Projects

My Role & Collaboration:

As a core member of a four-person MSc consulting team, I worked closely with DSV’s Automation and Solution Design leadership team, engaging with stakeholders across operations, finance, and strategy to ensure that our recommendations aligned with both short-term operational needs and long-term business goals.

I took ownership of the financial and strategic feasibility workstream, leading the ROI, payback period, and cost-benefit analysis for multiple automation solutions, including Autonomous Mobile Robots (AMRs), Automated Guided Vehicles (AGVs), and conveyor-based systems. My responsibilities included:

• Conducting industry benchmarking and best-practice research on automation adoption in large-scale warehouses to support evidence-based recommendations.

• Designing a phased implementation roadmap, outlining investment milestones, risk mitigation strategies, and change management considerations to ensure operational continuity during technology adoption.

• Collaborating with teammates to structure the research methodology, collect operational data, and develop an executive-ready presentation for senior decision-makers.

• Acting as a key liaison between the team and DSV stakeholders, ensuring alignment of financial models with operational realities and strategic objectives.
  
  

Strategic Outcome:

The final deliverable was a comprehensive automation strategy that compared the capabilities, costs, and operational impacts of AMRs, AGVs, and conveyor-based systems. Supported by robust financial modelling, scenario-based ROI projections, and payback period analysis, our solution demonstrated:

• A potential 40% uplift in warehouse productivity through phased adoption of AMRs and AGVs.

• A clear investment roadmap that prioritised high-impact, quick-win initiatives to accelerate ROI while mitigating risk.

• A scalable implementation framework, enabling DSV to future-proof its operations and transition seamlessly to higher levels of automation as business needs evolved.

Our recommendations provided DSV with actionable insights to support high-value investment decisions, empowering the leadership team to make data-driven, cost-effective, and strategically aligned choices to enhance operational efficiency, competitiveness, and long-term growth.

My Role & Research Process:

I independently executed this dissertation as part of my MSc in Operations, Logistics, and Supply Chain Management at the University of Bath, under the supervision of the Head of Department. I took full ownership of the end-to-end research lifecycle, which included:

• Identifying a critical gap in existing sustainable logistics literature, specifically regarding the demand-side role of consumer behaviour in influencing last-mile delivery sustainability.

• Designing and deploying an online consumer survey, targeting e-commerce users across diverse demographic groups to capture a wide range of attitudes and preferences.

• Developing a robust methodology combining both quantitative (statistical and discrete choice modelling) and qualitative (thematic analysis of open-ended responses) approaches to ensure comprehensive, data-backed insights.

• Collaborating closely with my academic supervisor for research guidance, while also leveraging peer feedback to refine survey design, statistical modelling, and the interpretation of results.

• Applying Discrete Choice Modelling (DCM) to systematically evaluate the trade-offs consumers make between delivery speed, cost, convenience, and sustainability, providing a structured way to quantify preferences and willingness to compromise for eco-friendly options.
  
  

Strategic Outcome:

The study revealed a significant correlation between consumer environmental concerns and their willingness to choose greener delivery options, even when such options were slower, less convenient, or more expensive.

Key contributions of the research included:

• Providing empirical evidence that consumer behaviour plays a pivotal role in achieving sustainable last-mile logistics, addressing a key gap in existing academic and industry research.

• Delivering actionable recommendations for e-commerce businesses and policymakers, such as:

• Using behavioural nudges (e.g., eco-friendly default options, social proof) to influence consumer choice.

• Incorporating green labelling and transparent CO₂ impact information during checkout to encourage sustainable delivery selection.

• Designing policy frameworks and retailer initiatives that integrate consumer-driven solutions with supply-side optimisations.

• Offering demand-side insights that complement supply-side measures, enabling a more holistic approach to sustainable logistics strategy and policy development.

This research bridged the academic-practice gap, equipping businesses and policymakers with evidence-based strategies to shift consumer behaviour toward environmentally responsible last-mile delivery choices, ultimately reducing emissions and supporting global sustainability goals.

My Role & Collaboration:

I independently executed this project, taking full ownership of the research, analysis, and strategic recommendations. My responsibilities included:

• Applying the Operations Strategy Matrix and Resource-Based View (RBV) frameworks to assess Ford’s operational capabilities and competitive advantages in the electric vehicle market.

• Conducting benchmarking of Ford’s supply chain, vertical integration, and sustainability initiatives compared to key EV competitors such as Tesla and Rivian.

• Evaluating key decision areas including supply chain network strategy, capacity expansion, process technology adoption, and workforce development.

• Analysing market requirements and performance objectives (quality, speed, dependability, flexibility, and cost) to determine Ford’s strategic fit in the EV segment.
  
  

Strategic Outcome:

The project delivered a comprehensive operations strategy report that:

• Identified how Ford could leverage vertical integration, battery technology, and brand reputation to strengthen its competitive position.

• Highlighted supply chain risks, including semiconductor shortages and battery component dependencies, and provided recommendations for resilient, localised sourcing.

• Recommended automation, digitalisation, and closed-loop recycling initiatives to reduce production costs and improve sustainability.

The analysis demonstrated how Ford’s F-150 Lightning strategy could create long-term competitive advantage, aligning innovation, sustainability, and operational excellence to support Ford’s goal of achieving carbon neutrality and capturing EV market share.

My Role & Collaboration:

As part of a consulting project, I contributed to the financial and strategic analysis of Aramco’s CVC investments. My responsibilities included:

• Conducting market research and literature review on the role of Corporate Venture Capital in large multinational corporations.

• Evaluating Aramco’s investments using Chesbrough’s (2002) Driving, Enabling, and Emergent strategies framework.

• Assessing the synergies between Aramco’s core business and its portfolio investments in technology, sustainability, and energy diversification.

• Collaborating with teammates to structure the final report and develop strategic recommendations for portfolio risk management and value creation.
  
  

Strategic Outcome:

The project produced a detailed strategic assessment that:

• Demonstrated how Aramco’s CVC arm could accelerate innovation, enhance supply chain capabilities, and reduce long-term reliance on oil revenues.

• Provided evidence-backed recommendations for improving portfolio structure, risk management, and strategic alignment with Aramco’s diversification goals.

• Showed that effective CVC investments could position Aramco as a leader in next-generation sustainable energy technologies while ensuring strong financial and strategic returns.

The analysis demonstrated how Aramco’s CVC strategy could strengthen long-term competitive advantage by accelerating innovation, enabling diversification beyond oil revenues, and positioning the company as a global leader in sustainable energy technologies.

My Role & Collaboration:

I worked as part of a group project team, contributing to the strategic and financial evaluation of the acquisition. My key responsibilities included:

• Analysing strategic rationale, market positioning, and technology synergies between Salesforce and Tableau.

• Evaluating post-acquisition performance metrics and the impact on Salesforce’s competitive advantage in the analytics and CRM markets.

• Conducting secondary research on revenue growth, integration challenges, and cross-selling opportunities.

• Supporting the development of recommendations on how Salesforce could maximise the value of the acquisition.
  
  

Strategic Outcome:

The project delivered an evidence-based report that:

• Highlighted how the acquisition enhanced Salesforce’s analytics capabilities, enabling deeper customer insights and improved product integration.

• Showed how Tableau’s inclusion strengthened Salesforce’s market share and recurring revenue streams, contributing to long-term growth.

• Provided recommendations for effective post-merger integration and synergy realisation, ensuring Salesforce achieved maximum ROI from the acquisition.

The analysis demonstrated how Salesforce’s acquisition of Tableau could enhance its long-term competitive edge by expanding its analytics capabilities, deepening customer insights, and driving recurring revenue growth in the highly competitive cloud CRM and business intelligence markets.