Mihkel Mäehans

• Strategically planned delivery runs and routes to maximise available resources.
• Making teams more efficent / reducing employees.
• Quality improvement and monitoring.
• Market researches and carriers replacements (for cheaper and better quality).
• Year 2022 OTD was 99,95% (8 weeks was 100%).
• Implemented hand device delivery. Better traceability and reduce papers.

• Created procedures / regulations like - How to use and hire subcontractors. How to set up a tenders. (State company - legally highly correct documents).
• Calculations and examples why is more effective to use subcontractors vs to have own couriers, truckers and postmen (+ own and operate with fleet etc). And I "sold" it to the Board.
• Ended subcontractor monopoly in Tallinn (high risks for finance and quality).
• I made it mandatory for couriers to wear uniforms and vans must be with Omniva logos.
• Ended many old unprofitable cooperation agreements, set up new tenders.

• Responsible for DPD branding (from depots, couriers uniforms to vans and trucks appearance).
• 2015 - 2017 DPD Group rebranding. First place in the world, fastest rebranded country.
• Responsible for the work methods of subcontractors (couriers).
• Implement DPD system, "One Hour Predict" (from software, addresses correction to teaching couriers to start use new program).
• Gathered and analysed feedback from customers to gauge satisfaction.
• Addressed customer complaints and resolved issues.
• Weekly communication with subcontractors about on-time delivery and targets (financial penalties if necessary).
• Weekly damage and loss handling group meetings.

Led warehouse improvement initiatives to advance operational efficiencies and increase revenue.

• Developed a delivery schedule for vendors (first central warehouse in Estonia).
• Consistently defined Key Performance Indicator targets through logistical leadership and process evaluation.
• Increased staff motivation by introducing incentive programmes based on team attendance and productivity.
• Expertly handled employee conflicts in line with company procedures, addressing issues and preventing recurrence.
• Monitored and improved picking accuracy, productivity and cycle time by conducting ABC analysis and order profiling.

• Overhauled receiving processes, scrutinised productivity and accuracy metrics and implemented improvement action.
• Developed goods paper reception/controlling to electronic (PDA) reception.