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Today Updates. May My biggest project recently was implementing a delivery management system for our companies. We have rolled it out at most of our older locations, while continuing to integrate it into our newer acquisitions. This implementation is challenging because our companies sell so many different kinds of product—lumber, roofing, siding, cabinetry, windows, and others.
We need a wide variety of trucks to accommodate product differences. Most delivery management systems aren't designed to work with such complex fleets. We needed software to choose the right truck for the right materials—a boom truck to load shingles onto a roof, for example.
The system had to account for each truck's weight and volume capacity, and for the time needed to load and unload specific products. The system we chose had the necessary framework, but had never been implemented in the building materials industry.
We did a lot of creative engineering to customize the software to meet our delivery scheduling needs.
As we continue to roll out this end-to-end delivery solution, change management poses an important challenge. To date, most of our locations used paper and pushpins to schedule deliveries.
That process didn't let us share information with customers or measure performance. The new system allows for real improvement, but represents a big shift in skills for many dispatchers.
We have to develop good training programs, customized to the needs of individuals with different experience levels. Using data from the delivery system, we built an iPhone application that provides real-time delivery tracking and notifications. We are proud of the early adoption rate and positive customer feedback. The Big Questions Have you learned any lessons through on-the-job experience?
When you're leading a major initiative, there is no such thing as too much communication.