From Dispatch Firefighting To Fulfilment Flow
OVERVIEW
Hawes Signs, a $65M specialist in corporate signage manufacturing for major customer-facing brands, had advanced design and CNC capabilities. But outbound logistics were chaotic. Fulfilment relied on paper chases. Install kits arrived incomplete. Warehousing lacked shared control. Customer and crew confidence was eroding fast as the business attempted to scale.
Trigger for Intervention: Delivery crews were showing up at clients empty-handed. The warehouse had no visibility — and service targets were in freefall.
THE CHALLENGE
Install kits were incomplete, dispatch was chaotic, and there was no joined-up visibility across outbound operations.
- No traceability — Install-ready kits (specifically customised SKUs) couldn’t be linked back to works orders
- Missed targets — QUOTIF < 20%, with despatch delays daily and significant expediting activity
- Paper-based process — No system support or automation, tracking required manual intervention
- Split warehousing — Inbound and outbound operated independently, with no shared control
- Fragmented deliveries — Install crews received up to 13 shipments per job — often without the right parts on the right day
THE APPROACH
Gary Newbury, an expert Supply Chain Management Consultant, was brought in by the CFO. His mission was to stabilise outbound flow, build traceability, and recover service performance — without adding complexity.
- Process audit — Reviewed and documented fulfilment steps from planning to dispatch
- Layout mapping — Identified space constraints and current rework/expediting loops
- Service baselining — Established QUOTIF, Line Fill Rate, and On-Time Dispatch performance for the “as is”
- Capex planning — Created investment case for racking, MHE, and internal civil works
- System scoping — Defined systems requirements for SKU + works order tracking (specific customer level adaptations)
THE SOLUTION
With clarity on the root issues, Gary rebuilt layout, structure, and process discipline into the outbound logistics model.
- Team integration — Detailed organisational change management plans to merge inbound and outbound into one core logistics operation
- System design — Developed Technology spec to trace install specific items by SKU and job #
- Space optimisation — Delivered $125K capex plan boosting usable storage cube by 180%
- Role realignment — Enabled the shift of project managers into account-facing positions
- Digital tools — Designed e-strategy for client-managed maintenance requests
Project managers were chasing pallets. Now they’re managing clients. That’s the difference.
THE OUTCOMES
The outbound function went from broken and blind to structured and scalable within weeks.
- Service recovery — QUOTIF rose from 20% to 80%+ within weeks
- Crew readiness — Line fill exceeded 90%, building installation crew confidence
- Cost savings — $125K/year saved through merged teams – 1 year capex payback
- Capacity unlocked — New layout enabled growth without costly site expansion
- Chasing stopped — Manual expediting was quickly phased out across installation crews
WHY IT MATTERS
Gary’s intervention created clarity, confidence, and a foundation for future growth.
- Confidence restored — Leadership regained both crew and client trust
- Operational clarity — Fulfilment shifted from service blind spot to core capability
- Scalable platform — Warehouse and systems now support future growth plans
CLIENT TESTIMONIAL
“Gary brought clarity and discipline to an area we knew was underperforming. His approach gave us a clear plan, hard measures, and immediate results.”
— David Thorpe, CFO, Hawes Signs Ltd.