Using technology to enhance efficiency and customer satisfaction

Lyndon Johnson, Managing Director of Huws Gray Partnership Solutions, outlines how Huws Gray competes with the biggest operators within the builders merchants sector.

Having done every job in the sector – from warehouseman upwards – he is well positioned to understand what needs to be undertaken to drive the business forward; and a core part of this is in the successful deployment of innovation and technology including AI.

Clever use of technology is enabling Huws Gray to compete on a level playing field with those players in the sector that have more manpower, reach and resources available to them.

Since Covid, our public sector business has grown 60% in volume – a significant achievement that we’ve been able to deliver because of our agility and approach. In an increasingly competitive marketplace, customers are far more results driven than ever before, and
customers need to not only meet but exceed expectations to meet stringent government KPI’s and meet the Tenant satisfaction measures as outlined by the Regulator for Social Housing. Huws Gray Partnership Solutions is a rebranded business within Huws Gray Group, and part of a £2 billion business group with substantial buying power and resource and employs 5,000 staff.

Our teams work closely with customers to become a valued extension of their ‘in-house’ team, actively listening to their requirements and building a ‘bespoke’ service delivery model which goes beyond their expectations.

What’s important to customers is the success in delivering first-time fix rates and our goal is to keep an operative ‘on-site’ repairing properties – not driving around a district looking for bathroom or kitchen parts! We deliver a tailored bespoke service that meets the needs of the Social Housing Landlord through to Tier 1 or Tier 2 contractors.

Technology – the key to efficient use of resources

Innovation is at the heart of everything we do and, by incorporating technology into our service delivery model, enables a customer’s supply chain requirements are met.

In contrast to hi-tech solutions, we also employ more traditional modes of transport including mopeds across London – enabling us to deliver parts directly in an efficient and timely manner to an operative working at a property.

Another aspect of our supply chain model is the provision of unmanned stores, from which operatives can access using a key code. This facility is back office interfaced so customers are automatically invoiced for their purchases. The branch supporting that hub will be notified of the items purchased to enable the replenishment of stock.

Huws Gray also utilises ‘pop-up’ stores that are very mobile and also use both Gopher and Trade-Kart delivery services which provide access to an extensive courier network. In addition, we use the 11,000 pick-up points across the country utilising services from the likes of Co-op and Matalan etc.

We aim to stock at least 98.5% of a customer’s core range at all times driven by our mantra, Right Product, Right Place, Right Time!

External IT provision

We have a hands on and incredibly supportive and customer focused IT team that provides training on our in-house ‘Stock and Go’ app to customer operatives. Huws Gray has many other bespoke solutions that support the customer.

Data team performs crucial role

Data management provides the insights to drive efficiencies across a customer’s supply chain, keeping tight stock control and ensuring supply and delivery schedules are met.

Our data team work with the AI platform Huw’s Gray Insights – a self-serve data platform – which allows the customer self-service access and use their data as they require.

It provides up-to-the-minute data revealing in-depth insights including what products are on their van which are rarely used and, conversely, those products not on the van that should be. We use the available data to gain valuable insights into a customer’s business and give them full access to it. This works incredibly well, particularly in a data driven compliant world in which the public sector operates.

Meeting compliance requirements

Customers have competing priorities ranging from the repairs and maintenance element of their business, through to meeting such deadlines as the EPC C regulation, which sets out a minimum energy efficiency target standard which needs to be met by 2030 for fuel poor properties and 2035 for all other properties. Add to this legislation such as the Building Safety Act and the challenges of the Social Housing New Build element, UK housing associations need to balance often conflicting demands to upgrade existing, sub-standard homes while trying to build new ones amidst severe financial constraints, high inflation, and intense regulatory pressure.

Housing Associations and Local Authorities face a daily balancing act as they operate in an increasingly complex environment. Not only do they have to meet demanding sustainability targets, but they face greater accountability. In addition, such legislative demands such as Awaab’s Law, named after Awaab Ishak – a toddler who died of mould exposure in 2020, add further administrative tasks.

Looking forward

Our innovative approach to business is an important part of our service offering and this has contributed to numerous recent prestigious account wins. A key part of our success is our new business team, who are customer focused, hard-working and committed to delivering bespoke flexible solutions that really work for the customer.

Whilst we will continue to invest in the business infrastructure, technology and IT departments, I firmly believe our most important asset is our people, who continue to deliver for our customers week-in, week-out.