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Liam Lindley

After working in supply chain roles across various sectors for twelve years, I joined Hatmill in April 2020. My expertise lies in inventory management, demand planning, product lifecycle management, process improvement, and warehouse resource planning.

Improving service levels and reducing working capital through better planning

After working in supply chain roles across various sectors for twelve years, I made the leap in April 2020 to join Hatmill to become a consultant and haven’t looked back. I’ve thoroughly enjoyed understanding our clients’ needs and adding value to their businesses. My specialisms include inventory management, demand planning, product lifecycle management, process improvement, and warehouse resource planning.

My most notable projects with Hatmill include:

  • Being a member of the deployment team working with the NHS during the COVID-19 pandemic
  • Improving service to customers by 2.3% whilst reducing inventory at a public sector procurement organisation through system enhancement/optimisation and embedding processes. Over 90% of their extensive product range was systemically managed
  • Collaborating with a jeweler in the North of England to manage their replenishment process and improve working capital, reducing inventory by 12% in 6 weeks and closing the fiscal year within 99.5% of forecast

Prior to Hatmill, I began my career at Premier Farnell where a project analysing global sourcing opportunities gave me the chance to move to Singapore. This coincided with an enhanced product offering within APAC where we introduced over 60,000 SKUs into three regional warehouses.

After a brief spell at NCR in their service parts division, I returned to Premier Farnell in the UK. There, I held a global position focused on the product life cycle, with the aim to improve working capital and mitigate P&L risks caused by £40m of excess inventory held globally.

I then worked at TJX Europe as a Planning Manager, where I oversaw the budgeting and forecasting processes, inbound logistics, production plans, recruitment, training, and reporting. I also played a pivotal role in facilitating the move to a new 1.6m sqft warehouse. On transition, we devised the efficiencies, processes and reporting to ensure we met the growth needs of the business.

Seeing a clients inventory availability improve significantly following our engagement with them has been hugely rewarding.

By improving their demand forecast, we helped one client save £3m in agency staffing costs (that’s an 18% reduction).
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