Gary Donnelly is steering Culina Group toward a data-driven tomorrow
Back in 2022, we spoke with Gary Donnelly to hear about the change programme he’s driving at Culina Group in his role as Group CIO.
Two years later, how is this progressing – and what’s in the pipeline? We sat down to talk transformation, tech and using data to drive value across a business with 16 brands and 5,000 vehicles.
Gary DONNELLY cULINA GROUP
OUTSOURCED IT SERVICES
• End-user Support Services
• Infrastructure services
• Network Services
• Cyber Security
• Cloud Services
• Ticket Management
• Business Continuity
• IT Project Services
• 3rd Party Incident Management
• Resource Management
• Systems Management
• Detailed Analysis & Development of IT
An Apogee Company
Legacy to leading-edge: McCambridge Duffy’s digital evolution
Leading insolvency firm saves almost half a million pounds per year
McCambridge Duffy - The Upshot McCambridge Duffy are a leading insolvency firm in the UK, helping thousands of people and businesses to eradicate their debt, with a team of 140 staff.
McCambridge Duffy were yet to fully embrace digitisation. It was operating with a conservative mindset and legacy technology which hindered efficiency, accumulated unnecessary costs and placed barriers in the way of sustainability goals, printing over a million pages in-office annually.
With Apogee by the team’s side, McCambridge Duffy has significantly reduced its costs, almost doubled its client caseloads without the need to increase headcount, and retained key individuals with a seamless remote working approach.
The Outcome
Where specific documents still needed to be printed, this could now be handled by just one device.
With the additional integration of a stable IT system, creating a full end-to-end provision of Apogee services, has enabled the firm to shift to a long-term policy of remote working. As a result of the flexibility McCambridge Duffy is able to offer its employees, the firm has been able to retain its talented individuals in a market plagued by skills shortages.
The Solution
Apogee set about to digitise the operations at McCambridge Duffy. Its Digital Document Service was integrated with the existing case management system, which controls the digital journey of documents from a centralised location. Staff can now access documents from anywhere and send forms to different stakeholders to be signed online. With printing requirements drastically reduced, the firm slimmed down its device inventory from 6 multifunction printers to just one, and four scanners.
Apogee also took over the company’s IT infrastructure. Everything from the user licenses to accessories were rolled out. Devices can now be set up within an hour, rather than a few days, and the 13 remote desktop servers have been shrunk down to four, delivering huge cost savings directly, and cutting outages to zero.
“We knew we had to accelerate digitisation across the business to continue meeting the needs of our growing client base and also our staff, but our legacy infrastructure was holding us back.”
Michael Rutherford, Business Operations Manager, McCambridge Duffy
The Benefits
• Yearly costs associated with postage have reduced from £60,000 to £8,400
– saving the firm over £50,000
• The average monthly costs of £31,000 incurred by outages have now reduced down to zero
• Client caseloads have almost doubled from 5,000 to 9,500 without needing to increase headcount
• A meeting of creditors appointment now takes just 7 days to process, down from 45, an 80% reduction
• 90% of staff are now successfully working remotely or via a hybrid arrangement, leading to retention of key individuals who want flexibility
Watch the video case study
A JOURNEY TO CONSOLIDATION AND INTEGRATION
Atransformation of the scope that Gary is spearheading in an organisation the size of Culina Group takes preparation, exactness in execution and a great deal of stamina along the way. Thankfully, Gary has plenty of experience in all three – both from his wide-ranging professional career and from running over 10 marathons. Culina Group is one of the leading logistics companies in the UK, consisting of 16 business brands that provide chilled and ambient logistic solutions and industrial support services.
Having come together through a series of acquisitions, each brand used its own processes, technology and solutions. To create operational efficiency and security and support the organisation’s strategy, change was needed. And it’s already happening. While the full transformation programme is due to be completed within five years, the initial large-scale milestones are set to be hit within the next 12 months.
It began with rationalising their IT through a major outsourcing deal with Tata Consultancy Services. They’re now supporting the IT transformation and are responsible for the group’s IT infrastructure, operations, and service desk.
Printing and mobile services have already been standardised across the group. Consolidating HR and finance systems is next, with migration to new systems steadily progressing.
But there are even more parts to this period of transformation. These range from a warehouse programme to consolidate platforms to an integration programme using Boomi and a Transport Excellence programme, which looks at standardisation and optimisation of transport systems across the group.
The scale of change achieved so far perhaps belies the challenges posed by external factors. Particularly broader economic pressures.
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We’re using data to help each business see information in a consistent manner and allow our different business units to make decisions that are more group-focused rather than brand-focused.
Gary Donnelly
Embracing Disruptions and Thriving Amid Uncertainty with Digital Transformation for Scalable and Resilient Supply Chains
Revolutionizing Logistics and Supply Chain Industry through Technology Adoption
In today's hyper-connected world, the logistics and supply chain industry stand at a pivotal juncture. Technology adoption is no longer a choice but a necessity for survival and growth. The logistics and supply chain industry are the backbone of global commerce. Efficient supply chains ensure the smooth flow of goods from manufacturers to consumers, impacting every sector of the economy.
The advent of e-commerce has dramatically reshaped the logistics (3PL& 4PL) landscape, with customers expecting faster and more reliable deliveries. Additionally, with the increasingly complex and competitive current global market landscape, 3PL & 4PL enterprise leaders must embrace digital transformation for increasing efficiency, reducing costs, and enhancing customer experiences while ensuring resilience, and scalability.
As stated by McKinsey,
“70% of logistics enterprises are adopting digital transformation, reaping significant benefits. By embracing digital innovation, companies can enhance warehousing, optimize inventory management, and improve supply chain capabilities”
“Digital solutions can save up to 75% of lost sales in supply chain operations, significantly impacting a company’s performance. Companies adopting digital transformation have seen operational efficiency improvements of 20-30% and cost reductions of up to 15%”
Enterprises face persistent obstacles that hinder growth and efficiency. Challenges like inadequate employee management and supply chain disruptions can severely limit a company’s potential, often persisting despite traditional mitigation efforts. Third-party logistics (3PL) and fourth-party logistics (4PL) providers encounter significant hurdles, including fragmented data across disparate systems and silos that impede visibility and decision-making. Manual processes and outdated technologies exacerbate these issues, driving up costs while customer demands for faster, reliable deliveries add further pressure.
Digital technologies offer transformative solutions to these challenges. Integrated platforms unify supply chain data, providing real-time visibility and informed decision-making capabilities. Robotics and AI automate operations, reducing errors and optimizing costs. Advanced analytics and AI-driven insights empower 3PL and 4PL businesses to deliver personalized, responsive service that meets market demands.
Embarking on a digital transformation journey opens new opportunities for supply chain leaders. It enables agile adaptation to market dynamics through innovative business models. AI and machine learning enhance decision-making precision, while collaborative technologies foster efficiency and transparency across the supply chain ecosystem. Prioritizing cybersecurity, robust data governance, and sustainability compliance ensures secure operations. The integration of "humans and machines" with composite AI drives robotics and decision intelligence, offering avenues for progressive solutions and differentiation in the market.
The Road Ahead for Digital Transformation
Amidst economic volatility, geopolitical shifts, environmental challenges, and technological advancements, supply chain organizations face heightened productivity demands and cybersecurity risks, underscoring the need for proactive adaptation and resilience.
To navigate this complex landscape, technology leaders and executives should:
Establish Clear Governance Processes: Engage stakeholders to prioritize innovative technology adoption and transformation of the supply chain.
Adopt Advanced Digital Technologies: Invest in supply chain data governance, cyber extortion protection, and sustainability solutions to secure and enhance business operations.
Optimize Operations with Advanced Tools: Employ machine learning, humanoid robots, AI-enabled vision systems, and an augmentedconnected workforce for streamlined supply chain operations.
Manage AI Capabilities:
Implement rigorous governance to mitigate risks and effectively integrate AI into digital transformation strategies.
As 3PL and 4PL businesses embark on digital transformations, they anticipate numerous benefits:
- Enhanced Operational Efficiency: Automation and real-time data analysis lead to faster, more accurate operations.
- Improved Customer Experience: Real-time updates and personalized communication boost satisfaction.
- Cost Savings and Increased Profitability: Optimized processes reduce errors and enhance profitability.
- Scalability and Flexibility: Agile tools facilitate business growth and adaptation.
AI-enabled Vision Systems enhance inventory management and quality control to automatically identify, track, and manage inventory, reducing human error and increasing efficiency.
Augmented Connected Workforce leverages Augmented reality (AR) and wearable technologies to empower the workforce by providing real-time information and guidance- enhancing productivity, safety, and collaboration across the supply chain.
Composite AI combines multiple AI technologies to address complex supply chain challenges with predictive analytics, intelligent automation, and enhanced decision-making capabilities.
Next-gen Humanoid Working Robots are revolutionizing warehouse and logistics operations- performing repetitive and physically demanding tasks, freeing up human workers for more strategic roles.
Machine Customers such as autonomous vehicles and smart appliances, are emerging as new stakeholders in the supply chain- enabling automated procurement and delivery processes while optimizing supply chain efficiency.
Espire Infolabs: Leading Digital Transformation in Logistics
Espire Infolabs leads digital transformation in the logistics sector, serving 3PL and 4PL enterprises for over two decades. Our approach blends deep industry expertise with advanced technology to drive significant improvements in logistics operations. We provide a range of solutions:
Warehouse Management: Enhances inventory visibility, streamlines order fulfilment, and boosts productivity.
Yard & Stock Management: Real-time insights optimize space use and increase throughput.
Migration and Upgrade Services: Smooth transitions to advanced logistics platforms.
Freight Management: Improves visibility, optimizes routes, and uses AI for smarter decisions.
Transport Management: Optimizes operations, maximizes fleet use, and enhances delivery accuracy while cutting costs.
Data, AI, and Analytics to predict demand, optimize routes, manage inventory, enhance CX & drive smarter decision-making
Digital Engineering & Quality Assurance to develop robust, scalable, and secure bespoke solutions- minimizing downtime & maximizing efficiency.
Hyperautomation- leveraging RPA, ML & AI to automate complex processes, reduce costs, boost productivity, and enhance flexibility.
Partner with Espire for tailored solutions that redefine logistics efficiency, ensuring growth and success in today's competitive market.
Simrandeep Sethi
SVP - EMEA & NA
Espire Infolabs
+44 (0) 7557 978927
simrandeep.sethi@espireinfo.co.uk
BUMPS ALONG THE ROADMAP
The transformation programme is complex and considered. Gary explained, “The transformation is complicated not because of the technology but as a result of the change.” This is not just the natural human response to change but also the difficulties involved in defining exactly what each process involves and needs to deliver to ensure there are no unintended gaps. “When you ask people to talk through their processes, they often express it in a way that simplifies it. “And if you don’t have the full picture when you start to bring the systems together, the danger is there will be gaps because it was never fundamentally defined to address the original process or solution.” This particular issue is easier to predict and mitigate, whereas the external factors recently affecting the sector have been more difficult. “It’s been a really challenging business environment. Energy costs have had a big impact on our chilled business. Staffing costs have increased. And in the cost-of-living- crisis, there’s been a move away from fresh produce to frozen, which is not an area we work in. “We’re fortunate to have a strong group which offsets risks by having a diverse set of customers and products.
“You’re starting see chief supply officers become companies”
starting to even supply chain become CEO’s of
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A LOADING QUESTION
One of the areas of opportunity is using data to improve efficiencies by reducing the number of empty miles their vehicles have on the road.
“We’re trying to find ways to improve and optimise our cost base. We’ve got five thousand vehicles across the group. “Unfortunately, the vehicles are managed in very different ways across each of the business brands, using different systemic solutions as well as different business processes. So, what we’ve been doing is investing in data visualisation” This is allowing the different brands to see where other vehicles from the group could pick up a load for them because they’re nearer and would otherwise return empty. Not only is this creating more cost-effective miles, but it’s also reducing outsourcing costs and fuel usage.
In future, it could lead to a reduction in the the number of vehicles in the fleet – which could bring big cost savings. With small margins like those in logistics, achieving these efficiencies is key. But it’s also about bringing the brands together from across the group.
“We’re using data from these systems to help each business see the information in a consistent manner and allow them to make decisions that are more group-focused rather than brand-focused.” Creating greater unity and consistency among the group’s brands is key here. And Culina Group is keen to realise this in other ways too.
“What we’re trying to do is take the winners and roll those out more globally across the group.”
ROLLING OUT THE WINNERS
The coming together of different businesses has created complexity, but it’s also bought opportunity. Specifically, an opportunity for ‘reverse acquisition’, to create standardisation across the business where it would bring the most benefits.
Gary explained, “What we’re trying to do is take the winners and roll those out more globally across the group. And also identify future opportunities.” Gary has a good example. The group purchased Eddie Stobart three years ago. Every Stobart truck had a tablet within it. In the event of an incident, whether a breakdown or an accident, the driver can use the help button on the tablet to immediately call the insurer and rapid response team. While the tech may seem simple, the resulting cost saving this button brings is significant. So much so that the group has now rolled out tablets into every truck across the group. The data shows it’s worth the investment.
REWARDING DATA
Data is something Culina Group has a lot of –but historically they’ve been data rich and information are poor. That too is changing. Gary, his department and the leadership team are looking at how to use data to drive not only decision making, but also to provide incentivisation.
“We’ve created a number of data warehouses –one each for transport and warehouse and we’re looking to develop one for finance.
“If we can combine those three data elements, you can get to some very rich information about how the functions are being optimised. But also, more importantly, rather than have standard rewards, we could start to incentivise people through gamification. “For example, say I’m picking 50 pallets an hour, and you’re picking 10. Maybe I should be rewarded because I’m more effective and more efficient than you are?”
And that’s not the only way they’ll be looking to data to support their warehouse workforce.
“If we can combine those three data elements, you can get to some very rich information”
PLANS IN THE PIPELINE
Once the foundational elements of the transformation programme are in place, the plan is to determine how to use data and tech to help overcome issues with recruitment into their chilled warehouses and support the colleagues who already work in them. Gary talked us through the theory of this, “Can we use data to further improve the layout and the performance of the warehouse? So, for example, what products need to be near the front because they’re picked more frequently, versus what products should be high up out of the way? “We also need to consider things such as how we can introduce physical robots, while making sure they’re secure so they can’t be hacked remotely.
We’re looking to see if we could have automation of the forklifts and wrapping machines, plus robots that wait for the picker to drop items into them.” He’s also casting his gaze much further to the future, when autonomous vehicles in logistics will become commonplace and, alongside that, an increase in unionisation of the workforce. For now, the team are actively looking into how to unlock more value from their data by overlaying artificial intelligence.
That could support them with predicting vehicle or traffic problems or interpreting information in the business to identify patterns or provide recommendations. All with the aim of finding more efficiencies in a sector where margins are extremely tight.
PUTTING PEOPLE AT THE CENTRE
Gary is keen to point out that the transformation is a result of the people in the business working together to create change. His view is, “I’m like Scotty in the engine room in Star Trek. My job is to get us from A to B; it’s somebody else’s job to determine what information they need and in what format they need it, to allow them to make business decisions.
“While I clearly have opinions and skills that I bring to this, I need to work alongside the operators. They’re better placed to understand their business contracts, their resources and so on.” To support this, there are working parties, pilots, and invitations for ideas, as well as regular communications, to keep colleagues in the picture. Keeping in contact across all levels of the business is key here.
“You can imagine a football dressing room at the weekend keeps you very grounded!”
FEET ON THE GROUND
With so much to fill his mind at work, how does Gary unwind in his down time? While he’s no longer running marathons, he still coaches what was once a young kids’ football team. The team has now grown into older teenagers with Gary still at the helm. This might not sound relaxing to everyone, but it serves an important role for Gary – beyond the primary goal of supporting young people to participate in sport, improve
their fitness and build team player skills.
Smiling, he tells us, “I’ve been blessed in my career to get to quite a senior level. You can imagine a football dressing room at the weekend keeps you very grounded!” Our Friday evening interview draws to a close on that note, with Gary preparing to change hats from CIO to football coach. They’re very different roles, but share a common focus of leading teams towards greater success.
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A PARTNERSHIP FOR SUCCESS :
VOHKUS DRIVES STRATEGIC IT TRANSFORMATION AT CULINA LOGISTICS:
In today’s rapidly evolving logistics landscape, having the right technology in place is crucial for maintaining operational efficiency and driving business growth. Vohkus, a leader in IT solutions and services, recently partnered with Culina Logistics to deliver a comprehensive end-user device strategy that not only met their current needs but also set them on a path for future success.
The Challenge
Gary Donnelly, Group CIO at Culina group, was faced with the challenge of modernising the company’s end-user devices to support a growing workforce and increasingly complex operational demands. With a diverse range of roles across the organisation, identifying the right technology mix was essential for optimising productivity while keeping costs under control.
Strategic Collaboration
Understanding the critical nature of this project, Vohkus engaged with Gary and his team to conduct an in-depth review of their existing end-user devices. This involved analysing current usage patterns, identifying pain points, and forecasting future requirements. With a clear understanding of Culina’s needs, Vohkus then developed a detailed roadmap to guide the selection and deployment of new devices.
Tailored Solutions
One of the key aspects of the project was narrowing down the vast array of available devices to those that best fit Culina’s specific user personas. Vohkus evaluated products from several leading vendors, considering factors such as performance, durability,
and ease of use. The final selection process was guided by the goal of ensuring that every employee, from warehouse staff to senior executives, had the right tools to excel in their roles.
“Their ability to source kit in large quantities enabled us to offer even greater financial benefits, providing Culina with a high return on their investment.”
Cost-Efficient Procurement
Leveraging strong industry relationships and accreditations, Vohkus was able to secure significant cost savings for Culina. By negotiating directly with vendors and consolidating orders, they reduced the overall expenditure on new devices. Additionally, Their ability to source kit in large quantities enabled us to offer even greater financial benefits, providing Culina with a high return on their investment.
Seamless Implementation
Vohkus’ value to Culina extended beyond simply procuring devices. Recognising the challenges associated with large-scale rollouts, they utilised their stock holding facilities to secure goods and manage inventory in line with Culina’s project timelines. This strategic approach mitigated risks
related to lead times and availability, ensuring a smooth and timely deployment.
A Future-Proof Partnership
The successful collaboration between Vohkus and Culina is a testament to the power of strategic partnerships in driving business transformation. By working closely with Gary and his team, Vohkus not only delivered immediate improvements in technology and cost efficiency but also positioned Culina for sustained success in the future. As logistics companies like Culina continue to navigate the complexities of modern supply chains, Vohkus remains committed to providing innovative, tailored IT solutions that meet their unique needs and propel their businesses forward.
WORKING
IN PARTNERSHIP WITH FORWARD-THINKING ORGANISATIONS TO DRIVE SUCCESS IN THE YEARS AHEAD.
Vohkus take pride in their ability to deliver results that make a real difference. The partnership with Culina group is just one example of how they help businesses achieve their goals through strategic IT planning, cost-effective procurement, and seamless implementation.
For more information please visit vohkus.com
“What we’re trying to do is take the winners and roll those out more globally across the group.”
