Shane Vale

Results-driven logistics professional prepared for demands of dynamic logistics environment. Extensive experience in streamlining transportation and warehouse operations to enhance overall efficiency. Focused on team collaboration and achieving results, known for adaptability and reliability in meeting changing needs.

• High Risk License, National License To Perform High Risk Work, 2005
• Safe Work NSW - New South Wales

• With my tenor with The Athletes Foot that is owned by the RCG CORPORATION, I was heavily involved in the relocation of two warehouses for the business. Our first move was from our combined office/warehouse at Stanmore to a standalone Warehouse facility in Alexandria – this warehouse was 4000sq meters which needed a full overhaul of receiving and dispatch areas, re-positioning and introducing pallet racking with all new production areas which also included the introduction of new processes to assist with efficient work flow areas as well as help drive efficiency into production, this also entailed the introduction of scoping out new and safe equipment to help and improve as well as demonstrate safe working practices. With the rapid growth of the business and the inclusion of new acquisitions such as Merrell and Caterpillar Apparel there was a second move needed to another DC a little further west to Sefton where a larger more accommodating warehouse was needed to help house the new acquisitions being introduced as well as introduction of the E-Commerce division for The Athletes Foot. A new site needed to be located and acquired to ensure we were making appropriate decisions whilst keeping in mind we were future proofing the business to accommodate for the long term not a short-term solution. This site was 18500sq meters and consisted of over 25,000 SKU’s.
• Full DC Relocation – Involving pack up of Alexandria DC and un-pack at new site with limiting the down time or impacting the business.
• Allocation of Specific Transport required for re-location.
• Introduction of Pick Faces and Set-up of High Bays.
• Re-Scope of New Production Areas as well as Receiving and Dispatch Areas and Processes.
• Implemented Processes to Maximise Production and Picking Efficiency.
• New WH&S and Site Safety Guidelines Introduced.
• Purchasing of All New Warehouse Equipment that was required (Forklifts and Electric Pallet Jacks etc.)
• Introducing New E-Com Business Model.
• New Processes for E-Com (Picking, Packing and Dispatch)
• Introduction and managing of x16 Staff Members.
• Adding of New Acquisitions to the business such as Merrell and Caterpillar Apparel overseeing all warehouse operations.
• Then I commenced my tenure at JD Sports, which at this time a 8500sqm DC had already been acquired by the business and had been in operation for a number of months at this point. A comprehensive review on all the processes that were previously introduced was done on how and what was the best way to maximise efficiency on a day to day basis so our production levels or work flow kept up with the demands of the business, these were very robust and flexible enough so that moving forward with the growing change and expansion of the business small tweaks can be made to future proof production and meet all the companies expectations. This DC was the first for the business outside the UK so the processes needed to be productive, robust and efficient and viable for the business with future forecasting already in place they were not expecting the tsunami that followed over next few years.
• Some of my key achievements at JD Sports include:
• Arrange Floor Plan for Effective Production for Both Retail Business’s Glue and JD Sports.
• Working to Integrate Modern WMS into already Existing Business Retail Management System (Dolfin)
• Developing and Creating a Great Work Culture and Team.
• Managing and Continually Driving and Implementing Efficiency into a Growing Environment.
• Liaising with Suppliers on the Introduction of Cost-Effective Packaging Solutions on Consumables.
• Oversight and Introduction of an x3 Tier Level 4200Sqm Modular Mezzanine Structure to Increase Volume and Pick Capabilities.
• Organisation of High Bay Areas for Pick Face and Replenishment.
• Continuing to Monitor Processes to Drive Efficiency Whilst Still Up Keeping Safe Working Practices.
• New Dispatching and Process Area for E-Com as well as the Introduction of Processes for Multi and Split Web Orders.
• Designed and Constructed Ergonomically Productive Trolleys for Picking and Packing.
• Comprehensive B2B and B2C Business/Freight Solution for both Domestic and International.
• Scoping and Development and Introduction of New WMS for Glue.
• Sound knowledge of transport requirements and destinations to facilitate this across Metro, Interstate deliveries across Australia.
• I exhausted my tenor with JD Sports Australia due to a restructure with COVID at which time I was approached by Rittal who are a world wide data and infrastructure business which are leading suppliers in their field to join them and heavily assist the national operations manager in the re-structure of their current business model which was currently state based and was making the exponential move to being a national DC with a relocation from an existing site to a new site which entailed a total restructure of DC operations that I have been heavily involved with the success of. One of the challenges in the early stages of the position for me was the re-location, placement of racking and set up had already taken place which I felt wasn’t in the most operable state for operational purposes so for me which I inherited so the pinch points presented themselves immediately so the challenge from day 1 was to make this operational and viable for a fast-paced day-to-day operations for a national DC.
• Some of the Key Achievements at Rittal Australia include:
• Working with pre-existing floor plan that was beyond suitable for where the business wanted to be at or forecasted for future proofing needed to be totally remapped.
• Having the ability to forecast growth internally in the business so that operations remain robust.
• Sourcing, Training, and Mentoring New Staff for day-to-day operations.
• Re-organising of aisles and stock for some wins with efficiency manual picking.
• Arranging small parts to achieve peak efficiency in such a manual process.
• Introducing new processes while having the ability to tweak to on the run if need be to help with or assist with the growth of the business.
• Arranging and implementing supply chain needs to assist with such a difficult product for distribution domestically.
• Liaising with Internal sales teams to achieve positive outcome, educating them on operations and transport.
• Manage workflow daily with receiving and dispatching of goods, even with peak periods and customers’ expectations.
• Liaise and assist operations manager with external parties, customers.
• Continually for seeing change to increase proficiency in a manual picking process.