B Taylor & Sons Transport

A Message from Lord Pickles and Lord Blunkett, followed by B Taylor & Sons Transport's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from B Taylor & Sons Transport is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.taylorstransport.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | B TAYLOR & SONS TRANSPORT
Alan Taylor, managing director
Vehicles at the Taylors
head office
B
Taylor & Sons Transport is one of the largest road haulage
operators in the East Midlands. Barry Taylor, father of
current managing director Alan Taylor, established the
company in 1974. From its headquarters in Huthwaite, near
Mansfield, Nottinghamshire, it operates up and down the country
every single day, with a fleet of 200 vehicles and 300 trailers.
Alan, who took over from his father 26 years ago, here discusses
the methodologies and best practice which allow BTaylor & Sons
Transport to be a dominant force in their local haulage market.
Offering versatile service for our clients
Our headquarters, near Junction 28 of the M1, houses a fleet which operates across
the country seven days a week, both night and day. Our pallet network memberships
allow us to provide a service from just one pallet through to a full load on a premium
or economy basis: we are versatile, and can stretch to suit our clients’ needs. We
also have to hand substantial warehousing space which enables us to offer a
complete distribution package.
Every member of our 300-strong team, including driving, engineering, sales,
administration, and management staff, maintain a serious, customer-focused viewpoint
and offer a high level of commitment to every one of our clients, no matter their size.
A competitive industry rife with regulatory change
We predominantly haul palletised freight in curtain-sided vehicles, though our fleet is
not simply limited to this. We also offer flat-bed trailers, crane-mounted vehicles, roof
FACTS ABOUT
B TAYLOR & SONS TRANSPORT
»Managing director: Alan Taylor
»Established in 1974
»Based in Huthwaite,
Nottinghamshire
»Services: International freight
forwarding
»No. of employees: Around 300
»Group turnover: Over £20
million
»Modern fleet of around 200
vehicles and 300 trailers
B Taylor & Sons
Transport
27B TAYLOR & SONS TRANSPORT |
BEST PRACTICE REPRESENTATIVE 2018
truss trailers, truck-mounted forklifts
and box trailers. Our attention to detail
throughout the process ensures that our
customers receive a world-class service
which achieves results and guarantees
repeat business. We understand the
importance of communication and
have invested in vehicle trackers and
in-cab telephones and cameras.
This is not easy, however; our industry
is one of low margins and serious
competition. It also requires significant
capital investment; a new truck and
trailer costs in excess of £100,000.
It is also highly regulated; vehicle
operation, town centre access and
congestion charge legislation is
constantly changing. Alongside that,
clients’ expectations and requirements
do continually change, and we are
now often expected to deliver at any
specified time across a 24-hour period,
irrespective of any impediments or
potential road or weather conditions.
Growth through service and
quality
Ever since our establishment in
1974, we have seen growth through
dedicated responses to client
requirements. We make our clients
partners, and collaborate to find a
method which is both the most efficient
and the most economically viable
possible. We recognise that an open
dialogue results in operational benefits,
on all sides, and that by forging
valuable relationships, we can afford to
sell on service rather than just on price.
We strive to be confident and proactive
in all we do; customers need to
believe, and in our case, do believe,
that you can provide the service they
need on a consistent basis from day
one. Additionally, by increasing our
warehouse space and capacity, we
can now offer a turnkey distribution
package that allows customers to focus
on their core business without having
to worry about delivery at any stage.
International freight forwarding
We also operate a secondary freight
forwarding business; this provides
international distribution services
across road, sea and air that works in
tandem with European road freight
services. With our expansive base of
knowledge and track record, we can
advise on required documentation
for any destination in question, and
help clients to ensure their distribution
smoothly runs through customs at
either end. Our ISO 9001 accreditation
speaks volumes about the quality and
consistency we can deliver.
We know that remaining profitable
and efficient requires minimal empty
running; we have seen that, in this
area, the wealth of knowledge our
traffic management staff possess is
integral. Knowing how and where
to find return loads is critical to key
delivery, and, for us, can often mean
the difference between profit or loss.
Current problems for UK road
hauliers
It is estimated that there are around
two million potholes in the UK, and
they are a major factor in causing axle
and suspension failures alongside tyre
damage; the cost to road hauliers is
considerable. The government will
make a further £100 million available to
Taylors’ tri-axle trailers
We recognise
that an open
dialogue
results in
operational
benefits on all
sides
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | B TAYLOR & SONS TRANSPORT
councils across the UK to repair potholes
and other damage caused by extreme
weather conditions. In 2015, George
Osborne stated that by 2020 all road
tax income, around £6 billion, would be
dedicated to “building and improving
the country’s highways”. Income
from fuel duty, however, comprising a
further £27 billion, is not mentioned.
Secondly, the mayor of London has
proposed to bring forward the ultra low
emission zone, meaning that all lorries
entering central London will need to
be Euro 6 standard from April 2019.
Lorries that entered service before
2014 will have to pay a punishment
tax of £100 for each day that they
enter the zone. According to the Road
Haulage Association, “The effect of
the proposal will commercially scrap
many modern and expensive vehicles
well before their time. Many small road
haulage businesses are at risk from
this and future plans targeting goods
vehicles operating in the capital.”
Now and in the future
Road haulage is the UK’s fifth largest
employer, with 80 per cent of UK
freight moved directly by road and the
remaining 20 per cent requiring road
transport at some stage. There are
some 500,000 commercial vehicles over
three and a half tonnes registered in
the UK and over 30 million motor cars.
Our aim is to change the perception
of road haulage in the UK, and
our expectations for the coming
monthsare:
»The economy will continue to be
strongly affected by uncertainty
surrounding Brexit negotiations.
»The price of fuel will remain volatile,
affected by demand, production
levels and the sterling exchange rate
against the dollar.
»The UK driver shortage is set to
continue, and there is a risk that
foreign drivers will return home
or be reluctant to remain thanks
to the decreasing value of the
pound. Additionally, less than 2per
cent of HGV drivers are women
and we need to encourage more
female participation throughout
theindustry.
Brexit is scheduled for 29 March
2019, with a transition period possibly
extending to 2021. Our customers will
inevitably be affected by this, and we
will need to be able to respond quickly
to their changing requirements. Our
business has been built on the back of
exceptional customer service, and we
cannot be complacent; our customers
are our greatest critics, but also our
greatest advocates, and we retain their
continued support by providing a safe,
reliable and value-for-money service.
Our aim is to
change the
perception of
road haulage
in the UK
Vehicles at Taylors’ head
office

www.taylorstransport.com

This article was sponsored by B Taylor & Sons Transport. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister