Melrose Textile Co

A Message from Lord Pickles and Lord Blunkett, followed by Melrose Textile Co'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 Melrose Textile Co 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.melrose-textile.co.uk

43MELROSE TEXTILE CO |
BEST PRACTICE REPRESENTATIVE 2018
Andy Murphy, managing director
Allerton Mills, head office
and production
As one of the UK’s leading manufacturers, importers and
distributors of rugs and related flooring products, Melrose
Textile Co’s global sourcing capability means they offer
an outstanding range of distinctive, high-quality product lines.
Formed in 1970, the company operates from two locations
in Bradford, West Yorkshire. The head office and production
facility are located on the historic Allerton Mills site, with their
distribution centre just a couple of miles away. Managing
director Andy Murphy discusses here how their product
development and design capability enables them to seamlessly
interpret and personalise individual customer requirements.
Thanks to our capacity to personalise each order to the client in question, we can
effectively deliver on-trend and commercially robust solutions. We stay true to our
textiles manufacturing and distribution heritage – nothing can be more authentic
than selling from a Victorian textile mill – while establishing global supply channels,
investing in new product development and integrating a range of diverse digital
service streams.
As we work with some of the UK’s largest and best-known retailers and
e-commerce companies, we have long-standing client relationships, excellent
customer retention levels and enviable partnerships with our suppliers. We have
a large footprint in the online fulfilment market, and have third-party logistics,
upcycling and recycling capacity. All of these areas are set for significant growth,
and at the very forefront of all Melrose operations is our ability to adapt to
customers’ individual requirements.
FACTS ABOUT
MELROSE TEXTILE CO
»Managing director:
AndyMurphy
»Established in 1970
»Based in Bradford, West
Yorkshire
»Services: Specialist
manufacture, import and
distribution of rugs and
associated flooring products
»No. of employees: 46
»Turnover: £8 million
»Largest independent supplier
to UK online rug industry
»Additional operations in third-
party logistics, upcycling and
recycling
»Carpet Recycling Awards
UK 2018: Winner of Take
Back Partner of the Year and
runner-up Recycler of the Year
Melrose Textile Co
THE PARLIAMENTARY REVIEW
Highlighting best practice
44 | MELROSE TEXTILE CO
Leadership
I have headed up this business since
an MBO in 2016. With 30 years’
experience in textiles, global sourcing
and distribution, I am personally
committed to keeping Melrose ahead
of the market by embracing new
opportunities and facing challenges
head-on.
We view Brexit as a very real and
positive opportunity, and are focused
on enhancing our value to a customer
by simply demonstrating excellence
in all we do, delivering outstanding
customer service and listening to what
our business partners want. As experts
in our chosen markets, we have the
passion and desire to keep pushing
boundaries. We offer customers a
plethora of supply channels and are
the largest independent online rug
supplier in the UK.
Human capital
Underpinning the business is a talented,
committed and highly professional
team. Many of our staff are long-term
employees who have evolved with us,
learning new skills while adapting to
the ever-changing textiles world. The
immediate future will see additional
demands placed upon our workforce,
with new equipment, technology,
workflows and processes being
introduced. We have no doubt our
valued staff are up to the challenge,
and will embrace the change that is
essential to stay ahead of the market.
We are not a complacent business,
and look for continuous improvement
opportunities, new products, markets,
technologies and people who can
make a difference. Within the business
we talk about Melrose DNA. For us
this means commitment, technical
competence, loyalty, flexibility,
integrity, honesty and a desire to
delight our customers.
Technological and process
innovation
In an industry that relies upon IT and
systems to provide competitive edge,
we have a technology infrastructure
that is envied within the sector.
Production and
distribution operations
As experts in
our chosen
markets, we
have the
passion and
desire to keep
pushing
boundaries
45MELROSE TEXTILE CO |
BEST PRACTICE REPRESENTATIVE 2018
Embarking on an upgrade programme
that includes investment in new
servers and the latest release of Sage,
our ability to adapt to market and
customer demands enables us to
provide a level of personalisation and
flexibility that positions us as a partner
rather than a mere supplier.
With a new business intelligence
reporting suite about to go live, our
integrated collection of dashboards,
analytics and reports means we will
be able to create and share valuable
insights, KPI alerts and easy-to-
decipher data from multiple sources.
This innovation-centred mindset is
not just reflected in our investment in
new technology, but also in improving
processes and workflows that drive
efficiency, add value and fuel growth.
Bucking the SME financing
trend
Attracting funding and investment
capital to an SME is challenging in
any market. We identified innovation
and development channels as a
springboard to growth and job
creation along with potential joint
ventures, acquisitions and partnerships.
By working with the local enterprise
partnership to explore funding
channels, we saw an exceptional
opportunity to invest in the region to
stimulate economic growth.
There is tremendous development
potential for forward-thinking
businesses who embrace change
and recognise opportunities. We are
exploring several avenues to strengthen
core markets and develop new products
and services utilising the various routes
identified above. These are exciting
times, and, for a business of our size,
we punch well above our weight.
The future
Management of change is not just
a catchy strapline for Melrose, but
rather a foundation upon which our
business is built. Standing still is not
an option with our list of current,
planned and future projects together
indicating a compelling platform for
further growth. These include the
implementation of a new warehouse
management system, integration of
the business onto one physical site,
significant investment in new capital
equipment, a new website, and
introduction of a business intelligence
toolkit alongside further investment
in our IT infrastructure, product
development and design capability.
Change, evolution and continuous
improvement are all in our DNA, and
these remain pivotal as we embark on
the next leg of our journey.
What cannot be ignored are the
challenges being presented by British
and global economies. With the
uncertainty surrounding overseas trade
and the ever-changing retail markets,
rapid developments in technology are
significant game-changers. Modern
retailers need to make their goods
available through websites, mobile
apps and e-commerce portals, and
deliver goods direct to the consumer.
While a majority of companies today
offer a seamless customer experience,
many, however, struggle to provide
the high levels of customer service that
should underpin their operation, and
we have recognised that. We, then,
provide this service on behalf of many
high street names, along with a range
of delivery and fulfilment options.
The future is incredibly exciting, with
technology advances driving new
channels, smoother buying processes,
more power to the consumer and the
inevitable comparison between the
online and in-store experience. We are
extremely well positioned to engage
with these markets, having evolved,
grown and developed our IT systems
and operations at the same pace as the
ever-changing retail landscape.
These are
exciting times,
and, for a
business of
our size, we
punch well
above our
weight
» CUSTOMERS, SUPPLY
CHAIN AND MARKETS
»Blue chip retailers and
e-commerce
»B2B and B2C fulfilment
»B2C includes specialised
customer packaging and
point-of-sale documentation
»Global supplier base including
UK, Europe and Asia,
suppliers operate to very high
standards with ethical and
technical audit compliance
»Established and highly
successful in core markets,
innovation-centred mindset
to explore new service
streams and operations

www.melrose-textile.co.uk

This article was sponsored by Melrose Textile Co. 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