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Birth pains of a new contrad

2nd December 2004
Page 66
Page 66, 2nd December 2004 — Birth pains of a new contrad
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Which of the following most accurately describes the problem?

They say that death and divorce are the two most stressful experiences in life. In transport — certainly in my sector — the equivalent is the implementation of a new contract.

Success or failure in the tender process for a fuels distribution contract with a major oil company obviously has a significant effect on a company's business. Our turnover fell from £6m to £2m in 1999 when we lost a major contract. Five years later and success in three major tenders, means our turnover will be around £17m next year.

Planning for change on this scale would appear, on the face of it, to be like planning for divorce or death — almost too radical to contemplate. But with a typical gestation period of six months, the challenge becomes easier. Indeed, one might say the process has been made easier by the introduction of the Transfer of Undertakings arid Protection of Employment (TUPE) regulations, which require the incoming contractor to take over the existing workforce.

Back in October we were awarded a contract to distribute fuel to 166 sites owned by Fuelforce, which operates filling stations under the Jet brand.This requires us to provide 18 tanker vehicles and around 35 drivers, operating from seven different locations around the UK.

The contract begins on 1 April 2005 so I am currently busy travelling around the country meeting the drivers who will transfer from the current contractor.

Planning

It was the French industrialist Henri Fayol who said:"If planning isn't the whole of management, it is at least the greater part." He was right. If we are to effect a seamless transfer of this business on 1 April, we need to produce a plan that will bring this about.

Incredibly, because of the high level of preparatory work on tanker vehicles, the trucks start arriving with us by mid-January. Modifications to petroleum regulatory standards, painting in customer's livery, together with some company standard safety moclifications,means we will need every day of the ten weeks leading up to the April start. Implementation plans for most contracts fall into a similar pattern.There is a filmy of activity when the business is awarded: arranging operators' licences, meeting union officials, setting up new operating centres, atTanging vehicle parking, bunkering and wash facilities.

This is followed by a lull in the activities, during which time! get the opportunity to meet drivers and discuss what improvements we can make to the current arrangements.

Fortunately we already have operations at five of the seven locations for the new contract, so it's an opportunity for me to visit our existing sites at Coryton, West London, Plym outh, Grangemouth and Imtningham.The two new operating centres will be at Jarrow in the North East and Kingsbury in the Midlands.

Then,in the final weeks before the contract start date, there is another burst of activity, and tension mounts as we try to ensure that all the new vehicles and trailers are in place for the big day.

Death and divorce? It seems more like a birth tome — painful, but ultimately rewarding. •

Tags

People: Henri Fayol
Locations: London

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