Winnard’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.
“60% of our work is in the UK and 40% is full loads sent abroad,” says Winnard’s director Carl Jones. “Next-day and timed deliveries are vital because our customers run distress services and need to minimize the vehicle’s downtime. Very early morning deliveries are increasingly required particularly in London.”
He says he chose to move to Hallam Express because it offered a competitive price with “a promise of service which is equal to or better than we received before. It’s early days but so far it’s looking very good.”
Like all companies, Winnard’s must balance cost against protecting its reputation and customer base from poor service. “You can’t separate price and service,” says Jones. “Transport adds substantial cost to our product. If the price for transport is good, we can accept a lower service level – but only to a point. If you start to get delays, or loss, or damage, then price becomes secondary.”
Jones says that he also wants a transport supplier which keeps its own business healthy. “You can’t afford to take a service so cheap that your supplier can’t make a healthy profit and keep investing in a good service,” he says.
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