Supply Chain Consultant GCC | Anthony Roberton

Operational leadership, not just advisory

Execution that moves the numbers.

Organisations do not need another theoretical report. They need operational execution that moves the needle on profitability, capability, efficiency and risk mitigation.

With over 30 years of end-to-end Supply Chain experience across highly regulated international markets, Anthony embeds directly within the organisation. Whether fixing a failing warehouse network, designing a modern multi-country logistics framework, implementing new technology, developing new procurement strategies or stepping into an interim leadership vacuum, his focus is entirely on measurable execution, team capability building, and bottom-line numbers.

About

Thirty years of Supply Chain expertise.

Anthony Roberton is an execution-driven Supply Chain, logistics and procurement specialist with a 30-year track record of turning operational complexity into bottom-line profitability. Having led large-scale Supply Chain transformations across the GCC, New Zealand, Australia and Asia, Anthony does not operate as a detached advisor. Instead, he steps directly into organisations as an embedded leader, whether taking a permanent executive seat, stepping in as a fractional director, or spearheading high-stakes operational turnarounds.

His core competence lies in unlocking hidden value within existing networks. Anthony is uniquely skilled at translating complex operational data into practical, board-level financial strategies. He has built a reputation for designing resilient cross-border networks, rescuing failing warehouse operations, and deploying high-impact technology frameworks across high-compliance sectors including FMCG, healthcare, food manufacturing, aviation and heavy distribution.

Anthony's leadership philosophy centres on accountability, capability building and swift execution. He aligns procurement, operations and logistics directly with corporate P&L goals, ensuring that every asset, layout change and system upgrade delivers measurable commercial returns.

Industry experience

Ball and Doggett

Freshmax

ValleyFresh

De Luca Banana Marketing

Fonterra

Almarai

Air New Zealand

Goodman Fielder

Carter Holt Harvey

Oceania Meat Processors

CoShield Global

Southern Cross Healthcare

NZ Blood Service

Auckland DHB

Laminex

AB Equipment

Ball and Doggett

Freshmax

ValleyFresh

De Luca Banana Marketing

Fonterra

Almarai

Air New Zealand

Goodman Fielder

Carter Holt Harvey

Oceania Meat Processors

CoShield Global

Southern Cross Healthcare

NZ Blood Service

Auckland DHB

Laminex

AB Equipment

Engagement

Four ways to bring me in.

Operational diagnostic & baseline assessment

You need an objective view of supply chain performance and a clear set of priorities before committing to change.

I assess planning, procurement, inventory, warehousing, logistics and systems to establish a performance baseline and identify constraints, risks and opportunities. I present a prioritised roadmap to the leadership team or board, outlining the actions and investment needed to support growth, reduce costs, improve service, release working capital or strengthen resilience.

Project leadership

A high-risk, time-sensitive operational problem needs fixing.

I lead complex logistics and procurement initiatives from diagnosis through implementation. This includes delivering operational transitions and scalability programmes that support sustainable growth; moving to 3PL or 4PL models; improving warehouse flow, capacity and layout; designing new facilities; optimising long-haul, last-mile, sea and air freight networks; and implementing WMS or ERP systems.

Fractional executive

You need executive oversight without a full-time hire.

I join the leadership team for a set number of days each month, steer the Supply Chain, mentor your managers and audit performance metrics.

Contract leadership

You need senior leadership in the seat, on a contract basis.

I lead the function with full P&L accountability and transition the end-to-end Supply Chain: procurement, planning, warehousing and distribution. I build the team and the processes, then manage the handover to ensure continuity.

Expertise

Core Supply Chain and operational expertise.

I help businesses improve Supply Chain performance across procurement, planning, inventory, warehousing, logistics, distribution and technology. My focus is practical Supply Chain transformation that enables organisations to scale and expand with confidence by reducing costs, improving service, releasing working capital and building more resilient and high-performing operations.

Supply Chain strategy and logistics networks

Design and optimisation of end to end Supply Chain networks across sea, air and road freight. This includes distribution network design, regional warehousing strategy, 3PL and 4PL models, transport optimisation, long haul and last mile delivery, cost to serve analysis and Supply Chain resilience across the GCC.

Warehouse design and operational transformation

Warehouse strategy, facility design, capacity planning, storage configuration and product flow improvement. This includes receiving, putaway, replenishment, picking, packing and dispatch, together with labour planning, inventory accuracy, warehouse KPIs and bottleneck removal.

I also assess the business case and operational readiness for warehouse automation, conveyors, automated storage and retrieval systems, robotics and automated guided vehicles, ensuring the technology supports the operation rather than adding unnecessary complexity.

Procurement and strategic sourcing

Procurement transformation covering spend analysis, category management, supplier segmentation, competitive tenders, contract negotiation and supplier performance management. I develop the commercial structures, governance and sourcing strategies needed to reduce cost, manage risk and strengthen supply continuity.

Sales and operations planning and integrated business planning

Development and improvement of S&OP and integrated business planning processes that connect demand, supply, inventory, capacity and financial planning. This includes demand forecasting, inventory optimisation, production and capacity planning, scenario analysis, governance routines and executive decision making.

ERP, WMS, TMS and Supply Chain technology

Selection, implementation and optimisation of ERP, warehouse management and transport management systems. I help define business requirements, redesign processes, improve data quality and prepare operational teams for successful implementation.

This includes the practical application of artificial intelligence, predictive analytics and optimisation tools across demand forecasting, inventory planning, logistics networks, warehouse operations and procurement spend analysis.

Transformation delivery and change leadership

Leadership of complex Supply Chain transformation programmes from initial diagnosis through design, implementation and handover. This includes programme governance, business case development, stakeholder engagement, process redesign, team capability, change management, risk control and KPI tracking.

The focus throughout is measurable improvement in cost, service, inventory, throughput, resilience and operational performance.

Proven track record.

These case briefs focus entirely on the problem, the action taken and the quantifiable financial outcome.

Brief 1

Network optimisation and warehouse rescue

The challenge: A major international distribution network was suffering from severe warehouse bottlenecks, sub-optimal inventory placement and soaring operational overheads. The existing layout could not keep pace with commercial growth, leading to missed delivery windows and fractured customer relationships.
Anthony's execution: Stepped in to run a comprehensive operational audit. He completely redesigned the warehouse product-flow layout, implemented strict capacity planning protocols, and restructured the day-to-day workforce strategy to eliminate operational friction.
The result: Eliminated processing bottlenecks, restored target service levels, and unlocked multi-million-dollar cost savings by optimising existing capacity without expensive footprint expansion.

Brief 2

3PL transition and technology integration

The challenge: An enterprise organisation was burdened by an inflexible, costly in-house logistics fleet and an outdated tracking system. The business lacked data transparency, making it impossible for the C-suite to forecast Supply Chain costs accurately or track inventory in real time.
Anthony's execution: Led the strategic transition from an asset-heavy internal model to a modern, flexible third party logistics framework. At the same time, he oversaw the selection, procurement and deployment of a warehouse management system to deliver complete data transparency.
The result: Reduced fixed logistics overheads by shifting to a scalable variable-cost model. The WMS integration gave the executive board full live inventory visibility, mitigating Supply Chain risk and improving fulfilment speed.

Brief 3

Distribution network built to scale

The challenge: A national distributor had outgrown its existing distribution network. Demand was increasing, one distribution centre could no longer accommodate the required throughput and another was approaching the end of its operational life. The business needed to determine the right network configuration to support future demand, scalability and operational resilience.
Anthony's execution: Anthony assessed current and forecast capacity across the branch network, reconciled freight volumes, rates and assumptions site by site, and modelled three network options covering capital requirements, operating costs, freight implications and earnings impact. He evaluated each option against future demand, service, capacity, cost and resilience before presenting his recommendation to the board.
The result: A scalable distribution network designed around future demand rather than current volumes alone, with greater capacity and resilience built into the operating model. Design briefs for two new distribution centres were progressed to tender, supported by a repeatable capacity and freight model for future investment and network decisions.

Brief 4

Healthcare operational efficiencies

The challenge: Across two public hospitals, theatre time and staffing were not matched to patient demand. Elective surgery waits were running beyond national targets and capacity was being lost.
Anthony's execution: Designed and implemented an operational planning and rostering system across both hospitals. Inpatient and outpatient demand was matched to theatre capacity and measured against Ministry of Health targets.
The result: Elective wait times came down to under six months within the first year, meeting the national target, with savings of 5% a year from better planning and resource allocation.

Contact

Let's talk about your next phase.

Whether you're scaling, expanding, transforming or addressing a specific Supply Chain challenge, get in touch to discuss your objectives and timeframe. I will provide a clear view of the opportunity, the approach and the next steps.

Email me WhatsApp

WhatsApp+971 50 109 9139
Emailinfo@anthonyroberton.com

Perspectives and practical insights

Updates

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