Cover Story ark Shirley began his career with Primark ten years ago , as Regional Operations Manager for Warehousing and Transport , with responsibility for the UK and ROI . He has since held several roles , extending to US operations , and including the conception and set-up of the business ’ Central Supply Chain function .
This centralization enabled Primark ’ s in-house systems capabilities , including WMS , customs and automation , and a Planning and Business Intelligence function . “ For the last four years ,” Mark begins , “ I have been the Director of Logistics , and my focus has been to ensure that supply chain and logistics don ’ t act
as a brake on business growth . This focus has taken the form of a ten-year strategic plan to not only increase our capability but also facilitate agility and flexibility across our operational base . Of course , this also includes the day-to-day management of safety , cost and service that all depot operators are familiar with .”
Doing better , every day
Primark , as many may be aware , is a leading international clothing retailer . Founded in Ireland , in 1969 , under the Penneys brand , it aims to provide affordable clothing choices for everyone . With ten depots
currently servicing its stores across the 15 countries in which it operates , a number of automation technologies are employed to drive efficiency . “ We utilize hanging garment automation in the UK ,” Mark continues , “ fully automated crane double-deep storage in Roosendaal , and autonomous guided vehicle technology for pallet replenishment elsewhere . We also operate recycle and re-use facilities at our depots where we recycle our delivery cartons , hangers and shrinkwrap . From a transport perspective , we employ a Transport Management System to ensure effective fleet utilization and vehicle fill . Telematics is also employed within the majority of our contractor ’ s fleets .”
68