Home Delivery Operator of the Year

Partnered with

Bjs

Named after Baba Jaswant Singh Ji, the family-run and independent two-man home delivery company BJS has created a delivery business with extremely high standards, using a customer service-led approach supported by its IT systems.

Working closely with its partners, BJS has used its experience in the retail, transport and IT industries, applying automation where possible and excelling in customer care. Its warehouse technology gives it total oversight of the storage, picking and dispatching of products through its network, while its IT systems allow APIs to be linked to customer systems to give them the data that they need. The bespoke software allows for route planning, order tracking, proof of delivery and warehouse management, and is said to be what powers the whole customer journey.

A full-size training site off the M6 helps to train staff on real-life situations and as a result the firm has a 99% on-time and in-full delivery rate, with a damage rate of less than 1% and a loss rate of less than 0.1%.

“BJS epitomises a compassionate business that is clearly embracing technology to improve health and safety as well as driver performance,” said our judges.

Dpd

The strengths and reputation of DPD continue to grow as the parcel carrier increases its network and volumes with new and existing clients. Customer satisfaction continues to improve and so does loyalty, with 70% of the top 100 customers having now been with DPD for more than five years. Several high-profile customers have also renewed contracts and the company has seen a significant growth in new business.

A world-class Net Promoter Score of 76, as well as a commitment to improve upon its ‘TNTs’(tiny noticeable things), has seen DPD advance many facets of its business, from hub sortation to improving first-time delivery rates with a new pinpoint address function.

Innovations to the shipper and shopper experience have included the introduction of zero-emission home-delivery robots to the fleet in Milton Keynes, with 1,500 successful deliveries made during a six-month trial.

There have also been improvements to health and safety, focused on training 1,500 managers in mental health awareness, to create a culture where DPD people feel safe to talk about their emotional wellbeing.

Judges remarked: “DPD’s innovative initiatives, including the robot deliveries, show a commitment to evolving and improving as it copes with rising volumes and the greater need for fleet efficiency.”

Packfleet

Packfleet is on a mission to solve more parcel deliveries. Established in 2021, it is a net-positive delivery company, operating a fleet of 50 electric vehicles and planting trees for each delivery.

While many companies strive to be carbon neutral, Packfleet is undergoing internal and external audits to ensure it offsets its impact and, together with the help of its co-founders – formerly of banking disrupters Monzo – has built routing algorithms to improve efficiencies and give customers an accurate picture of where their parcels are at any time.

Even their iridescent turquoise livery has an environmental reason behind it – to ensure vans stand out but do not lose their impact over time as the design fades. The company strives for no missed deliveries to cut wasted mileage, and has a parcel failure rate of just 0.1% thanks to accurate delivery times.

A reverse packing collection service allows customers to recycle packaging when Packfleet returns for another delivery.

Judges said: “The concept of a new disruptive all-electric operator is brilliant. The reverse logistics offering is great example that others should follow to help recyle, and improve their green credentials.”

Wren

The UK’s number one kitchen retailer has a formidable two-person delivery fleet operating across the UK, but is always striving to make improvements in its delivery chain.

Impressive year-on-year growth figures – with 13 consecutive years of increased sales – mean Wren made 16.3% more deliveries last year, a total of more than 2,500 kitchens per week. Success is about continuous improvement and owning the supply chain, which is why the company makes, sells and delivers. Wren insists its delivery service is about relentlessly scrutinising the time, service and information-critical sector to identify its own and others’ weaknesses in order to find opportunities to improve.

From an increase in mental health first aiders to a decrease in road traffic incidents, Wren is on the ball with its operations. Whether it’s a preventative maintenance programme, travelling fewer road miles or its 97% on-time and in-full delivery rate, Wren continues to improve.

Judges said: “Wren’s growth and performance is nothing short of staggering, and so too is its health and safety record and the lengths it goes to to improve employee wellbeing.”