How becoming more efficient in my job has made me happier.
Terry Price, the Managing Director of
“I’ve been in logistics for almost twenty years now. It’s all I’ve ever known and all I’ve ever wanted to do. Like many people, I started at the bottom. When I was 22 I joined TNT as a traffic clerk. The money wasn’t great, but what I gained in experience certainly made up for it. From there, I got my Category B Licence and started driving refrigerated
After working my way up to supervisor and manager, I left TNT, ran a bus depot for a while which really tested my planning skills, before taking a job with Kuehne + Nagel (K+N). I’d always wanted to work for a global transport company and at the time I thought K+N would be a good fit for me. In the
However, after a few years, I got itchy feet. It got to a point where I’d felt that I learned as much I possibly could from the large logistics businesses that I’d been with for the last two decades. I really wanted to start my own business. But I
And then I met Phil and everything changed. Phil was a work colleague at K+N. He told me how he ran a small freight operation as a side-line. He had three vans and employed three drivers. One van he said serviced a contract with a large contractor, but it was how he put the other two to work that most interested me. They were always at full capacity but weren’t tied to a dedicated
I thought it was too good to be true and so I did my own research. It seemed to corroborate what he’d said. I still had my doubts of course, but after talking to my wife I decided to take the plunge and leave K+N. So in November last
However, as so often happens in life, things don’t run the way you quite expect. The contract with the eRetailer sadly didn’t deliver the regular work that I was hoping it would. But, on the other hand, the more I used CX, the more I discovered that it wasn’t just a platform for backloads. I found it to be a consistent source of hotshot loads – so much so that after my first month, I
What I love most about CX s the flexibility it gives me. Of course, like anyone else, I have regular clients and there are some jobs that I have to take on no matter the time of day. There can be long days too. So you have to have a passion for driving, which I have always had. But that’s the nature of the industry that we work in. However, that said most of the time, I can pick and choose my job and work to my schedule.
So how does an average day shape up? Well, I’ll use CX’s smart matching technology to find a load the night before the delivery’s due. I’ll then spend the evening with my family before setting off at around four o’clock in the morning. The pallets are usually with the customer before the rush hour has started and at 9 am I’ll then look for another load to take me home, or as close to Halifax as I can get. It doesn’t always work out of course, but when it does it’s very satisfying. Last week, for example, I picked up in Preston, dropped off in Cambridge four hours later and then won a backload to Brighouse, which is just five miles from my house. I was back at home by lunchtime to walk the dog.
While the Exchange has helped me work on my terms, I can also say that it’s a great consolidation tool. At first, however, I had my doubts and so being a bit of whizz at Excel I decided to put it to the test. Therefore, I built a spreadsheet which logged my daily mileage, my diesel costs, my closing mileage, and my profitable mileage. From there I was able to accurately monitor my efficiency, and the results so far – albeit over a short period of time – have been quite astonishing.
For example, before I signed up to the Exchange, due to not being able to find backloads, I calculated that my inefficiency levels were close to 60 percent. After just a week on the Exchange, however, I managed to reduce them to 36 percent, and then a week later I cut them to 32 percent. And for the last few weeks, I’m running empty only 26 percent of the time. As I expand the business, it ought to be possible to further cut dead mileage, especially if my wife comes on board to work on transport planning. When this happens, it will, I believe, generate many more loads. Finally, with profits up by 30 percent we’re a planning to buy another van, as well as make more use of the Exchange’s virtual fleet when we’re tied up on jobs ourselves.”
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