Fabio Crostelli

Sales of complete rail transport solution including equipment full rent. Development of tailored integrated solution for the carriage of dangerous goods by rail (Chemlink rail network and related resources). Efficiency, flexibility and safety optimization of customer transport chain. Implementation of new services to target alternative market opportunity.

FCA Global Demand Planning

Promoting the GTS service which covers road, rail and intermodal transport services. Focusing on operational improvement on the UK side, creating a partnership with a local MTO (Multi Transport Operator) to complete the range of services supplied by GTS in UK and improve the efficiency of the transport on UK side.

Restructuring of the international distribution and management a team of 15 people, implementing a strategy of cost control and reduction, as well and improving the quality of inbound and outbound transport methods. Start up of the IKEA dedicated warehouse at Oradea (Romania) created to reduce the supply times to the European market. Implementation required the organisation of all aspect, including the layout, software set up, procedure, employee training. Operations were organised in two shifts involving around 40 workers and 5 employees . The implementation of the MTS (make to stock) allowed the delivery of the leather sofas within 5 days from the customer order in the shop. Overseeing the global tender for transport, the bid included Road Transport (EU) and Sea (worldwide). Both freight forwarder and shipping lines were invited. Achieved a 10% saving on a total logistic turnover of 40.000.000€. Since then a new approach was introduced in the company focusing on the traceability of the shipment instead of dealing directly with the shipping lines, enabling real time data to keep the customer fully updated. Implementation of a secured and traceable LTL transport procedure to ship raw material from Italy to China. A new process to manage shipment of leather (critical raw material). The activity included the selection of the most reliable route to ship to china (transit time and effectiveness) to feed the plants avoiding production disruption and consequential loss of money. A total traceability system with alerts to the operator was set up in order to activate an alternative solution (air shipment etc.) in case of significant delays on delivery date.

The supply chain restructuring and management. The development of a strategy based on the balance sheet analysis and evaluation of key indicators. The implementation and development of appropriate production and purchasing software, the re-engineering of the in and outbound logistic flows. The principal objective being to reduce working capital and increase cash flow. Setting up of a central warehouse for spare part distribution in Europe involved the closure of all local spare parts warehouses in Spain, UK, Poland and Germany, creating a sole central warehouse in the Italian production site. TNT provided a daily pick up and short transit time to final destination allowing the national sales company to provide an improved service to the customer, having access to a full range of spare parts and fast delivery service. Achieved a space reduction in each local warehouse, cost saving of labour costs and reduction of obsolete spare parts. The implementation and development of appropriate production and purchasing software. As a major third party producer they did not have the organisation of any demand process and finished product logistics. The creation of the supply chain department needed the implementation of an IT system (NICIM) to create the information and material flow. Implementation included demand Module to define forecasts, production free demand and constraint demand management, line production schedule and monitoring, and supplier integration. The implementation took place in TECNOGAS a company of the Merloni group specialising in production of kitchens. Achieved an improvement on forecast, component availability, reduction of obsolete products, production traceability and higher level of customer satisfaction.

Managing the Supply Chain across a range of logistic functions including production planning, inventory management, customer service, forecasting, transportation and distribution with several company groups, assembling, claims management and after sales services. Key logistic steering committee member for a corporate strategy initiative with the objective to achieve benefits through improved outsourcing and freight solutions, lower operating inventories and better utilisation of internal production capacity as the result of synergies with the other companies of the Haworth group. Result-oriented utilising a fact-based process-oriented approach towards reaching aggressive goals in support of cost, profit service and organisational objectives. Management of the logistics outsourcing project successfully completed in May 2005, in support of the transition to a manufacturer to order rather than a stock inventory environment. This role required regular international travel with other manufacturing plants. Duties included: • WHMS implementation and optimisation • Outsourcing of warehousing • Installation service implemented and managed • Fast response for mock-ups and service issues • Continually looking for more cost effective solutions; negotiating with supplier and looking for alternative modes of transport

Procurement, warehousing management, distribution. Key member of effort to introduce a MRP (JDE) system and concepts into the organization in order to centralize production planning-scheduling, sales forecasting and the replenishment-distribution processes.

Procurement, warehousing management, distribution. Safety procedure implementation (L. 626) and HACCP (hazardous, critical, control, point) in the logistic process.

Road, rail and intermodal transport services sales, with responsibility for sales administration and operations of the ERS (European Rail Shuttle).

UPS entered the Italian market, taking over small, established transport companies. Because of lack of any management control in the newly acquired companies, young and enthusiastic university students were employed and trained to UPS standards to run the businesses. The training included operational aspects and business process re-engineering methods.