In our latest colleague spotlight, we sat down with David Walkden, Commercial and Network Planning Manager to get an insight into the importance of forecasting and planning volumes through our 46 local service centres and 2 national sortation centres. Having worked at Yodel for 21 years, David shared his experiences with us
Q: What is your role and what does it involve?
A: I have recently taken on the role of Commercial and Network Planning Manager after more than fifteen years working as a Planning Manager, with a focus on service centre last mile operations. I felt ready for a new challenge, and I was excited to commence a new journey that provides me with a deeper understanding of the commercial elements of our business.
Commercial and operational forecasting and planning provides interesting and valuable insight into how Yodel operates from the point of client onboarding through to volume entering the network. I also have a greater awareness of client revenues and how changes in client sector or industry mix can have a big impact on the business.
Q: What are the key challenges that are part of your role and any successes you can draw on?
A: External influences such as public buying behaviour, competitor short and long-term strategies and even the weather can play havoc with forecast accuracy. Stunt sales can change volume from day to day and week to week. Trying to keep ahead and abreast of our entire client base can be challenging but myself and the team enjoy learning these intricacies and building them into our forecasting models. Working with our Business Intelligence team is allowing us to use machine learning to aid us in our quest for accurate forecasts and revenues.
I personally find, that having developed my knowledge from working in the business in a number of roles over a number of years, I now have a well-rounded understanding of the end-to-end volume flow. This allows me to question and challenge data when it appears to buck any trends.
Q: How important is communicating with different business functions to be able to plan and organise operational support?
A: Communication is vital. Synergies between several departments is key to ensuring all intel has been captured and plans are robust during the preparation phase right through to execution of the plans. Cross-departmental collaboration provides end to end quality control and checks to avoid irregularities or misinterpretation of data when it comes to parcel volumes. This provides validation, integrity and confidence in commercial forecasting and operational planning.
Q: What are the key attributes required for a role like yours?
A: I think to be successful in this role, being an effective and strong communicator is important, as are planning and prioritisation skills, a lateral thinking approach and an analytical mindset. Time management, a greater understanding of the business and pragmatism are also beneficial, as well as more technical skills such as Excel and SQL.
Q: What’s the most rewarding part of the job?
A: Getting it right! Forecasting & Planning accuracy and recognition for the work my team delivers. Being able to deliver a comprehensive plan to the operation via insightful and thorough commercial forecasting and detailed sort and service centre plans is always incredibly fulfilling.
Q: What would you say to anyone looking to get into this area of a business?
A: Have a strong desire to learn and understand how different areas of the business connect and drive performance. Be prepared to use logic to understand actions versus impact and how results can drive productivity amongst various departments. An interest in financial aspects including budgets, revenue and cost is also important as this is an integral part of the role. Proactive planning and attention to detail is fundamental, as we routinely look at the behaviour, seasonality, patterns and trends of clients & industries to make informed decisions.