TRANSPORT
“ Small changes can have a big impact... By scrutinising every aspect of the logistics operation, from route planning to load allocation, and automated proof of delivery workflows, businesses across the UK are saving time, money and helping
the planet. ”
allocation processes, Shawston is also predicting savings of around 3,000-man hours a year which will be used to unlock other efficiencies within the business. Additional benefits include reduced mileage, potentially as much as 30,000 miles per annum, and the intelligence to review the types of vehicles that are required to transport 6,500 tonnes of goods a year.
Shawston is not alone in the quiet revolution that is taking place within the building supply chain. Other adopters of the Podfather logistics solutions, which includes logistics planning, route optimisation and proof of delivery (POD) functionality, are CCP. Previously Cheshire Concrete Products, a trade supplier producing and delivering over 24 million precast concrete blocks annually, CCP makes up to 90 deliveries a day, using third-party haulage contractors. Having also eliminated paper from its delivery operation, saving around 60,000 sheets of paper per annum; the equivalent to 7 ½ mature pine trees, using Podfather, CCP is realising additional savings, both environmental and
economic, as paper no longer needs to be stored or accessed in case of query. O&S Doors, manufacturers of kitchen, bedroom, and bathroom doors and components, has also boosted its customer service experience and reduced its environmental impact using Podfather. The Irish manufacturer and supplier to the trade has seen a dramatic reduction in the number of calls its customer service team receives regarding missing or undelivered orders, and, any remaining issues, can be resolved at first point of contact with instant access to digital delivery documents, stored in the cloud. The use of Podfather has also seen the removal of more than 3 million sheets of paper from the delivery operation since implementation. O&S Doors produces more than 70,000 individual cabinet frontals and door components every week. From its 410,000 square foot state-of-the art production facility, it supplies all sizes of kitchen, bedroom, and bathroom (KBB) businesses from independent tradesmen to construction contractors and large-scale distributors such as B&Q and
Wickes. Using its own fleet, together with third party haulage partners and parcel delivery companies, it serves the whole of the UK and Ireland and also operates trade counters and showrooms in Dublin and Manchester.
Reduced impact
Integrated with the company’s ERP system using the Podfather API, customer orders are automatically allocated to a vehicle and driver. Using the app, drivers can access their schedule together with last-mile routing and navigation, as soon as its created and without needing to go into the office. Drivers also use the Podfather app to capture, record and share, in real-time, proof of delivery evidence including date, time and location stamped signatures and photographs. In addition to deliveries made, O&S Doors also uses POD workflows to support its trade counters. Each of the four outlets acts as truck with daily orders allocated to it and collection evidence captured, in the same way as delivery evidence, using the app.
Small changes can have a big impact on different types of operations within the building supply chain. By scrutinising every aspect of the logistics operation, from route planning to load allocation, and automated proof of delivery workflows, businesses across the UK are saving time, money and helping, the planet.
Evidenced by reduced mileage, and therefore emissions, digital processes, rather than paper production, and service improvements resulting in efficiencies and freeing up of resources that can be applied to other areas of the business, the use of the right software which has been designed, and is supported, by professionals who understand the challenges and opportunities the building sector is facing, can realise positive, repeatable and tangible returns on investment. BMJ
April 2025
www.buildersmerchantsjournal.net 37
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