volumes across the supply chain.
“For some customers, peak
volumes are now being managed
on a nearly daily basis, and by
adapting rapidly and with agility we
have learnt from each other within
our network in order to meet this
demand,” says XPO’s Catley.
Communication across the
supply chain has also been central
for logistics businesses. “This was
an unprecedented time for
collaboration,” states Merritt. “We
worked with a wide range of
customers, suppliers and other
logistics service providers to
ensure that the overall supply
chain wasn’t impacted.”
Clearly the sector has adapted
significantly to meet demands in
these changing times.
Nevertheless, very often the
actions taken have simply been
how the sector would normally
react to new requirements. “We’re
pleased to say that the current
situation has not really impacted
on our productivity at all,”
confirms Plant. “If we have faced a
challenge we’ve just found a new
and safe way of dealing with it and
then carried on – business almost
as usual!”
SO, WHAT OF THE
FUTURE?
Undoubtedly Brexit is a challenge
that logistics providers see
looming fast, but it is one the
industry is facing head on, in
particular using the learning from
this year as a central part of the
process. “Over the past few
months, we’ve become even more
adaptable than usual in delivering
solutions that add value to our
customers’ business operations,”
says Plant. “With Brexit we are
helping through the provision of
increased stock and services to
facilitate an easy transition; indeed
we predict ongoing growth here as
the ‘Just in Time’ lean logistics
approach is revised in favour of
enhanced stock levels and
increased resilience.”
Catley agrees that enhanced
resilience in the supply chain will
be a critical factor. “Brand owners
and retailers are very aware of the
potential supply issues and are
making sure their contingency
plans deliver the continuity
required,” he points out. “The
systematic improvements they
have already made will help ensure
the system is able to cope,
whatever the outcome of Brexit.”
System changes will also be
supported by the latest innovation
and advances in technology.
Clipper Logistics is planning
increased automation in its
warehouses and distribution
centres as part of its long-term
strategy to improve fulfilment and
eliminate risk for clients. An
improved flow of goods through
warehouses will free up employees
to focus on added value tasks that
utilise people’s creativity, critical
thinking, and customer
engagement.
XPO Logistics sees technology
as part of its DNA, having invested
$550 million each year into the
latest developments. Autonomous
robots are already used to support
employees in the transport of
goods and help with the validation
of products accurately and
efficiently, whilst also avoiding
repetitive movements among staff.
Carlton Forest meanwhile also
identified the importance of
sustainability as part of future
technology investment. The
company is home to the UK’s first
continuous pyrolysis plant that
delivers energy from waste to
reduce the impact on the
environment. “We love innovation,
so who knows what the future will
hold,” says Plant.
It is this ability to adapt and
embrace innovation and the latest
technologies that will continue to
drive the industry forward and
support the ongoing provision of
Value Added Services
(VAS).
“VAS have always formed part
of our overall strategy,” says
Merritt. “They allow businesses to
rapidly evolve, expand and
upgrade without investing in
expensive technologies or facilities
themselves.”
Similarly XPO Logistics plan to
continue developing their VAS
offering.
“From co-packing services that
deliver efficiencies and reductions
in touch points for brands, to
dealing with online store returns
and getting goods quickly back
into circulation, we are always
looking to deliver additional value
to our customers,” confirms Catley.
In addition, XPO Logistics
operates its ‘e-commerce
incubator’ as part of its VAS offer,
providing access to 3PL fulfilment
services for small to medium sized
businesses to support for their
online sales, which gives them the
headroom to develop their brand
and build their customer base.
Initiatives like this are key to the
future of the sector and despite the
upheavals of the year, there are
good reasons to remain upbeat.
As Plant concludes: “While the
industry is facing some
uncertainties, it’s important to not
lose sight of how much has been
achieved in this most unusual of
years.”
And having weathered the
storms of 2020, the adaptability,
flexibility and responsiveness of
logistics providers demonstrate
that they are more than capable of
meeting the challenges and
demands thrown at them in the
future.
Since its formation in 2000 the BCMPA has
developed into a major force in promoting the
services of the UK’s contract manufacturing and
packing industry, encompassing a wide range of sectors
including food and drink, nutraceutical, chemical, personal
care, pharmaceutical, household and more.
49
BRITISH CONTRACT MANUFACTURERS AND PACKERS ASSOCIATION
St Mary's Court, The Broadway, Old Amersham,
Buckinghamshire HP7 0UT
www.bcmpa.org.uk
Tel:441494582013
/www.bcmpa.org.uk
