Winnardâ€™s history dates back to the 1800s when it manufactured file grinding machines. In the 1930s it moved into engineering and making brakes for commercial vehicles and now it distributes brakes, discs and associated components to manufacturers, automotive factors and aftermarket outlets.
â€œ60% of our work is in the UK and 40% is full loads sent abroad,â€ says Winnardâ€™s director Carl Jones. â€œNext-day and timed deliveries are vital because our customers run distress services and need to minimize the vehicleâ€™s downtime. Very early morning deliveries are increasingly required particularly in London.â€
He says he chose to move to Hallam Express because it offered a competitive price with â€œa promise of service which is equal to or better than we received before. Itâ€™s early days but so far itâ€™s looking very good.â€
Like all companies, Winnardâ€™s must balance cost against protecting its reputation and customer base from poor service. â€œYou canâ€™t separate price and service,â€ says Jones. â€œTransport adds substantial cost to our product. If the price for transport is good, we can accept a lower service level â€“ but only to a point. If you start to get delays, or loss, or damage, then price becomes secondary.â€
Jones says that he also wants a transport supplier which keeps its own business healthy. â€œYou canâ€™t afford to take a service so cheap that your supplier canâ€™t make a healthy profit and keep investing in a good service,â€ he says.
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