A deal is a deal
Never before has Nedlin’s logistical planning department been asked to deliver the level of flexibility they were required to provide this year. Enormous pressure on healthcare, the hospitality industry being put into lockdown: previously fixed routes or delivery times have given way to circumstances that change from day to day. Jimmy Vermeeren, Logistics Manager, offers insight into the puzzle he and his team need to complete every day to fulfil our agreements.
Every item of clothing, every wash cloth: all of the linen Nedlin treats is eventually returned to the clients via our drivers. And taken back to the laundry. This makes the logistics department the link between clients, production, and account managers. “Everything goes through us”, Jimmy smiles. Is the client dealing with unusual circumstances, is production dealing with a failure, or have a client and account manager reached a new agreement? Then logistics has to weigh in as well.
“I understand what the client wants”
Thankfully, Jimmy’s experience in the industry means he has a good eye for perfect service. “My background is in hospitality. I understand what the client wants”, says Jimmy. This is a particular asset in the hospitality industry, where circumstances are dynamic. On the eve of Valentine’s day, or following even a change in the weather, hotels may suddenly find themselves stretched to capacity. “And that means a change in the laundry cycle as well. You have to be able to address those changes.”
My background is in hospitality. I understand what the client wants.
The same applies for unexpected issues in the laundry department. Jimmy: “In case of an internal failure, we have to establish the potential consequences. Or in case of sudden snow: a weather alert may mean that not all vehicles, like our lorries, can safely be driven. You have to discuss these things with clients: Would it be okay if we arrive with an additional vehicle tomorrow? Or perhaps at a later time?”
Good planning is also essential for the laundry department. Clients not only need sufficient clean linen, but must also be able to return dirty linen at the right times. “It is important to keep production at a consistent level”, Jimmy emphasises. “We always take into account that work in the laundry department is spread evenly.” This way, Jimmy, in consultation with clients and colleagues, ensures that service provision remains impeccable, whatever the circumstances.
Productivity from every trip
These aspects have made this year extra challenging, for drivers as well. Jimmy is pleased that the people on his team recognise the unusual nature of current circumstances. “When you are operating at maximum capacity, you can offer people a greater sense of routine”, he explains. “These days, it is not that easy.” Nevertheless, lockdown does not only have downsides. “Our drivers cater to all segments, now more than ever. Everyone has been everywhere; our employees have become even more deployable. We have made the best possible use of this period to improve that aspect.”
We visit Brussels at night. It allows us to work uninterrupted, without bothering clients.
Since hotels are still not operating at full capacity and the frequency of some routes has dropped, keeping each trip productive occasionally proves challenging. “If a lorry has 40 potential stops, you will want to fill all of those up. And to return the lorry with a full load as well, for preference”, Jimmy says. Sustainability is key in this process. Nedlin uses Euro 6 lorries and LNG-trucks: smart vehicles with low CO2 emissions that recognise and anticipate routes. For long distance, Nedlin is the first laundry service in Europe to use LHV-transport: one large lorry with a double load.
A team at night
Each team comprises two drivers alternately operating vehicle chauffeurs every night. “This improves ownership”, Jimmy explains. The lorries are on the road nearly 24 hours a day. “We look at the ideal delivery times for clients. In hotels, we often use regular lifts – which is impossible during times of high footfall. In Brussels, for example, we arrive at night. It allows us to work uninterrupted, without bothering clients”, he says.
If there is a great deal of laundry to be done, the team uses multiple lorries and a strategically positioned trailer. Jimmy: “The drivers are in contact with each other. If one has no room, he calls the other one in for support, in order to maximise the pick-up. It is good to see that kind of collaboration, watching them make it work. A team at night.”
Calling card
Nedlin uses fixed drivers: they know their clients and ensure that the delivery process on-site goes well. “They are our calling card, and our eyes and ears in the field. They are often the first to learn of any issues.” Information obtained by drivers from clients is fed back to the account managers. This ensures that the lines of communication remain short, and facilitates quick reactions where needed.
The drivers are our calling card, and our eyes and ears in the field. They are often the first to learn of any issues.
Jimmy visibly takes pride in his team. “Clients often use their own performance as a benchmark. Hotel owners go to great lengths to satisfy their clients. We keep this in mind. In many businesses, drivers are people who move goods from A to B. For us, our drivers are more like hosts. The client’s interest is a key priority”.