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Technology in the Sector

There is no doubt some courier jobs have been created as a direct result of the recent increase in Internet shopping. This doesn't just apply around Christmas time anymore - it affects volumes throughout the year. While, in the past, the downside to Internet shopping (from the customer's point of view) was the uncertainty of when a delivery would arrive, this is now becoming a thing of the past. Some companies are already using technology to optimise delivery times. Here we can see how this cutting-edge technology is making the world of difference. Delivery slots and timings are more accurate Some transport companies are now using more detailed information on their courier jobs to alert customers as to when a delivery is likely to arrive. A text could be sent the day before, and then a customer will receive an update the next morning complete with a web link, enabling them to track their parcel live online. The driver could be making delivery number 16, while the customer is...
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Increasing Staff Productivity and Profit

Those who run haulage companies - whether large or small - rely on the engagement and dedication of their drivers to bring in profit and grow their business. Staff are a major investment, which means a demotivated team could also be directly proportional to a major dip in profits. Ensuring the people who work for you are on top of their game doesn't always need to cost a lot of money or become an additional burden. With the following tactics, you can easily improve your staff's engagement and teamwork and help drive more profit for your company. Be Transparent One mistake larger haulage companies often make is not informing their staff about the state of the company. Whether it is news about the industry in general, a minor change in the company's organisational chart, or a major business move, keeping staff informed shows you value them as an important cog in the wheel - which, of course, they are. This gesture may be considered small by some, but often, just keeping pe...
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