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APPOINTMENTS & NEWS 31


190 vehicle fleet


the certainty that all our delivery points could be adequately catered for. Working in partnership with


“SIMPLE NET PRICING WITH NO COMPLEX AND TIME CONSUMING RETROSPECTIVE REBATES, A FULL SCHEDULING SERVICE AND TROUBLE- FREE INVOICING.”


Add to this the UK-wide reach of GAP’s


network and it’s not difficult to see why they have quickly become one of our top tier providers and consistently rank highly in our performance monitoring programme.”


ADAM LINDSAY-SMITH, CHIEF BUYER AT PERSIMMON HOMES ADDED: “As one of the UK’s leading house builders, we set the bar high for all our supply partners.


“OUR STRATEGIC REVIEW OF SEVERAL ROOFLINE OPTIONS POINTED TO THE NEED FOR RELIABILITY, CONSISTENCY, TRANSPARENCY AND A DEEP UNDERSTANDING OF THE DAY-TO-DAY NEEDS OF OUR SITE-BASED TEAMS.”


We chose GAP because they were able to demonstrate that their structure, clear commu- nication lines and culture were most suited to our commercial and operational objectives.”


DARREN O’REILLY, SUPPLY CHAIN DIRECTOR, MILLER HOMES SAID: “At the end of the day, what we need from all our suppliers is certainty. The GAP model is simple and efficient - and gives us control and influence over the entire supply chain, a single point of contact and an end to complex pricing mechanisms.”


“VERTICAL INTEGRATION IS THE ONLY WAY THAT SERVICE LEVELS CAN BE ASSURED.”


The 24 year-old GAP group’s National Deal – No Sub Stockists mantra is underpinned by its vast manufacturing centres in Blackburn and


South Wales, by its 190-vehicle logistics fleet, and by its truly national network of Depots that provide coverage from Inverness to the Isle of Wight. As well as bringing clarity and consistency to


negotiations and transactions, much of the success of GAP’s dedicated Nationals teams has stemmed from its investment in processes designed to make life easier for local site teams and their management. “Power of One is so much more than just a


fancy slogan’” added Dave Tingle. “It’s become a way of life. It means as much to our estimators and schedulers as it does to our plot manage- ment and call-off teams. It’s also the focus of major investment. The £1.5m spent on technol- ogy to give buyers total visibility and traceability of all current and past orders, for example, is as important as new tools such as electronic proof of delivery that we’ve introduced to save customers’ site teams costly and frustrating administration challenges further down the line.”


0845 313 10 12 www.gap.uk.com


A Taylor Wimpey site supplied by GAP


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