Operational Innovations

Conventional consulting is outdated and inefficient. That's why everyone hates hiring them.
Scope creep, weak communication, limited knowledge sharing, aggressive billing and siloed problem solving ... no one has time for that.

The work I do is not consulting. It's a partnership.
I will only work with a limited number of clients at a time. 

Together, we create an ongoing relationship to customize, tweak and tailor every part of your logistics & operational execution. With competition everywhere, being average isn't good enough.

I work directly with your team on real problems to drive your growth. Being in the trenches, I get to know your business inside and out, allowing you to get maximum benefit from my two decades of experience and expertise.

Principal - Operations and Logistics Solutions

Brink’s Inc

As a strategic leader reporting to the COO, I redefined the core service model, driving profitability and exceeding customer expectations. I was pivotal in transitioning the business towards digital retail solutions, setting the stage for future growth.

Key Achievements:

*    Strategic Leadership: Provided strategic guidance to sales, marketing, and finance teams, ensuring operational alignment with new product launches, customer change requests, and service transformations.

*    Continuous Improvement: Spearheaded national continuous improvement initiatives, driving operational excellence and efficiency.

*    Global Representation: Represented Canada at the Global Operational Excellence Council, showcasing our achievements and learning from international best practices.

*    Innovation: Designed innovative tools to model diverse customer service requirements, revolutionizing our understanding of operations and generating savings exceeding $1 million per year.

*    Fleet Management: Implemented a fleet management program enhancing transparency and data availability, leading to significant annualized savings of over $750K.

*    Performance Tracking: Implemented new dashboards and KPIs to track and report the performance of continuous improvement initiatives, providing comprehensive visibility into nationwide progress.

*    Vendor Management: Sourced fuel vendors based on yearly volume and negotiated discounted rates, resulting in annual savings of $100,000+.

Director, Operations Strategy & Continuous Process Improvement

Agropur

As National Director of Transportation, I managed the movement of goods across Agropur's facilities and warehouses, with a P&L responsibility exceeding $100 million. I developed key partnerships with external carriers, optimizing TL, LTL, and DSD deliveries. By maximizing the efficiency of our unionized drivers and utilizing class 1 licenses, I enhanced productivity.

Key Achievements:

*    Continuous Improvement: Led initiatives within the Transportation department, fostering a culture of data-informed decision-making, improving performance, reliability, and customer satisfaction.

*    Network Restructuring: Created a centralized database for transportation movements and implemented unique identifiers, reducing reporting complexity and improving visibility, enabling better decision-making.

*    Technological Expertise: Served as a subject matter expert for new technological solutions and mandates impacting Transportation, driving innovation and transformation.

National Director, Transportation

As National Director of Retail Distribution & Network Optimization, I oversaw nationwide retail distribution (DSD) and managed market segment delivery in British Columbia and Atlantic Canada. Leading a team with an annual OPEX of $56 million, I was responsible for process improvement and network design initiatives across logistics functions, including transportation, distribution (DSD/last mile), and warehousing. I optimized network efficiency and achieved exceptional outcomes through strategic collaboration with third-party carriers, agent distributors, and corporate unionized drivers.

Key Achievements:

*    Cost Savings: Generated annual savings of $3.5M by expanding and refining the Activity Based Routing (ABR) model, re-engineering delivery routes within Ontario, Quebec, British Columbia, and the Maritimes, leading to significant improvements in cost and sales volume performance.

*    Network Expansion: Identified opportunities for growth and profitability by expanding the milk distribution network to include fine cheese. Developed innovative go-to-market strategies that drove product profitability and enhanced market presence.

*    Strategic Partnerships: Demonstrated strong negotiation skills in sourcing and securing strategic partnerships for direct and indirect services, facilitating expanded operational capabilities and innovation, resulting in improved customer experiences and increased competitive advantage.

*    Team Engagement: Fostered a culture of engagement and excellence within the team, as evidenced by an 83% team satisfaction rating on internal engagement surveys.

My leadership in logistics and operations has consistently driven efficiency, cost savings, and growth. I am passionate about transforming challenges into opportunities and making a lasting impact in the field.

National Director, Retail Distribution & Network Optimization

Managed retail distribution (DSD - Direct to Store) throughout Ontario

Tasked with overhauling third-party carrier compensation strategies to improve visibility, accountability, and improve operational spend

Purchased (Procurement) and implemented Paragon routing software to improve operational efficiency and establish a process of strategic network review

Provincial Manager, Retail Distribution and Process Improvement

Ran daily distribution operations for Ontario and Quebec. Facilitated sales through transactional model and value- added model

Distribution Supervisor

Future Shop

High impact, on floor sales associate at one of Ottawa's highest grossing stores. Excelled in computer hardware, software and tech service sales. "Mustang" sales recognition for having more than 1M dollars in annual sales.

Sales Representative

Staples Canada

Sales floor associate for technology sales. Met both private and business customer needs.

Sales Floor Associate

There are two things that are the foundation of my success.

First, that people overcomplicate things. Simplicity is key.

Second, I never settle for good enough. Real impact requires excellence.

With more than 16 years in supply chain and logistics, I specialize in strategic transformation and operational excellence. I take big ideas, and turn them into smooth operations.

How's this done?
I simplify complex concepts and pair it with data-driven decision making. This makes it easier to understand the operations and take effective action.

With a proven track record of designing innovative solutions, redefining business models, process improvement and building high-performing teams - I've unlocked millions in savings.

I'm a servant leader and coach.
My leadership style fosters a culture of creativity, deeper understanding and psychological safety. I empower my teams to take ownership and deliver transformative outcomes.


Areas of Expertise:
↳ Strategy
↳ Business Transformation
↳ Network Design
↳ Data Analytics & KPIs
↳ Project Management
↳ Continuous Improvement
↳ Labour Relations
↳ Asset Management



Team Builder | Operational Excellence | Dynamic Problem Solver | Change Management | KPI Focused | Negotiations | Sourcing | Procurement | Subject Matter Expert | Logistics | Warehouse | Demand Planning | Management | Strategy | Strategic Management | Leadership | Continuous Improvement | Systems | eCommerce | Last Mile | Supply Chain

"Partnerships" Is Becoming The Sleaziest Word In Logistics

You can't scroll for 60 seconds on LinkedIn before you see the word partnerships.

Everyone is doing it.

Everyone is "collaborating".


For a lot of people, it's not collaboration that's happening. It's referrals and kickbacks.

Every week (and I do mean EVERY week) I get DOZENS of messages from different companies.

Software, transportation, delivery, warehousing ... doesn't matter.



They all want one thing.

Quick referrals and easy sales.

For making those introductions and closing those deals, they offer a bonus.



Don't get me wrong. I have nothing against referrals.


We all prefer to get a recommendation from someone we trust when making big decisions.



If I make a recommendation to someone it's because:

-- I've used the product myself

-- I've worked with the providers

-- I know how well they run their business

-- I have seen the quality of their operations

-- They treat their customers as I treat mine



I will NEVER make a recommendation if:

-- I don't know you

-- We haven't worked together

-- I've never used your product



Why?

After 20 years in the industry, I have zero interest in damaging my reputation or credibility.


How do I know how much this is happening?

I see people promothing things (directly or casually) all the time on the platform that I have said no to.

From smaller accounts to the biggest.


If you are a retailer or eCommerce brand - be careful when taking recommendations. Do everything you can to make sure it's the right fit for the right reason.

If someone is trying to convince you, or it seems off, it probably is.



Where do you sit when it comes to what's happening with referrals?

#retail #retailers #ecommerce #sales 



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John McClymont

What Got Us Here, Isn't Going to Get Us to Where We're Going

That's my secret to success, I am never satisfied.

As a dynamic and visionary executive with over 16 years of experience in supply chain and logistics leadership, I specialize in driving strategic transformation and operational excellence. Fluent in both English and French, I have a proven track record of designing innovative business solutions, developing high-performing teams, and unlocking multimillion-dollar savings through process optimization and expansion of customer-serving networks.

My distinct value proposition lies in my data-driven approach and my ability to simplify complex ideas, making them easily understandable and actionable. Through my expertise in areas such as Strategy, Transformation & Network Design, Analytics & KPIs, Project Management & Continuous Improvement, and Asset Management, I have consistently delivered impressive results at every level throughout my career.

As a servant leader and coach, I thrive in diverse environments, whether on the shop floor or presenting to the C-Suite. My leadership style is centered on fostering a culture of innovation, asking insightful questions, and empowering my team to drive transformative outcomes.

If you are looking for a supply chain leader who can take your business to new heights and deliver on innovation, let's connect.


Team Builder | Operational Excellence | Dynamic Problem Solver | Change Management | KPI Focused | Negotiations | Sourcing | Procurement | Subject Matter Expert | Logistics | Warehouse | Demand Planning | Management | Strategy | Strategic Management | Leadership | Continuous Improvement | Systems | eCommerce | Last Mile | Supply Chain

Joe Santaularia

Alibaba Doesn't Want Your Logistics To Hinder Your Sales So They Have Just Launch Their Marketplace For the US Market

If there's one thing that's clear, is that China has no interest on losing ground in the US.

They have built a massive engine of commerce that is getting goods to customer's hands faster than ever.

Today, Alibaba is announcing their Logistics Marketplace.

It's aimed at US small and medium-size enterprises with the goal of providing access affordable and customizable logistics services.

The platform wants to reshape how SMEs manage their supply chain strategies, enabling them to navigate the global marketplace with fewer of the traditional logistics hurdles.

Buyers get:

• Real time quotes
• Customers clearance services
• Local storage
• Combine shipments
• Drop shipping
• Door to door express
• Full container shipping
• Special goods transportation
• Direct ship to FBA
• RFQs

I've shared my guidance on this before, but I will again because this is another sign.

The major players are all expanding their service offer.

They are all looking to sell on more VALUE.

Gone are the days of "just shipping" being enough.

There is too much competition and not enough profit.

A price war to the lowest rate isn't anything any major provider or platform is interested in (but they are happy to leave it to the less mature businesses who still think it's a competitive strategy).

The ability to create more value is the future.
Both for your business and for your customers.

Retailers and eCommerce brands who are able to do this better will be the ones that survive and thrive.

Not sure on how your strategy is holding up?
Let's chat.

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Amazon Jumps Ahead With Package Volume - But Is Anyone Really Surprised?

Pitney Bowes released their Parcel Shipping Index yesterday.

No global version this year, just this data on the US activity.

A big headline was that Amazon has now passed not just FedEx (they did that last year), but now UPS for overall parcel volume delivered.

I'm not sure who is surprised by this.

Amazon had already been making huge gains on the volume going through their system.

Layer in their new initiatives "Buy With Prime" and the broader Amazon Logistics service and it's easy to see how they are moving ahead.

Amazon is the only one of the big for however that actually DRIVES sales.

Everyone else is just executing on a purchase made by somewhere else.

Last mile logistics is becoming an interesting space between those that are building the platforms and enabling the sales, and those that are simply trying to fulfill delivery.

UniUni also hit the headlines yesterday with another massive cash raise.

What's important to note there however is that UniUni has STRONG ties to Shein and Temu.

For these two Asian giants, focusing more work into a provider like UniUni is giving them more of an 'Amazon Effect' - More control, better costs and focused innovation.

Your service provider as a general #retailer or #ecommerce brand is getting much more important.

UPS and FedEx have both shown than they are shifting gears from pure play volume to quality of revenue.

USPS will have to do the same ... because they are losing so much money through their operations each year.

Amazon's network has had available capacity and the ability to take on more work - but what happens when they have to prioritize sales that are done through their site and not yours?

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As Much As Your Customers Love You, NO ONE Wants All Of Your Promotional Emails

I speak a lot about the customer experience. About improving it through your operational execution.

But that doesn't just mean how you move a box.

Or what carrier you choose to get it to the customer's door.

It's anything that's tied to how your processes engage customers - this includes sales communications.

These days, the majority of large retail organizations completely abuse customer emails.

They have taken carte blanche in sending customers a non-stop stream of email promotions.

They're destroying their customer experience, destroying their connection to their customers.

And for what? A 0.5% click through rate?

In almost EVERY situation, promotional emails always fall to a "less is more" mentality.

Using large scale marketing systems that send irrelevant and impersonal emails to a wide customer base is a tactic of market long gone.

So why are you still doing it?

Instead of this, you should

• Send 'generic' emails no more than 1-2x a week

• Create deeper segmentation in your customer base, send more relevant emails to the right client types

• Stop over leveraging psychological tactics like FOMO. They have a place and can be used strategically, but you erode their value when those same "get it before it's gone" emails come all the time

• Select a percentage of targeted customers and actually write them real emails - not system generated junk

• Include information on past purchases to highlight why products or offers in the new email connect with what they have bought previously

• Don't make customers opt-out of the email deluge ... start small and allow them to opt-in to more frequent communication (this keeps everyone happy)


Is there anyone out there that loves all of the promotional emails they get?

Share your thoughts below!

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What's A Strategic Vision Look Like For a Ocean Freight Shipper?

Hapag-Lloyd released their latest focus - Strategy 2030.

It's their roadmap for 5 key pillars that they will be using to build their execution on over the next 7 years.

Hapag-Lloyd is (currently) the world's 4th largest  international shipping and container transportation company.  They already run a great business model when you think of revenue flow through - In 2022, they reported revenues of $36.4 billion, profits of $18.47 billion.

The goal of Strategy 2030 for them is to drive results when it comes to quality in leadership, sustainability, innovation, and operational efficiency. Maritime shipping is experience a lot of change, and with more focus on rapid air cargo movements - how any major player adjusts to shifts in volume and mix is extremely important.

Here's a snapshot of their 5 key pillers:

⏺ Pure Play Plus
Invest in its fleet and service network to further strengthen its core liner business while expanding its terminal portfolio

⏺ Remain Top 5
Cement its position among the top five global container lines and reinforce its presence in key markets

⏺ Number One for Quality
Double down on its quality strategy, aiming for an on-time delivery rate of more than 80% and strengthening operational excellence, customer care, and ease of doing business

⏺ Sustainability
Reducing absolute greenhouse gas emissions by around one third by 2030 and achieving netzero fleet operations by 2045

⏺ Top Performing Carrier
Remain an industry front runner by leveraging cutting-edge IT solutions, increasing productivity, maintaining a razor-sharp focus on performance and cost optimization, developing the workforce, and attracting talents.

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Even Being One Of Canada's BEST Spas, Little Things Can Dramatically Improve Customer Experience

Auberge et spa Le Nordik Inc. is an absolutely gorgeous resort.

I had the privilege of attending recently.

It's one of those places you can relax all day and still feel like you didn't have enough time.

But even with clean facilities, absolutely fantastic staff and meticulously designed features - there's ALWAYS an opportunity to improve.



There is no upper limit on how good your customer experience can be.



And this is why I speak so much about your operations, how you execute and how to drive more value at every turn.


The image below is the spa's site map.

They have a massive print of it in the main concourse to help guests enjoy their experience and navigate the grounds.

The goal of the spa is simple. Benefit from a "Thermal Cycle"

Hot. Cold. Rest.

When you walk outside however ... where do you start?

It's great to have a map, but the best visual management works at a glance.

I (very) quickly marked up their map to illustrate my point.

Red = Hot
Blue = Cold
Lilac = Premium Rest Locations


With some very minor changes to the visual communication at the site, you immediate can see a more condensed cluster that quickly offers the full experience, you see a "hot zone" on the far right (this is where there is great little bar and snacks!) and you also can see a few spots if you want to get away from both (either indoors or outdoors).

My youngest saw me working on this post. She looked at the fist picture and asked if there were any hot tubs.

I showed her the second image and asked her if she thought there were hot tubs.

She understood right away.

Not only is the image creating immediate classification, it's doing it by using known and widespread conventions (red for hot, blue for cold). 

So simple a child gets it.


The best part?

You can do this ...

In your retail store

On your website

With your emails

Anywhere there is a point of contact with a customer is an opportunity to leverage it to influence or steer the experience in the way that represents your brand.


World class execution is about making things happen, but doing while making sure everyone knows what's going on - including the customer.

Interested what we could do with your operations?
Reach out.

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Alibaba Doesn't Want Your Logistics To Hinder Your Sales So They Have Just Launch Their Marketplace For the US Market

If there's one thing that's clear, is that China has no interest on losing ground in the US.

They have built a massive engine of commerce that is getting goods to customer's hands faster than ever.

Today, Alibaba is announcing their Logistics Marketplace.

It's aimed at US small and medium-size enterprises with the goal of providing access affordable and customizable logistics services.

The platform wants to reshape how SMEs manage their supply chain strategies, enabling them to navigate the global marketplace with fewer of the traditional logistics hurdles.

Buyers get:

• Real time quotes
• Customers clearance services
• Local storage
• Combine shipments
• Drop shipping
• Door to door express
• Full container shipping
• Special goods transportation
• Direct ship to FBA
• RFQs

I've shared my guidance on this before, but I will again because this is another sign.

The major players are all expanding their service offer.

They are all looking to sell on more VALUE.

Gone are the days of "just shipping" being enough.

There is too much competition and not enough profit.

A price war to the lowest rate isn't anything any major provider or platform is interested in (but they are happy to leave it to the less mature businesses who still think it's a competitive strategy).

The ability to create more value is the future.
Both for your business and for your customers.

Retailers and eCommerce brands who are able to do this better will be the ones that survive and thrive.

Not sure on how your strategy is holding up?
Let's chat.

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