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 James & James Fulfilment is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
James & James Fulfilment
Rt Hon The Lord David Blunkett, MP
Rt Hon The Lord Eric Pickles, MP
21JAMES AND JAMES FULFILMENT |
BEST PRACTICE REPRESENTATIVE 2019
CEO James Hyde
Networked fulfilment centres provide
clients with the potential to expand
James and James Fulfilment have built a global cloud-based
e-fulfilment service to meet the needs of multichannel
online retailers. They believe that the logistics chain should
be as powerful and effective as the ecommerce experience
created by e-retailers. They have won the Queen’s Award for
Innovation and helped to publish research with the likes of
the University of Cambridge. CEO James Hyde established
the company with James Strachan and tells
about putting clients at the forefront of platform
development, as well as ongoing plans to provide them with a
true global presence.
We established the business in 2010 after James and I had both been working for
a company that was selling a variety of products online, using a fulfilment service
that was woefully out of date. At the time, there were very few online and cloud-
based services on the market, so we decided to write our own software. We built a
small business around the software in order to check that it worked. The business
grew rapidly, doubling and tripling in size every year, so we continued to develop
both the physical processes and the software platform. We now focus on providing
technology-based fulfilment services.
Providing a global presence for our clients
Our platform is specially designed to help the retailers we work with, and one of
the main advantages of our platform is its scalability. We are building a global
JAMES AND JAMES FULFILMENT
»CEO: James Hyde
»Founded in 2010
»Based in Northampton
»Services: Cloud fulfilment
»No. of employees: 100
»No. of clients: 250
James and James
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | JAMES AND JAMES FULFILMENT
network of fulfilment centres, and
our technology means that we can
quickly add additional capacity and
new locations: our US fulfilment centre
was set up in under a week. These
locations provide a physical space for
our clients to hold their stock before
it is distributed – so it doesn’t matter
where they are based, they can easily
expand their operations with our
platform, immediately transferring
their operations to new areas. We built
technology that would allocate orders
to the warehouse with the lowest
costs, ensuring we provide the highest
cost efficiency for all of ourclients.
Our networked fulfilment centres,
based in the UK and the US, provide
clients with the potential to expand
into international markets, with 1-3-
day shipping across the UK, Europe
and the US, regardless of their base
location. We also have a licensing
agreement with New Zealand Post,
allowing them to run our platform
across three locations, distributing
across Australasia. We are currently
investigating new territories for
Like many others, we have concerns
surrounding Brexit. Although the
outcome is still very uncertain, it is
clear that trade deals with Europe
will need to be agreed if we are to
continue to distribute products without
friction. A large level of investment is
required to fulfil our expansion plans,
and we are very reticent to take this
step until the extent of Brexit is clear.
If EU tariffs are imposed, it will clearly
be very damaging for our clients who
export into Europe.
Increasing technology leads
to increasing customer
The sector has been changing rapidly
for some years now, and increasing
levels of innovation have led to an
increase in what customers expect.
We are dedicated to developing
our platform to meet both client
and customer needs, including
needs relating to delivery, return
management and real-time reporting.
It is no longer good enough simply
to deliver products, as customers
now want to be able to track the
progress of their delivery with regular
updates and an expected delivery time.
Although there is a lot of discussion
surrounding the importance of next-
day delivery, we have found that
customers often care more about
controlling their delivery, rather than
the speed with which it arrives.
The largest online retailers are
attempting to achieve this, and we
are developing similar methods to
provide this level of service to SMEs.
Additionally, we are looking at devising
systems that give the customer the
Utilising the right
with which it
23JAMES AND JAMES FULFILMENT |
BEST PRACTICE REPRESENTATIVE 2019
ability to change aspects of their
delivery, such as the time of its arrival
or possibly even the destination.
This will involve extending the stage
at which details can be altered,
potentially offering the ability to
reroute and relabel already packed or
Better management of returns is
another increasing expectation from
customers. As people buy more, returns
increase, and customers are increasingly
concerned about the rates and ease
with which they can return their orders.
Most major clothing companies now
offer free delivery and free returns,
often with postal labels that can be
printed from home. Small companies
are struggling to compete with this, so
we are actively developing techniques
to help them to close thisgap.
There are two major tactics we are
using to elevate these small companies:
firstly, extending our platform to
enable them to process these requests;
and, secondly, working closely with our
chosen logistics companies to ensure
that they are fully supporting this
initiative and can work collaboratively
to achieve this goal.
A focus on real-time
The final expectation we are
successfully meeting comes from
our clients and centres on real-time
reporting. An ecommerce store
operates 24/7, and it is crucial that
our clients have their orders, stock
and customer information available
in real time when they require
it. Our real-time platform gives
clients multiple benefits through an
intuitive client portal, which gives
invaluable information. This enables
our clients to be agile to customers’
demands and to be confident in their
By continuing to innovate within our
sector and listen to our clients, we
are confident that we will be able to
continue our expansion. We aim to
support our clients to reach global
markets and plan to expand our
offering to new territories to enable
this. Our success has been built on
the quality of our platform, and, by
continuing to adapt and add to this,
we are sure this success will continue.
24/7, and it is
crucial that our
available in real
»CASE STUDY: REGIS
Regis is one of the largest hairdressing businesses in the world, with 40 per cent of its revenue driven by
professional haircare retail sales. Keen to expand into ecommerce, Regis discovered that their existing bulk
distribution warehouse was not sufficient for their needs.
Through partnering with us, Regis have been able to deliver the best possible service to their clients while
benefiting from the increased efficiency and cost savings that we offer. The level of information available to the
Regis team enables them to run their business more efficiently, with “intelligent reports” providing sales trend
data and continuously updated stock levels so that items can be reordered quickly without overstocking.
The Rt Hon Theresa May MP's Foreword For The 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