with National Audit Office, SAP and MOD policy- Introduced monthly supply chain management spending meetings which resulted in greater budgetary control, reduced wastage and a saving of approx. £400,000 per year without compromise to delivery standards Show less

  • Logistics – Organisational Effectiveness

    Sept 2009 - Dec 2011

  • Senior Supply Chain Management Consultant

    Jul 2000 - Dec 2011

  • HM Forces, Various Roles

    Jul 1987 - Dec 2011

  • Head of Supply Chain - Southern Scotland

    Jan 2007 - Sept 2009
• 

  Tesco

  Dec 2011 - Sept 2013

  Counters Manager & Compliance Manager

  Counters Manager; November 2012 to September 2013- Led team of 18 colleagues in the delivery of optimised customer shopping experience, ensuring excellent service, standards and availability were maintained- Designed and delivered seasonal, trade driving and promotional on target- Delivered mentoring, coaching and developing team members to proactively increase their productivity levels and encourage / support self-developmentKey Achievements:- Nominated to attend Tesco’s Futures Leaders Programme in recognition of management and leadership skills displayed- Attending Deputy Store Manager Assessment and achieved a score of 100%- Selected for advanced organisational and leadership skills to lead a team which delivered change management in a values-led manner to another store, achieving a more operational, dynamic and diverse workforce and store- Successfully revised the working hours of over 640 colleagues in order to better meet the needs of customers Compliance Manager; December 2011 to November 2012- Accountable for all health, food and legal safety requirements affecting over 60,000 customers and 280 colleagues within store- Fulfilled the role of store expert on health & safety and food safety, ensuring full management team were appropriately trained and coached on their individual responsibilities- Responsible for facilitating the completion of required audits, for completing all Trading Law campaigns and for coaching / challenging management team on their safe and legal responsibilities- Held responsibility for store payroll and wage processes, ensuring store consistently achieved payroll budget and that staff were paid accurately and within agreed timescales Key Achievement:- Led the achievement of a score of 95% on store’s national audit on heath, food and legal safety Show less

• 

  ProQuest

  Sept 2013 - Mar 2018

  Senior Operations Manager

  - Accountable for managing a £20 million plus annual Supply Chain budget, which provides transportation of good from supplier to our customers' including 3PL- Implemented improvement strategies within the production line by review the internal supply chain, resulting in a 9% reduction in delivery times and over 55 productive hours saved per month- Created operational expenditure budget spreadsheet to ensure continual delivery of operational costs, this solved the leadership team having limited access to operational budgets - Implemented long-term planning to reduce customer delivery times including, the introduction of an automated machine, which will half the production time for one part of the operation and investing in faster IT equipment. These initiatives are geared towards operational excellence and increasing the organisations competitive advantage.- Delivered a 5.5% reduction in operational payroll by restructuring, while continuing to deliver customer satisfactionKey Achievements:- Delivered a saving of over £300,000 in the last 24 month period through proactively improving processes and procedures, renegotiating supplier contracts and by pursuing a comprehensive restructuring programme- Negotiated contracts with suppliers, resulting in reducing operational expenditure by up to 11%- Achieved a 10% increase in productivity within the warehouse and a reduction in both staff and material costs - Increased speed and reduced customer waiting time by 9% based on increased warehouse productivity - Redesigned and maximised warehouse floor space to allow increased capacity without requirement for additional expenditure- Introduced a new waste management system which increased recycling dramatically and achieved a significant cost saving Show less

• 

  William Grant & Sons

  Apr 2018 - Feb 2023

  - Accountable for managing the £110 million packaging budget, which includes call-off on packaging material in-line with the bottling lines, including third party bottling sites.- Provide analytical data report to assist the business ESG agenda through future sustainable packaging initiatives and consumer focused sustainability survey.- Accountable for delivery of long-term strategic plan for holding agreed days of stock, while ensuring inventory levels are kept within agreed value targets.- Support the procurement team to hold suppliers accountable through agreed SLAs, which is reviewed quarterly during supplier review meetings.- Deliver the implementation of a new AP&S system within the Material Management function to drive greater accuracy and flexibility within the supply chain.- Lead the continuous improvement agenda to deliver plans that manage master data, reduce shortages, and increase efficiency within cost, inventory, and service.- Deliver clear and accurate analytical information which is essential to Implementing improvement strategies within material management.- Support the wider supply chain drive to deliver the business CSR agenda through future sustainable packaging initiatives.- Responsible as the subject matter expert for material management to deliver a competitive advantage through reduced delivery times.Key Achievements: Created extensive food packaging sustainability report, including consumer survey.  Created data points to review supplier performance from various service levels to deliver data driven targeted continuous improvement resulting in a continuous supply of material. Designed and implementing a new restructure within the material management team to align with future growth plans for the business and improve customer satisfaction. Show less - Accountable for delivery of long-term strategic planning for 57 warehouses holding approximately 3 million whisky casks, to achieve increased productivity and reducing cost per cask.- Delivered clear and accurate analytical information which was essential to Implementing improvement strategies within transport, inventory management and warehouse operator productivity by studying the external and internal supply chains. Therefore, reducing operational line performance downtime by over 90% through reducing interruption in the supply chain.- Accountable for delivering to budget across multiple areas, including warehouse builds and cost reductions by 5% while delivering operational effectiveness.- Delivered a clear vision for future inventory put away strategy to maximise operational space, re-use of previous unusable warehouse space and reduce costs.- Responsible as the subject matter expert for inventory management to deliver a competitive advantage through reduced delivery times.- Created various shared data sources, resulting in the organisation understanding productivity complexity, workflow, and customer ordering patterns in detail. These initiatives are geared towards operational excellence and developing future organisation strategic decisions.- Monitor performance of all operational KPI’s to ensure delivery to agreed levels. Accomplishing a 5% increase in productivity through implementing value add activities through continuous improvements.- Implemented new quality control checks and procedures, which has reduced production failures.- Delivering continuous team development to proactively increase productivity levels by encouraging/supporting self-development, mentoring and coaching. - Catalyst for delivering change management through encouragement and investment within the team to encourage cultural change to increase operational efficiencies. Show less

  • Materials Management lead

    Sept 2021 - Feb 2023

  • Spirit Supply Team Leader

    Apr 2018 - Sept 2021
• 

  VCL VINTNERS LIMITED

  Feb 2023 - now

  • Chief Operating Officer

    Sept 2023 - now

  • Head of Logistics and Cask Management

    Feb 2023 - Sept 2023