1. Where we can help: People and Knowledge Bisham Consulting 20 th December 2010

9. Some Clients American Golf Ann Summers Argos Armstrong’s BAA B&M Retail Becton Dickinson Bomi Bison Bosch Booker BP B&Q Brammer Bunzl Cadburys Cannon Group Chubb Fire CILT Downton Dreams Eisai Ethel Austin Goodyear Dunlop Greenham Hoffman - La Roche Homebase Hutchison 3G Interfloor Invista JCB JD Williams Johnson & Johnson J Sainsbury JSP Kärcher Keenpac Kitchen Consultants Salton Europe Sun Chemicals Sylvania Lighting Tetley Time Warner TK Maxx TM Retail TM Lewin Toolbank TSB (Technology Strategy Board) Unipart Vodafone Waitrose WHO Wrap Yarpivo (Russia) Kraft Jacob Suchard LDC Martin McColl Marks and Spencer Milestone (EAC) New Look OKA Palletforce Palletline Panasonic Parcelforce Paul Smith Reckitt Benckiser Remington River Island Rockwool Royal Mail Serco Solent Health

11. Key personnel (1) Derek Bell, FCILT: Chief Executive Management experience: MD (3PL), Operations Director (3PL & Fleet Management) Main sectors: 3PL, Pharmaceuticals & Healthcare, Retailing, Mail Order, Clothing, Industrials Specific skills: Commercial negotiations, Warehouse design and build, Materials Handling, Warehouse Operations, Transport and Fleet management, Mergers and Acquisitions Other: Board Director of the Chartered Institute of Logistics and Transport since 1992 Neil Middleton, FCILT: Director Management experience: European Development Director (3PL), Store Operations & Logistics Director (Wholesaling), Managing Director (Retailing), Main sectors: 3PL, Retailing (all sectors), Wholesale Food and Non-Food Distribution, FMCG Manufacturing, Pharmaceuticals and Healthcare, Telecoms, Industrials Specific skills: Logistics and supply chain strategy; Warehouse and transport design; Commercial negotiation & costing; Logistics rationalisation; Outsourcing, Inventory & Merchandise planning; Supply Chain systems and modelling, Implementation management and performance improvement.

12. Key personnel (2) Steve Rinsler, FCILT, FInstRE, FIBC, MCIPS: Director Management experience: Supply Chain SVP (FMCG), Logistics Director (FMCG), Purchasing Director (Retailing, FMCG, Services, 3PL), Risk and Insurance Director (3PL), Managing Director (Facilities) Main sectors: Retailing (all sectors), Food and FMCG Manufacturing, B2B services Specific skills: Procurement, Buying and inventory management, commercial negotiation, merchandising, forecasting and systems, risk management, Training, financial modelling and costing, logistics and implementation project management Other: Immediate Past Chairman of the Chartered Institute of Logistics and Transport, Non-Exec Director, UK Defence Joint Support Chain Main Board, visiting Professor Nanjing University, PR China, visiting Fellow UK Defence College Management and Technology, Member of Cranfield University Advisory Board for Marketing and Logistics Faculty. Bill Somerton, MILT Management experience: Senior Development Manager (3PL), Operations Manager (Food & FMCG) Main sectors: Retailing, Manufacturing, Clothing, 3PL, Parcels, International Freight Specific skills: Logistics and supply chain strategy; Performance and process improvement; Commercial costing and negotiations; Warehouse and transport design

13. Key personnel (3) Richard Golding, CMILT Management experience: Warehouse Development Manager (Engineering); Production manager (Manufacturing), Main sectors: Engineering, Manufacturing, Retailing, Mail Order, Clothing Specific skills: Materials Handling and Automation, Warehouse design, Warehouse systems & operations; Operational performance improvement Ted Maley, CMILT Management experience: General Manager (RDT Engineering), Project and Systems Manager (Warehouse Equipment Supplier), Contract Manager (Engineering), Sales Director (WMS), Account Manager (WMS) Main sectors: Retail, Food Distribution, Bathroom Accessories, Publishing, FMCG Specific skills : Mechanical Engineer, Supply Chain Systems (esp. WMS), Warehouse design and performance improvement, Automated and conventional equipment supply and specifications.

14. Key personnel (4) Steve Kenyon, CMILT Management experience: General Manager (3PL); Logistics Director (Retailing); Development Director (3PL) Main sectors: 3PL, Food Retailing, Manufacturing and Leisure Specific skills: Transport planning and network design; warehouse layouts and operational improvements; management performance improvements; contract costing and implementation Colin Chambers, FCILT Management experience: Logistics and IT Director (Pharmaceuticals), Finance Director, (Pharmaceuticals and Consulting), Facilities Manager (Manufacturing) Main sectors: Pharmaceuticals and Healthcare, Retailing, Manufacturing, 3PL Specific skills: Project management of implementations and facilities; Total Quality programme manager and auditor, Financial modelling and costing

15. Key personnel (5) Graham Glynn, MCILT Management experience: Head of Logistics and forecasting (Pharma); Purchasing and Logistics Manager (Pharma); Planning and Inventory Manager (Pharma); Customer service and Supply Logistics Manager (Pharma); Field Sales Force Administrator. Main sectors: Pharma Specific skills: Supply Chain Management; Customer Service and Logistics Training; Materials management Other: Trustee Pharma Pension funds Tim Ansell, MCILT Management experience: MD, Returnable Packaging; Head of Marketing Development 3PL; Head of Sales, Contract Hire; Development Manager 3PL, Operations Manager (Food Distribution) Main sectors: Food and non-Food, Retail and Manufacturing; Fleet management and Contract hire Specific skills: Marketing and Sales development; Quality control and returnable packaging; Food logistics; Commercial negotiation and costing in Contract hire; DC operations.

17. Case Study 1: Retailing 10 Year Logistics Strategy Sector Retailing Products Grocery Project Type 10 year Logistics Strategy Scale of Business £3.6bn; 300 stores Key Task 1 Review current operations (capacity/productivity) Key Task 2 Analyse future store growth plans and implications for logistics and model future inventory levels Key Task 3 Analyse transport planning and operations to determine best fit for depot locations Key Task 4 Develop a strategic and tactical development plan to meet future logistics development needs of the business Results Created a new logistics strategy which saved capital and minimised operating costs whilst provided the capacity and flexibility to deal with future growth plans

18. Case Study 2: Manufacturing Warehouse design and capacity planning Sector Manufacturing Product Consumer goods Project Type Warehouse design and capacity planning Scale of Business £500m sales; 27,000 pallet spaces Key Task 1 Analyse current DC operational performance and methods Key Task 2 Develop capacity planning model for warehousing versus company growth plans Key Task 3 Design new factory warehouse (Narrow-aisle) taking into account environmental and site constraints Key Task 4 Cost new options and provide a detailed implementation plan and on-going project management advice Results New DC built on time on budget

19. Case Study 3: Retailing Automated Warehouse Performance Audit Sector Retailing Products Spare parts Project Type Automated Warehouse Performance Audit Scale of Business £800m sales; 250 stores Key Task 1 Review current automated warehouse and identify strengths and weaknesses Key Task 2 Undertake audit of key operational and systems processes Key Task 3 Assess whether the original design is fit for purpose and what strategic factors need to be considered in the future Key Task 4 Develop a strategic and tactical development plan to meet current operational weaknesses Results Confirmed general effectiveness of existing design; Identified central weaknesses impacting on current operational performance; developed a plan for improvement which is being implemented.

20. Case Study 4: Retailing Future Network Strategy Sector Retailing Product Type(s) Food (All temperatures) Project Type Future Network Strategy Scale of Business £400m sales; 10,000 SKUs Key Task 1 Analyse current operations and determine strengths and weaknesses and current capacity constraints Key Task 2 Model logistics implications of store growth plans Key Task 3 Develop future design options for location of DCs and transport links and make recommendations on optimum solutions for different growth scenarios Key Task 4 Design new generation chill and ambient warehouses to maximise productivity in high service level environment Results Identified the optimum locations and size of DC for the future network. New business plan and costings adopted for logistics operations. New warehouse design is due for implementation yielding a 25% improvement in productivity in a mature logistics operation. M W B A S

21. Case Study 5: Mail Order & Internet Automated Warehousing & Project Management Sector Mail Order & Internet Product Type(s) Clothing; Fashion; Accessories Project Type Project management – automated warehousing Scale of Business £900m sales; 120,000 SKUs; Key Task 1 Develop operating and capital budgets Key Task 2 Liaise with contractors and monitor performance Key Task 3 Project manage implementation of high bay warehousing operation with multi-level automated crane system Key Task 4 Develop interfaces between automated equipment and manual operations and troubleshoot issues as they arise Results Project delivered on time on budget

22. Case Study 6: Third Party Contracting Pallet network economics and profitability Sector Third Party Contracting Product Pallet distribution Project Type Transport strategy Scale of Business £140m sales; 1,000 vehicles; 90 locations Key Task 1 Optimise location of hubs and determine volume break- point for the development of new regional hubs Key Task 2 Analyse regional delivery boundaries and improve efficiency of transport operation through realignment of boundaries and transport consolidation Key Task 3 Develop profitability model to determine business performance by customer and geographical area Key Task 4 Develop internal charging tariff based on weighted cost variables in transport and warehousing Results 2% margin improvement; opportunities for a further 8% improvement at individual operating level

23. Case Study 7: Wholesaling Pan-European logistics strategy Sector Wholesaling Product Spare parts Project Type Pan-European Logistics Strategy Scale of Business £420m sales; 200 locations; 9 countries; 150,000 SKUs Key Task 1 Develop cost-to-serve model for comparative efficiency analysis between countries Key Task 2 Develop future business operating model and customer service proposition with management Key Task 3 Analyse economics of customer service proposition, stockholding locations and transport efficiencies Key Task 4 Compare centralised stock versus decentralised stock model and stocked versus bought-in Results Reduction in operating locations by 43%; £5m inventory savings; £2m logistics cost savings

24. Case Study 8: Wholesaling Outsourcing transport operations Sector Wholesale Distribution Product Type(s) Building products Project Type Primary Transport Review Scale of Business £200m sales; 12,000 pallets Key Task 1 Analyse current operation and establish benchmarks Key Task 2 Analyse options for alternative operation to improve service levels and security of deliveries Key Task 3 Develop Tender specification; Identify suitable contractors; Evaluate 3PL responses Key Task 4 Develop recommendations Results On-time delivery services with minimal product losses; 16% transport savings

25. Case Study 9: Retailing Imports Supply Chain Review Sector Retailing Product Type(s) DIY products Project Type Imports Supply Chain Review Scale of Business £300m sales; 25,000 TEUs Key Task 1 Prepare a review of systems, processes and costs along the supply chain and identify priority areas for action Key Task 2 Develop inventory analysis model to determine target stock requirements at each node along the supply chain Key Task 3 Build a cost-to-serve model for the Import Supply Chain and calculate the cost impact on the Far East and the UK of different supply chain options Key Task 4 Establish a framework for future development priorities and an implementation plan and recommendations Results Identified £4m operating cost savings, £20m working capital reduction and provided a practical implementation plan

26. Case Study 10: Manufacturing Rationalisation of Distribution Operations Sector Manufacturing Product Carpet accessories Project Type Logistics strategy Scale of Business £120m sales; 4 plants; 25,000 delivery locations Key Task 1 Establish target stock levels for production and finished goods inventory Key Task 2 Capacity analysis of warehousing and new operational design for a central warehouse operation Key Task 3 Develop new cross-dock model for distribution and reorganise transport planning and operations Key Task 4 Develop implementation plan Results £3m cost savings; £2m inventory reduction

27. Case Study 11: Retailing Future Warehousing Strategy Sector Retailing Product Type(s) Clothing Project Type Future warehousing strategy Scale of Business £350m sales; 70,000 SKUs Key Task 1 Analyse current operations and determine strengths and weaknesses Key Task 2 Re-design layouts to improve capacity and performance Key Task 3 Develop future design options for long term warehousing requirements taking account of development plans and centres of business gravity Key Task 4 Create new warehouse operational designs to maximize productivity Results Identified opportunities to improve productivity by 32% and capacity of existing facilities by 18%; New operations reduce manpower requirements by 16% and are currently being planned for implementation

28. Case Study 12: Retailing Buying Price analysis Sector Retailing Product Convenience Stores Project Type Buying Price Analysis Scale of Business £750m sales; 800 stores Key Task 1 Develop model of buying prices by key product sector (net buying prices; marketing spend; promotions; palletisation discounts; retros etc.) for 3,200 Grocery lines Key Task 2 Analyse cost differences between wholesale delivered prices and direct from supplier to central warehouse for compatible products Key Task 3 Establish savings estimates by product category Key Task 4 Audit results on implementation Results Savings of £3.6m delivered

29. Case Study 13: Manufacturing Production Planning Strategy and Warehouse Design Sector Manufacturing Product Building Products Project Type Production Planning Strategy and Warehouse Design Scale of Business £75m sales Key Task 1 Create Production Strategy for a move from Make to Order to Make to Stock Key Task 2 Sales Analysis to produce Inventory Guidelines and methodology for Safety Stocks Key Task 3 Design a Warehouse to hold the needed stock levels Key Task 4 Train staff in methodologies Key Task 5 Customer Market Research Survey on changes to product delivery: palletisation and order from stock Results Board invested in the necessary marketing, systems and warehousing to meet the new sales and production planning regime

30. Case Study 14: Training Stock Control Managers Function Group Warehouse Stock Control Managers Product Type(s) Food and Drink Warehousing and Distribution Training Level Strategic Context to Practical Issues Scale of Business £2.18bn Outcomes Required Understanding of their key role and responsibilities within a the warehouse operation Key Area 1 General Principles of Accurate Stock Taking and Administration Key Area 2 Administration and Control Key Area 3 Principles and Practice of Causes of Errors and their Resolution Key Area 4 Techniques and Stocktaking Methods Key Area 5 Influence Case Study Timing 2-3 days

31. Case Study 15: Training Supply Chain Senior Managers Function Key ‘rising star’ supply chain senior managers Product Type(s) Pharmaceutical and FMCG goods Training Level Strategic Context Scale of Business £7.72bn Learning Outcomes Tools and Techniques for Supply Chain Excellence Key Area 1 Supply Chain Strategy: its purpose and content Key Area 2 Key relationships: identification and managing them Key Area 3 Supply Chain Drivers: internal, external, lean/agile Key Area 4 Measurement of costs, cost drivers, Key Performance Indicators Key Area 5 Demand and Inventory Planning, Risk Management Case Study Timing 4-5 days

32. Case Study 16: Training Tenders and Bids Management Function Supply Chain and Procurement managers Product Type(s) Pharmaceutical, food and FMCG goods Training Level Senior and Operational Management Scale of Business £1.72bn Learning Outcomes Tools and Techniques for Tenders and Bids Key Area 1 Invitations to Tender: purpose and data requirements, To whom to send them Key Area 2 Bids: How to write successful bids, what questions should you ask? Key Area 3 Negotiation Key Area 4 The Contract and Relationship Management Key Area 5 Risk Management and Implementation Case Studies Timing 4/5 days