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TRANSCRIPT
In association with
Who makes the grade
in 2011?
4.7.112■MT TOP 100 2011
In association with
Data compiled by Laura Hailstone Editor Steve Hobson Production Clare GoldieAdvertisement production Suzy BullEditorial director Justin StantonSales director Vic BunbyManaging director Andy Salter
To email us: [email protected] Editorial office Road Transport Media Ltd, 2nd floor, NINE Sutton Court Road, Sutton, Surrey SM1 4SZ. Free copies MT is available free to specified licensed operators under the publisher’s terms of control. To apply visit: www.rbisubscribe.com/cc/mts or email: [email protected] Existing readers can update their address details and renew their free copy at www.rbisubscribe.com/renewfreeSubscriptions Tel 01444 475635, visit www.rbisubscribe.com/sub/mts or email: [email protected] Published by Road Transport Media Ltd, 5 The Courtyard, Timothy’s Bridge Road, Stratford-upon-Avon, Warwickshire CV37 9NP. Registered at the Post Office as a newspaper. ©2011 Road Transport Media Ltd. ISSN 0027-206 X
Motor Transport Top 100 supplement is free with the 4 July issue of Motor Transport
If the MT Awards is the way in which Motor Transport celebrates the industry’s successes, then the Top 100 is the means by which we measure that success.
The Top 100 started in the early 1980s as the Top 50: in 1986, the top 10 comprised NFC, United Transport International, Transport Development Group (name in full, you’ll note), P&O European Transport
Services, Freightliners, Lex (Transport & Distribution), United Parcels, Wincanton Transport, Bayford & Co, and Mitchell Cotts Transportation (UK). Clearly time and the never-ending appetite for mergers and acquisitions means only one of those brands – Wincanton – makes this year’s Top 100.
Indeed, the majority of that first Top 50 no longer trade under their then name or at all. Two names do stand out though: Turners and Suttons, boasting turnovers of £6.1m and £4.6m respectively 25 years ago.
The Top 50 became the Top 100 in 1995: once again NFC was top, having quadrupled its turnover to nearly
£2bn. At the opposite end of the spectrum, Michael Gerson was 100th on the list with a turnover of £9.5m. Sixteen years later, a transport operator needs a £16m turnover to make the grade.
While the Top 100 is based on turnover, clearly profit remains the ultimate judge of the success of any business: and transport operators face more challenges than most in controlling costs, maintaining cashflow, and finding profitable work.
While the top 10 in 1995 boasted a combined turnover of £8bn, this year’s top 10’s total is “just” £9bn; similarly the total profit for the top 10 16 years ago was just more than £350m, while this year’s it is just over £400m. Neither turnover nor profit have increased that much, highlighting how much more efficient operators are at delivering transport solutions to customers – customers whom, it must be said, continue their downward pressure on rates.
Transport is a tough job, and it’s only got tougher over the years. No matter where you are on the Top 100, it is only going to get tougher still in the future.
Steve HobsonEditor Motor Transport
Contents
Measuring the industry’s successes
4
1267
8
10111415
Largest 100 companies (by turnover)
Top 100 data Features
Paving the way for the next Top 100?MAN chief executive Des Evans explains how modern digital truck systems can help propel operators in to the Top 100
Growth in turnover
Growth in profit
Service, service, serviceTop 100 regular Malcolm Group chief executive Andrew Malcolm reveals the secrets of the group’s success
Return on sales
Sales per employee
Profit per employee
Notes
4.7.11 MT TOP 100 2011■3
Compiling the Motor Transport Top 100 is always an interesting task. The anticipation of waiting to see which smaller operators have made it into the rankings each year, and to see
how the scuffle between the big boys resolves itself, makes it a fascinating read.
With the removal of TDG from the Top 10, due to it being snapped up by Norbert Dentressangle, and Royal Mail no longer reporting Parcelforce as a separate unit (see notes), the Top 10 has two new entrants for the first time in several years: UK Mail and Yodel (still registered as Home Delivery Network at Companies House).
Meanwhile, new entrants include Acumen Logistics, Wm Armstrong, Elite Transport Services and Montgomery Transport.
In 100th place this year is AKW Group with its £15.9m turnover, which means the entry-bar to the Top 100 has been raised from last year’s £14.2m from Pollock (Scotrans).
Despite the average turnover of our Top 100 operators falling from £150.9m to £148.2m this year, the average profit rose to just over £6m from £5.9m last year. And better still, the average profit margin for our Top 100 was just over 4% compared to 2.73% last year.
As usual, the Top 100 has been compiled using the most recent set of accounts published at Companies House for each operator. The rankings are a measure of the largest and most successful third-party road transport operators in the UK and, as such, we do not include own-account operators. Where possible, we strip out any revenue derived from non-transport activities such as vehicle main-tenance, manufacturing or vehicle sales. The notes on p15 explain our thought process behind some of the trickier entries, so please refer to the notes as you read this year’s Top 100.
And finally, the observant among you will notice that the 2011 Motor Transport Top 100 has been published somewhat earlier than the previous years’ rankings. We aim to publish the Top 100 every summer rather than at the year-end. Because of this change, there are about 40 entries that remain the same as the 2010 tables as those firms have not published new accounts since the last Top 100. ™
Who’s in and who’s out? Laura Hailstone reviews the highs and lows of this year’s league tables
Top 100 averages
It’s all about partnerships
Compiling the Top 100
W hile writing this introduction, I am reading the MT head-line concerning the fortunes of a FTSE-listed, multi-billion pound logistics company. A
giant of the industry, with massive knowledge and expertise, it has made a multi-million pound loss. If companies such as these are struggling, what are the chances of survival for any operator?
The MT Top 100 is designed to assess the per-formance of this year’s 100 largest operators, many of whom have progressed despite appalling eco-nomic pressures. MAN is therefore very pleased to sponsor such a review.
The future of the modern operator will be deter-mined by more precise management of many operational variables, not least of which will be fuel consumption and driver competence. Vehicle capital costs for many operators have always had a high focus, however, the total cost of ownership of a fleet is now more important, with fuel and driver accounting for more than 70% of total costs. In many cases, the cost of the hardware is less than 10% of total costs.
Today’s trucks are increasingly digital, with new systems enabling manufacturers to offer vital fleet information to owners in a real time, transparent and positive way. Vehicle utilisation, driver per-formance, fuel consumption and CO2 emissions can all be analysed to help maximise profit. This information is vital because a 2% to 3% ROS, the industry average outside the Top 100, is not a rec-ipe for survival. Developing operating best practices, to increase asset-utilisation, operational efficiency and profit, has never been more important.
Alongside developing systems such as MAN EcoStyle and working with our operators, MAN will continue to support constructive lobbying of the government. We want to see a fair and proper reward for good practice in the transport industry and a change to the poor image that has dogged our sector for too long.
Partnership and active information exchange is the way forward, and we will pursue those with determination. Des EvansChief executive, MAN Truck & Bus UK
Turnover latest £148,219,200Turnover previous year £150,998,831Profit latest £6,000,915Profit previous year £5,931,963Employees latest 2,043Employees previous year 1,494Sales per employee £102,604Profit per employee £5,560Change in profit per employee 140.07%Return on sales 4.19%
4.7.114■MT TOP 100 2011
Latest Previous Company or Financial Latest year Latest year Latest year Previous year Previous yearrank rank trading name year end turnover pre-tax profit employees turnover pre-tax profit (£000s) (£000s) (£000s) (£000s)
1 1 DHL Dec-09 3,428,845 -4,223 60,000 3,314,005 -98,915
2 2 Wincanton Mar-11 1,328,300 46,800 28,000 1,326,400 48,400
3 3 Kuehne + Nagel Dec-09 833,162 14,979 7,031 1,016,592 28,581
4 4 TNT UK Dec-09 740,567 307,726 10,506 828,688 45,478
5 5 UPS Dec-09 601,519 70 5,562 524,729 1,671
6 6 Norbert Dentressangle Group Dec-10 478,329 -523 7,492 490,605 -9,352
7 8 Eddie Stobart Feb-11 449,860 33,598 5,457 381,389 25,561
8 9 Ceva Logistics Dec-09 400,581 2,948 5,918 475,433 7,365
9 11 UK Mail Group Mar-11 395,800 16,100 2,633 385,200 17,800
10 Re-entry Home Delivery Network Apr-10 366,111 -20,473 7,825 332,618 -21,763
11 13 Gist Dec-09 340,432 23,855 3,714 353,225 26,999
12 12 City Link Dec-10 335,171 -30,236 5,193 350,809 -12,974
13 14 GeoPost UK Jan-10 255,530 34,452 4,204 265,766 30,052
14 17 Bibby Distribution Services (Holdings) Dec-10 230,217 7,045 2,404 185,111 5,818
15 15 Hermes Parcelnet Feb-10 199,557 11,666 1,308 200,811 8,982
16 16 Yusen Logistics Mar-10 196,903 -10,956 1,858 320,028 -3,395
17 19 DSV Road Dec-10 186,726 7,823 976 180,576 1,694
18 18 FedEx UK May-10 182,109 9,562 1,765 183,649 6,917
19 20 Turners (Soham) Jan-10 179,799 22,224 1,781 206,602 23,127
20 18 WH Malcolm Jan-10 165,139 5,334 1,983 195,518 7,299
21 23 Autologic Holdings Dec-09 134,500 400 1,508 171,100 -11,600
22 24 Hoyer UK Dec-09 128,333 2,216 1,337 135,957 1,252
23 25 NFT Distribution Operations Mar-10 127,732 -54 1,561 116,835 1,290
24 33 Harry Yearsley Mar-10 126,874 5,265 1,195 141,497 3,475
25 26 Nightfreight (GB) Nov-09 121,807 1,293 2,128 137,346 1,386
26 27 Culina Logistics Dec-09 121,431 -1,247 1,717 97,285 12,231
27 29 Fowler Welch-Coolchain Mar-10 119,821 7,595 1,126 112,398 5,337
28 30 Gefco (UK) Dec-09 105,653 -11,086 459 137,783 2,955
29 31 Tuffnells Parcels Express Dec-10 102,476 8,588 1,825 95,572 7,244
30 32 Gregory Distribution Sep-10 95,242 2,169 1,045 91,337 4,217
31 34 Great Bear Distribution Dec-09 78,722 7,004 1,062 84,899 6,124
32 22 Clipper Logistics Group Apr-10 75,176 1,848 1,404 86,121 1,766
33 35 Hargreaves Services May-10 72,700 4,200 680 67,620 2,227
34 39 Canute Haulage Group Jul-10 71,397 2,127 988 62,966 2,823
35 37 Maritime Transport Dec-09 69,300 502 612 85,468 3,950
36 38 Geodis UK Dec-09 68,330 -103 287 70,348 -1,181
37 51 CM Downton (Haulage Contractors) Jun-10 64,683 6,015 616 42,748 5,069
38 40 ECM (Vehicle Delivery Service) Dec-09 60,571 418 513 62,428 1,107
39 41 Langdon Group Dec-10 59,393 2,137 759 55,157 2,937
40 43 Europa European Express Dec-09 52,976 721 394 58,820 1,626
41 45 John G Russell (Transport) Mar-10 51,577 1,995 616 50,270 1,200
42 43 Pentalver Transport Dec-09 51,435 1,808 355 63,642 6,894
43 42 Reed Boardall Group Mar-10 50,999 6,050 617 49,167 2,862
44 36 Lloyd Fraser Holdings Aug-10 50,246 981 631 69,744 674
45 54 Howard Tenens Storage & Distribution Sep-10 46,520 1,788 462 38,348 1,811
46 50 Goldstar Transport Jul-10 46,403 2,418 240 42,844 1,000
47 46 Amethyst Group Dec-09 45,726 527 417 35,098 8
48 47 Sutton and Son (St. Helens) Apr-10 45,580 1,358 508 45,226 1,947
49 56 R T Keedwell (Holdings) Oct-10 44,427 1,108 407 38,241 1,153
50 49 Roadways Container Logistics Dec-09 43,702 -713 436 50,021 -4,223
Largest 100 companies (by turnover)
In association with
4.7.11 MT TOP 100 2011■5
Latest Previous Company or Financial Latest year Latest year Latest year Previous year Previous yearrank rank trading name year end turnover pre-tax profit employees turnover pre-tax profit (£000s) (£000s) (£000s) (£000s)
51 52 Boughey Distribution May-10 42,628 1,306 577 39,575 510
52 48 Cert Octavian Jun-10 39,934 40 478 44,191 -1,494
53 53 C Butt Apr-10 38,663 0 523 32,813 577
54 New Montgomery Transport Sep-10 35,304 1,678 306 33,491 1,101
55 58 Rhys Davies & Sons Aug-10 34,819 708 432 33,313 492
56 55 Maxi Haulage Sep-10 34,550 1,969 191 34,340 2,443
57 57 ARR Craib Transport Mar-10 33,811 655 282 39,252 1,039
58 59 Currie European Transport Dec-09 32,990 676 161 34,064 -158
59 60 Knowles (Transport) Dec-09 30,346 2,912 118 32,128 2,635
60 62 Owens (Road Services) Jun-10 30,297 -163 502 27,914 -492
61 64 London City Bond Sep-10 28,561 36,648 268 26,741 368,965
62 New Elite Transport Services Jun-10 28,354 342 194 29,250 557
63 76 Knights of Old May-10 25,765 1,196 251 21,671 1,612
64 72 Grocontinental Oct-10 25,670 2,789 283 22,967 2,206
65 65 Circle Express Oct-10 25,076 145 264 25,263 132
66 73 Redhead Freight Mar-10 24,879 1,212 186 22,732 441
67 66 Deben Transport Dec-10 24,669 329 198 24,832 84
68 96 S J Bargh Apr-10 24,149 1,976 305 16,800 1,902
69 68 Lenham Storage Aug-10 24,007 562 385 24,134 289
70 61 Pass J Holdings Jan-10 23,405 -450 210 28,352 -976
71 69 Jack Richards & Son May-10 23,362 478 241 20,782 606
72 67 AM Widdowson & Son Mar-11 23,322 11 338 20,550 -1,514
73 70 Seafield Logistics Jun-09 23,302 151 259 19,348 34
74 71 Associated Cold Stores and Transport Jan-10 23,069 743 291 24,204 602
75 77 Elddis Transport (Consett) Dec-10 22,769 530 295 21,472 284
76 74 R Swain & Sons Dec-09 22,613 42 331 25,861 97
77 75 Kammac Dec-09 21,690 26 501 20,614 -701
78 79 Saints Transport Dec-09 20,894 1,143 323 23,758 1,207
79 80 Aspray Transport Dec-09 20,859 901 441 23,052 302
80 82 Meachers Global Logistics May-10 20,808 897 156 20,317 589
81 81 STVA UK Dec-09 20,474 484 61 24,070 -116
82 78 NR Evans & Son Aug-10 20,088 266 277 21,201 253
83 83 Richard Preston & Son Dec-09 20,071 103 274 23,865 234
84 84 John Raymond Transport Sep-09 19,761 12 235 21,595 259
85 85 Arcese UK Dec-09 19,166 183 99 24,151 -1,297
86 86 Abbey Road Tanks Jun-09 19,072 808 203 16,620 606
87 87 The Bartrum Group Dec-09 18,905 783 209 20,742 797
88 88 Stan Robinson Group May-10 18,769 811 264 18,101 811
89 89 Fergusons Transport Sep-09 18,307 139 255 19,909 93
90 90 Lomas Distribution Jan-10 18,154 454 178 16,621 571
91 91 Woodland Group Dec-09 18,012 398 107 19,344 544
92 92 Archbold Logistics Dec-09 17,602 -35 214 18,395 59
93 93 White & Co Jan-10 17,557 -776 395 19,892 -820
94 99 Laser Transport International Dec-10 17,390 238 125 15,591 8
95 94 JW Suckling Transport Mar-10 17,052 404 202 17,555 -343
96 New Acumen Logistics Group Dec-10 16,900 147 142 8,214 226
97 New Wm Armstrong (Longtown) Mar-10 16,840 221 176 19,017 33
98 97 Chris Hayter Transport Dec-10 16,715 476 261 16,694 414
99 100 Pollock (Scotrans) Aug-10 16,135 5 186 14,271 139
100 98 AKW Group Jun-10 15,999 419 227 16,215 452
Largest 100 companies (by turnover)
4.7.116■MT TOP 100 2011
Turnover Overall Company or Latest year Previous year Growth ingrowth rank trading name turnover turnover turnoverrank (£000s) (£000s) (%)
1 96 Acumen Logistics Group 16,900 8,214 105.75
2 37 CM Downton (Hau lage Contractors) 64,683 42,748 51.31
3 68 S J Bargh 24,149 16,800 43.74
4 47 Amethyst Group 45,726 35,098 30.28
5 26 Culina Logistics 121,431 97,285 24.82
6 14 Bibby Distribution Services (Holdings) 230,217 185,111 24.37
7 45 Howard Tenens Storage & Distribution 46,520 38,348 21.31
8 73 Seafield Logistics 23,302 19,348 20.44
9 63 Knights of Old 25,765 21,671 18.89
10 7 Eddie Stobart 449,860 381,389 17.95
11 53 C Butt 38,663 32,813 17.83
12 49 R T Keedwell (Holdings) 44,427 38,241 16.18
13 86 Abbey Road Tanks 19,072 16,620 14.75
14 5 UPS 601,519 524,729 14.63
15 72 AM Widdowson & Son 23,322 20,550 13.49
16 34 Canute Haulage Group 71,397 62,966 13.39
17 99 Pollock (Scotrans) 16,135 14,271 13.06
18 71 Jack Richards & Son 23,362 20,782 12.41
19 64 Grocontinental 25,670 22,967 11.77
20 94 Laser Transport International 17,390 15,591 11.54
21 10 Home Delivery Network 366,111 332,618 10.07
22 66 Redhead Freight 24,879 22,732 9.44
23 23 NFT Distribution Operations 127,732 116,835 9.33
24 90 Lomas Distribution 18,154 16,621 9.22
25 60 Owens (Road Services) 30,297 27,914 8.54
26 46 Goldstar Transport 46,403 42,844 8.31
27 51 Boughey Distribution 42,628 39,575 7.71
28 39 Langdon Group 59,393 55,157 7.68
29 33 Hargreaves Services 72,700 67,620 7.51
30 29 Tuffnells Parcels Express 102,476 95,572 7.22
31 61 London City Bond 28,561 26,741 6.81
32 27 Fowler Welch-Coolchain 119,821 112,398 6.60
33 75 Elddis Transport (Consett) 22,769 21,472 6.04
34 54 Montgomery Transport 35,304 33,491 5.41
35 77 Kammac 21,690 20,614 5.22
36 55 Rhys Davies & Sons 34,819 33,313 4.52
37 30 Gregory Distribution 95,242 91,337 4.28
38 43 Reed Boardall Group 50,999 49,167 3.73
39 88 Stan Robinson Group 18,769 18,101 3.69
40 1 DHL 3,428,845 3,314,005 3.47
41 17 DSV Road 186,726 180,576 3.41
42 9 UK Mail Group 395,800 385,200 2.75
43 41 John G Russell (Transport) 51,577 50,270 2.60
44 80 Meachers Global Logistics 20,808 20,317 2.42
45 48 Sutton and Son (St. Helens) 45,580 45,226 0.78
46 56 Maxi Haulage 34,550 34,340 0.61
47 2 Wincanton 1,328,300 1,326,400 0.14
48 98 Chris Hayter Transport 16,715 16,694 0.13
49 69 Lenham Storage 24,007 24,134 -0.53
50 15 Hermes Parcelnet 199,557 200,811 -0.62
Turnover Overall Company or Latest year Previous year Growth ingrowth rank trading name turnover turnover turnoverrank (£000s) (£000s) (%)
51 67 Deben Transport 24,669 24,832 -0.66
52 65 Circle Express 25,076 25,263 -0.74
53 18 FedEx UK 182,109 183,649 -0.84
54 100 AKW Group 15,999 16,215 -1.33
55 6 Norbert Dentressangle Group 478,329 490,605 -2.50
56 36 Geodis UK 68,330 70,348 -2.87
57 95 JW Suckling Transport 17,052 17,555 -2.87
58 38 ECM (Vehicle Delivery Service) 60,571 62,428 -2.97
59 62 Elite Transport Services 28,354 29,250 -3.06
60 58 Currie European Transport 32,990 34,064 -3.15
61 11 Gist 340,432 353,225 -3.62
62 13 GeoPost UK 255,530 265,766 -3.85
63 92 Archbold Logistics 17,602 18,395 -4.31
64 12 City Link 335,171 350,809 -4.46
65 74 Associated Cold Stores and Transport 23,069 24,204 -4.69
66 82 NR Evans & Son 20,088 21,201 -5.25
67 59 Knowles (Transport) 30,346 32,128 -5.55
68 22 Hoyer UK 128,333 135,957 -5.61
69 91 Woodland Group 18,012 19,344 -6.89
70 31 Great Bear Distribution 78,722 84,899 -7.28
71 89 Fergusons Transport 18,307 19,909 -8.05
72 84 John Raymond Transport 19,761 21,595 -8.49
73 87 The Bartrum Group 18,905 20,742 -8.86
74 79 Aspray Transport 20,859 23,052 -9.51
75 52 Cert Octavian 39,934 44,191 -9.63
76 40 Europa European Express 52,976 58,820 -9.94
77 24 Harry Yearsley 126,874 141,497 -10.33
78 4 TNT UK 740,567 828,688 -10.63
79 25 Nightfreight (GB) 121,807 137,346 -11.31
80 97 Wm Armstrong (Longtown) 16,840 19,017 -11.45
81 93 White & Co 17,557 19,892 -11.74
82 78 Saints Transport 20,894 23,758 -12.05
83 76 R Swain & Sons 22,613 25,861 -12.56
84 50 Roadways Container Logistics 43,702 50,021 -12.63
85 32 Clipper Logistics Group 75,176 86,121 -12.71
86 19 Turners (Soham) 179,799 206,602 -12.97
87 57 ARR Craib Transport 33,811 39,252 -13.86
88 81 STVA UK 20,474 24,070 -14.94
89 20 WH Malcolm 165,139 195,518 -15.54
90 8 Ceva Logistics 400,581 475,433 -15.74
91 83 Richard Preston & Son 20,071 23,865 -15.90
92 70 Pass J Holdings 23,405 28,352 -17.45
93 3 Kuehne + Nagel 833,162 1,016,592 -18.04
94 35 Maritime Transport 69,300 85,468 -18.92
95 42 Pentalver Transport 51,435 63,642 -19.18
96 85 Arcese UK 19,166 24,151 -20.64
97 21 Autologic Holdings 134,500 171,100 -21.39
98 28 Gefco (UK) 105,653 137,783 -23.32
99 44 Lloyd Fraser Holdings 50,246 69,744 -27.96
100 16 Yusen Logistics 196,903 320,028 -38.47
In association with
Growth in turnover
4.7.11 MT TOP 100 2011■7
Latest Company or Latest year Previous year Growth inrank trading name pre-tax profit pre-tax profit profit (£000s) (£000s) (%)
£100m-plus turnover4 TNT UK 307,726 45,478 576.65
17 DSV Road 7,823 1,694 361.81
21 Autologic Holdings 400 -11,600 103.45
1 DHL -4,223 -98,915 95.73
6 Norbert Dentressangle Group -523 -9,352 94.41
22 Hoyer UK 2,216 1,252 77
24 Harry Yearsley 5,265 3,475 51.51
27 Fowler Welch-Coolchain 7,595 5,337 42.31
18 FedEx UK 9,562 6,917 38.24
7 Eddie Stobart 33,598 25,561 31.44
15 Hermes Parcelnet 11,666 8,982 29.88
14 Bibby Distribution Services (Holdings) 7,045 5,818 21.09
29 Tuffnells Parcels Express 8,588 7,244 18.55
13 GeoPost UK 34,452 30,052 14.64
10 Home Delivery Network -20,473 -21,763 5.93
2 Wincanton 46,800 48,400 -3.31
19 Turners (Soham) 22,224 23,127 -3.9
25 Nightfreight (GB) 1,293 1,386 -6.71
9 UK Mail Group 16,100 17,800 -9.55
11 Gist 23,855 26,999 -11.64
20 WH Malcolm 5,334 7,299 -26.92
3 Kuehne + Nagel 14,979 28,581 -47.59
8 Ceva Logistics 2,948 7,365 -59.97
5 UPS 70 1,671 -95.81
23 NFT Distribution Operations -54 1,290 -104.19
26 Culina Logistics -1,247 12,231 -110.2
12 City Link -30,236 -12,974 -133.05
16 Yusen Logistics -10,956 -3,395 -222.71
28 Gefco (UK) -11,086 2,955 -475.16
£50m-£100m turnover43 Reed Boardall Group 6,050 2,862 111.39
36 Geodis UK -103 -1,181 91.28
33 Hargreaves Services 4,200 2,227 88.59
41 John G Russell (Transport) 1,995 1,200 66.25
44 Lloyd Fraser Holdings 981 674 45.55
37 CM Downton (Haulage Contractors) 6,015 5,069 18.66
31 Great Bear Distribution 7,004 6,124 14.37
32 Clipper Logistics Group 1,848 1,766 4.64
34 Canute Haulage Group 2,127 2,823 -24.65
39 Langdon Group 2,137 2,937 -27.24
30 Gregory Distribution 2,169 4,217 -48.57
40 Europa European Express 721 1,626 -55.66
38 ECM (Vehicle Delivery Service) 418 1,107 -62.24
42 Pentalver Transport 1,808 6,894 -73.77
35 Maritime Transport 502 3,950 -87.29
£30m-£50m turnover47 Amethyst Group 527 8 6487.5
58 Currie European Transport 676 -158 527.85
51 Boughey Distribution 1,306 510 156.08
46 Goldstar Transport 2,418 1,000 141.8
52 Cert Octavian 40 -1,494 102.68
50 Roadways Container Logistics -713 -4,223 83.12
60 Owens (Road Services) -163 -492 66.87
54 Montgomery Transport 1,678 1,101 52.41
55 Rhys Davies & Sons 708 492 43.9
59 Knowles (Transport) 2,912 2,635 10.51
45 Howard Tenens Storage & Distribution 1,788 1,811 -1.27
49 R T Keedwell (Holdings) 1,108 1,153 -3.9
56 Maxi Haulage 1,969 2,443 -19.4
48 Sutton and Son (St. Helens) 1,358 1,947 -30.25
57 ARR Craib Transport 655 1,039 -36.96
53 C Butt 0 577 -100
£10m-£30m turnover94 Laser Transport International 238 8 2875
97 Wm Armstrong (Longtown) 221 33 569.7
81 STVA UK 484 -116 517.24
73 Seafield Logistics 151 34 344.12
67 Deben Transport 329 84 291.67
95 JW Suckling Transport 404 -343 217.78
79 Aspray Transport 901 302 198.34
66 Redhead Freight 1,212 441 174.83
85 Arcese UK 183 -1,297 114.11
77 Kammac 26 -701 103.71
72 AM Widdowson & Son 11 -1,514 100.73
69 Lenham Storage 562 289 94.46
75 Elddis Transport (Consett) 530 284 86.62
70 Pass J Holdings -450 -976 53.89
80 Meachers Global Logistics 897 589 52.29
89 Fergusons Transport 139 93 49.46
86 Abbey Road Tanks 808 606 33.33
64 Grocontinental 2,789 2,206 26.43
74 Associated Cold Stores and Transport 743 602 23.42
98 Chris Hayter Transport 476 414 14.98
65 Circle Express 145 132 9.85
93 White & Co -776 -820 5.37
82 NR Evans & Son 266 253 5.14
68 S J Bargh 1,976 1,902 3.89
88 Stan Robinson Group 811 811 0
87 The Bartrum Group 783 797 -1.76
78 Saints Transport 1,143 1,207 -5.3
100 AKW Group 419 452 -7.3
90 Lomas Distribution 454 571 -20.49
71 Jack Richards & Son 478 606 -21.12
63 Knights of Old 1,196 1,612 -25.81
91 Woodland Group 398 544 -26.84
96 Acumen Logistics Group 147 226 -34.96
62 Elite Transport Services 342 557 -38.6
83 Richard Preston & Son 103 234 -55.98
76 R Swain & Sons 42 97 -56.7
61 London City Bond 37 369 -89.97
84 John Raymond Transport 12 259 -95.37
99 Pollock (Scotrans) 5 139 -96.4
92 Archbold Logistics -35 59 -159.32
Latest Company or Latest year Previous year Growth inrank trading name pre-tax profit pre-tax profit profit (£000s) (£000s) (%)
Growth in profit
4.7.118■MT TOP 100 2011
Andrew Malcolm has a strong sense of tradition. His father, Donald, took over a family business con-sisting of a single truck and horse and cart at the age of 14 and built
a strong Scottish transport business in con-struction and haulage. But while Andrew’s conversation is littered with fond memories of his father, he has an equally clear vision in his role as chief executive of what is needed both today and in the future.
The Malcolm Group has expanded and flour-ished under Malcolm. Natural growth oppor-tunities have seen the emphasis shift a little away from construction, towards haulage and warehousing, and there is now a booming rail interest as well. The construction operation still accounts for 40% of the business, and is close to Malcolm’s heart, but the distribution operations appear to keep him busier and are, in a sense, where his own journey with the business started.
First love“Dad was a construction man through and through,” he recalls, “and his first love was the tipper business. The general transport side was always there and kept itself busy, but was never the real focus of his attention,” he says.
“I joined the firm officially at 16, the afternoon after sitting my last O-level, and I began by driving the tractor and brush around the yard to keep things clean.”
A workshop apprenticeship, driver training scheme, traffic office work and depot manage-ment career saw Malcolm grounded at a very practical level across the operation. With his father’s continuing interest in construction, it fell to Andrew to look after and expand the distribution side of the business. In the space of 45 years, the company has been listed on the Stock Exchange and bought back into family ownership. From his head office near Glasgow’s international airport, Malcolm now oversees a business running 400 trucks, more than 5 million ft2 of warehousing (with a further 1.5 million ft2 under management for third parties) and an expanding rail-head activity.
“I started in the days of the ‘real world’,” he says. “Our belief then was if you couldn’t afford it, you didn’t run it. It worked then and it works today.”
He believes we are probably not out of the recession. “We were living in a false economy, and I hope it never comes back. It wasn’t sustainable. We’re on a slow road to recovery, and I see some opportunities ahead, but I also see some disappointments for people if they don’t take a realistic approach.”
So, apart from the Malcolm dynasty itself (Andrew has two sons working in the company, taking the same route he took), what has been the underlying plan that has seen the company consistently in the Motor Transport Top 100?
“I probably shouldn’t say this,” he says, with a mischievous smile, “but I don’t think about the
Top 100 until the day it appears. It’s important for the industry to measure itself like this, and it’s flattering to be listed. But until the copy of MT drops on my desk, I don’t think about it.”
The smile grows wider as he leans forward and confides: “Mind you, I’d care a whole lot if we weren’t in it!”
Simple and directWhere then does the Malcolm Group go next, we ask?
Again, the answers are simple and direct: “Anyone can move goods from A to B, it’s just a question of how good you can get at doing it. For us, that means the right levels of control and efficiency in looking after customers. Everyone here, no matter where they fit into the operation, knows that we focus on service first, service second and service third. We’ve spent lifetimes building that, but it will all come tumbling down in a day if anyone in the busi-ness stops caring.”
It is probably the reason that Malcolm says with such certainty that his group will “never have the biggest fleet in the country”. He has
a passionate belief in understanding what is going on in every part of the business and sharing that with those around him. And that includes customers: “Too many people in trans-port,” he asserts, “tell customers what they think they want to hear. My dad’s philosophy was simple, and it’s as true today as when he first said it: tell customers what we will do, and then make sure we do it.”
It’s a philosophy that has seen the Malcolm Group happily embrace technology. “Take MAN’s EcoStyle driver and vehicle performance monitoring system, for instance,” he says. “That’s in my mind right now because we have ordered a new fleet of MANs, although we have similar packages on our other trucks. EcoStyle gives us real time, usable information that helps us to ensure that we do what we’ve prom-ised customers we will do.
“It also gives us terrific day-to-day manage-ment information on the drivers and how they are doing, so we can help the underachievers and acknowledge those who consistently drive economically and safely. The performance figures go up every week where all the drivers
can see them. That has produced a very natu-ral and healthy competitive spirit among them already.”
Malcolm’s warehouses also benefit from state-of-the-art management systems allowing flexibility of customer service and the controls and efficiencies Malcolm holds dear. It’s a formula that clearly works.
“We’re quick at taking the decisions our technology indicates are needed,” he says, “although I always want us to be even quicker to implement them.”
Customer focusAs the conversation concludes, we return to Malcolm’s core focus: customers. “It’s interest-ing,” he says, “that serious customers increas-ingly want to know more about us. They want to understand how we are doing and, although they will always want the best rate, they want to know we’re profitable and our business as a key supplier to them is sustainable. That has to be a good thing.”
Malcolm prefers not to talk about a rate for the job, but to demonstrate how he will deliver
“the cheapest spend over the course of a year” for his customers. And as he puts it: “That’s about a lot more than just a basic rate for the job. The rate is the rate – what makes the differ-ence is how you manage your own efficien-cies.
“We’re not in the business of grabbing every offer that comes along. Too many hauliers are working for nothing – and that does nobody any good. I need to generate a sustainable income for all my employees, and you don’t do that by chasing rates ever lower.”
It’s an approach that has resulted in another good year for the Malcolm Group, which has invested further in its systems and operating assets. “We have to be profitable,” he says. “If we’re not profitable, we’re not in business. There was a time when we expanded too quickly and we lost some of our discipline and efficiencies. That won’t happen again. Now we look for customers that we can have a long-term relation-ship of trust with; and we stick to what we are good at. And then try to get even better at it.”
And MT wouldn’t bet against him doing just that. ■
Service, service, serviceMalcolm Group is a regular on the Top 100 list. Chief executive Andrew Malcolm reveals the secrets of the group’s success to MT
In association with
4.7.11 MT TOP 100 2011■9
Andrew Malcolm has a strong sense of tradition. His father, Donald, took over a family business con-sisting of a single truck and horse and cart at the age of 14 and built
a strong Scottish transport business in con-struction and haulage. But while Andrew’s conversation is littered with fond memories of his father, he has an equally clear vision in his role as chief executive of what is needed both today and in the future.
The Malcolm Group has expanded and flour-ished under Malcolm. Natural growth oppor-tunities have seen the emphasis shift a little away from construction, towards haulage and warehousing, and there is now a booming rail interest as well. The construction operation still accounts for 40% of the business, and is close to Malcolm’s heart, but the distribution operations appear to keep him busier and are, in a sense, where his own journey with the business started.
First love“Dad was a construction man through and through,” he recalls, “and his first love was the tipper business. The general transport side was always there and kept itself busy, but was never the real focus of his attention,” he says.
“I joined the firm officially at 16, the afternoon after sitting my last O-level, and I began by driving the tractor and brush around the yard to keep things clean.”
A workshop apprenticeship, driver training scheme, traffic office work and depot manage-ment career saw Malcolm grounded at a very practical level across the operation. With his father’s continuing interest in construction, it fell to Andrew to look after and expand the distribution side of the business. In the space of 45 years, the company has been listed on the Stock Exchange and bought back into family ownership. From his head office near Glasgow’s international airport, Malcolm now oversees a business running 400 trucks, more than 5 million ft2 of warehousing (with a further 1.5 million ft2 under management for third parties) and an expanding rail-head activity.
“I started in the days of the ‘real world’,” he says. “Our belief then was if you couldn’t afford it, you didn’t run it. It worked then and it works today.”
He believes we are probably not out of the recession. “We were living in a false economy, and I hope it never comes back. It wasn’t sustainable. We’re on a slow road to recovery, and I see some opportunities ahead, but I also see some disappointments for people if they don’t take a realistic approach.”
So, apart from the Malcolm dynasty itself (Andrew has two sons working in the company, taking the same route he took), what has been the underlying plan that has seen the company consistently in the Motor Transport Top 100?
“I probably shouldn’t say this,” he says, with a mischievous smile, “but I don’t think about the
Top 100 until the day it appears. It’s important for the industry to measure itself like this, and it’s flattering to be listed. But until the copy of MT drops on my desk, I don’t think about it.”
The smile grows wider as he leans forward and confides: “Mind you, I’d care a whole lot if we weren’t in it!”
Simple and directWhere then does the Malcolm Group go next, we ask?
Again, the answers are simple and direct: “Anyone can move goods from A to B, it’s just a question of how good you can get at doing it. For us, that means the right levels of control and efficiency in looking after customers. Everyone here, no matter where they fit into the operation, knows that we focus on service first, service second and service third. We’ve spent lifetimes building that, but it will all come tumbling down in a day if anyone in the busi-ness stops caring.”
It is probably the reason that Malcolm says with such certainty that his group will “never have the biggest fleet in the country”. He has
a passionate belief in understanding what is going on in every part of the business and sharing that with those around him. And that includes customers: “Too many people in trans-port,” he asserts, “tell customers what they think they want to hear. My dad’s philosophy was simple, and it’s as true today as when he first said it: tell customers what we will do, and then make sure we do it.”
It’s a philosophy that has seen the Malcolm Group happily embrace technology. “Take MAN’s EcoStyle driver and vehicle performance monitoring system, for instance,” he says. “That’s in my mind right now because we have ordered a new fleet of MANs, although we have similar packages on our other trucks. EcoStyle gives us real time, usable information that helps us to ensure that we do what we’ve prom-ised customers we will do.
“It also gives us terrific day-to-day manage-ment information on the drivers and how they are doing, so we can help the underachievers and acknowledge those who consistently drive economically and safely. The performance figures go up every week where all the drivers
can see them. That has produced a very natu-ral and healthy competitive spirit among them already.”
Malcolm’s warehouses also benefit from state-of-the-art management systems allowing flexibility of customer service and the controls and efficiencies Malcolm holds dear. It’s a formula that clearly works.
“We’re quick at taking the decisions our technology indicates are needed,” he says, “although I always want us to be even quicker to implement them.”
Customer focusAs the conversation concludes, we return to Malcolm’s core focus: customers. “It’s interest-ing,” he says, “that serious customers increas-ingly want to know more about us. They want to understand how we are doing and, although they will always want the best rate, they want to know we’re profitable and our business as a key supplier to them is sustainable. That has to be a good thing.”
Malcolm prefers not to talk about a rate for the job, but to demonstrate how he will deliver
“the cheapest spend over the course of a year” for his customers. And as he puts it: “That’s about a lot more than just a basic rate for the job. The rate is the rate – what makes the differ-ence is how you manage your own efficien-cies.
“We’re not in the business of grabbing every offer that comes along. Too many hauliers are working for nothing – and that does nobody any good. I need to generate a sustainable income for all my employees, and you don’t do that by chasing rates ever lower.”
It’s an approach that has resulted in another good year for the Malcolm Group, which has invested further in its systems and operating assets. “We have to be profitable,” he says. “If we’re not profitable, we’re not in business. There was a time when we expanded too quickly and we lost some of our discipline and efficiencies. That won’t happen again. Now we look for customers that we can have a long-term relation-ship of trust with; and we stick to what we are good at. And then try to get even better at it.”
And MT wouldn’t bet against him doing just that. ■
Service, service, serviceMalcolm Group is a regular on the Top 100 list. Chief executive Andrew Malcolm reveals the secrets of the group’s success to MT
4.7.1110■MT TOP 100 2011
Latest Company or Latest year Latest year Return rank trading name turnover pre-tax profit on sales (£000s) (£000s) (%)
£100m-plus turnover4 TNT UK 740,567 307,726 41.55
13 GeoPost UK 255,530 34,452 13.48
19 Turners (Soham) 179,799 22,224 12.36
29 Tuffnells Parcels Express 102,476 8,588 8.38
7 Eddie Stobart 449,860 33,598 7.47
11 Gist 340,432 23,855 7.01
27 Fowler Welch-Coolchain 119,821 7,595 6.34
15 Hermes Parcelnet 199,557 11,666 5.85
18 FedEx UK 182,109 9,562 5.25
17 DSV Road 186,726 7,823 4.19
24 Harry Yearsley 126,874 5,265 4.15
9 UK Mail Group 395,800 16,100 4.07
2 Wincanton 1,328,300 46,800 3.52
20 WH Malcolm 165,139 5,334 3.23
14 Bibby Distribution Services (Holdings) 230,217 7,045 3.06
3 Kuehne + Nagel 833,162 14,979 1.8
22 Hoyer UK 128,333 2,216 1.73
25 Nightfreight (GB) 121,807 1,293 1.06
8 Ceva Logistics 400,581 2,948 0.74
21 Autologic Holdings 134,500 400 0.3
5 UPS 601,519 70 0.01
23 NFT Distribution Operations 127,732 -54 -0.04
6 Norbert Dentressangle Group 478,329 -523 -0.11
1 DHL 3,428,845 -4,223 -0.12
26 Culina Logistics 121,431 -1,247 -1.03
16 Yusen Logistics 196,903 -10,956 -5.56
10 Home Delivery Network 366,111 -20,473 -5.59
12 City Link 335,171 -30,236 -9.02
28 Gefco (UK) 105,653 -11,086 -10.49
£50m-£100m turnover43 Reed Boardall Group 50,999 6,050 11.86
37 CM Downton (Haulage Contractors) 64,683 6,015 9.3
31 Great Bear Distribution 78,722 7,004 8.9
33 Hargreaves Services 72,700 4,200 5.78
41 John G Russell (Transport) 51,577 1,995 3.87
39 Langdon Group 59,393 2,137 3.6
42 Pentalver Transport 51,435 1,808 3.52
34 Canute Haulage Group 71,397 2,127 2.98
32 Clipper Logistics Group 75,176 1,848 2.46
30 Gregory Distribution 95,242 2,169 2.28
44 Lloyd Fraser Holdings 50,246 981 1.95
40 Europa European Express 52,976 721 1.36
35 Maritime Transport 69,300 502 0.72
38 ECM (Vehicle Delivery Service) 60,571 418 0.69
36 Geodis UK 68,330 -103 -0.15
£30m-£50m turnover59 Knowles (Transport) 30,346 2,912 9.6
56 Maxi Haulage 34,550 1,969 5.7
46 Goldstar Transport 46,403 2,418 5.21
54 Montgomery Transport 35,304 1,678 4.75
45 Howard Tenens Storage & Distribution 46,520 1,788 3.84
51 Boughey Distribution 42,628 1,306 3.06
48 Sutton and Son (St. Helens) 45,580 1,358 2.98
49 R T Keedwell (Holdings) 44,427 1,108 2.49
58 Currie European Transport 32,990 676 2.05
55 Rhys Davies & Sons 34,819 708 2.03
57 ARR Craib Transport 33,811 655 1.94
47 Amethyst Group 45,726 527 1.15
52 Cert Octavian 39,934 40 0.1
53 C Butt 38,663 0 0
60 Owens (Road Services) 30,297 -163 -0.54
50 Roadways Container Logistics 43,702 -713 -1.63
£10m-£30m turnover64 Grocontinental 25,670 2,789 10.86
68 S J Bargh 24,149 1,976 8.18
78 Saints Transport 20,894 1,143 5.47
66 Redhead Freight 24,879 1,212 4.87
63 Knights of Old 25,765 1,196 4.64
79 Aspray Transport 20,859 901 4.32
88 Stan Robinson Group 18,769 811 4.32
80 Meachers Global Logistics 20,808 897 4.31
86 Abbey Road Tanks 19,072 808 4.24
87 The Bartrum Group 18,905 783 4.14
74 Associated Cold Stores and Transport 23,069 743 3.22
98 Chris Hayter Transport 16,715 476 2.85
100 AKW Group 15,999 419 2.62
90 Lomas Distribution 18,154 454 2.5
95 JW Suckling Transport 17,052 404 2.37
81 STVA UK 20,474 484 2.36
69 Lenham Storage 24,007 562 2.34
75 Elddis Transport (Consett) 22,769 530 2.33
91 Woodland Group 18,012 398 2.21
71 Jack Richards & Son 23,362 478 2.05
94 Laser Transport International 17,390 238 1.37
67 Deben Transport 24,669 329 1.33
82 NR Evans & Son 20,088 266 1.32
97 Wm Armstrong (Longtown) 16,840 221 1.31
62 Elite Transport Services 28,354 342 1.21
85 Arcese UK 19,166 183 0.95
96 Acumen Logistics Group 16,900 147 0.87
89 Fergusons Transport 18,307 139 0.76
73 Seafield Logistics 23,302 151 0.65
65 Circle Express 25,076 145 0.58
83 Richard Preston & Son 20,071 103 0.51
76 R Swain & Sons 22,613 42 0.19
61 London City Bond 28,561 37 0.13
77 Kammac 21,690 26 0.12
84 John Raymond Transport 19,761 12 0.06
72 AM Widdowson & Son 23,322 11 0.05
99 Pollock (Scotrans) 16,135 5 0.03
92 Archbold Logistics 17,602 -35 -0.2
70 Pass J Holdings 23,405 -450 -1.92
93 White & Co 17,557 -776 -4.42
Return on salesLatest Company or Latest year Latest year Return rank trading name turnover pre-tax profit on sales (£000s) (£000s) (%)
In association with
4.7.11 MT TOP 100 2011■11
Latest Company or Latest year Latest year Latest year Change in rank trading name turnover employees sales per sales per (£000s) employee employee (£) (%)
£100m-plus turnover28 Gefco (UK) 105,653 459 230,181 -13.13
17 DSV Road 186,726 976 191,318 9.76
15 Hermes Parcelnet 199,557 1,308 152,567 21.71
9 UK Mail Group 395,800 2,633 150,323 4.27
3 Kuehne + Nagel 833,162 7,031 118,498 -19.05
5 UPS 601,519 5,562 108,148 -11.05
27 Fowler Welch-Coolchain 119,821 1,126 106,413 6.41
24 Harry Yearsley 126,874 1,195 106,171 -5.38
16 Yusen Logistics 196,903 1,858 105,976 2.52
18 FedEx UK 182,109 1,765 103,178 4.22
19 Turners (Soham) 179,799 1,781 100,954 -2.52
22 Hoyer UK 128,333 1,337 95,986 -2.57
14 Bibby Distribution Services (Holdings) 230,217 2,404 95,764 24.11
7 Eddie Stobart 449,860 4,882 92,147 4.67
11 Gist 340,432 3,714 91,662 6.94
21 Autologic Holdings 134,500 1,508 89,191 1.86
20 WH Malcolm 165,139 1,983 83,277 -10.98
23 NFT Distribution Operations 127,732 1,561 81,827 8.21
26 Culina Logistics 121,431 1,717 70,723 -4.69
4 TNT UK 740,567 10,506 70,490 -5.84
8 Ceva Logistics 400,581 5,918 67,689 -0.25
12 City Link 335,171 5,193 64,543 7.12
6 Norbert Dentressangle Group 478,329 7,492 63,845 4.41
13 GeoPost UK 255,530 4,204 60,783 3.17
25 Nightfreight (GB) 121,807 2,128 57,240 -7.85
1 DHL 3,428,845 60,000 57,147 n/a
29 Tuffnells Parcels Express 102,476 1,825 56,151 3.76
2 Wincanton 1,328,300 28,000 47,439 -0.43
10 Home Delivery Network 366,111 7,825 46,787 0
£50m-£100m turnover36 Geodis UK 68,330 287 238,084 -5.24
42 Pentalver Transport 51,435 355 144,887 -10.53
40 Europa European Express 52,976 394 134,457 -2.39
38 ECM (Vehicle Delivery Service) 60,571 513 118,072 1.19
35 Maritime Transport 69,300 612 113,235 -15.34
33 Hargreaves Services 72,700 680 106,912 17
37 CM Downton (Haulage Contractors) 64,683 616 105,005 8.08
30 Gregory Distribution 95,242 1,045 91,141 4.38
41 John G Russell (Transport) 51,577 616 83,729 3.27
43 Reed Boardall Group 50,999 617 82,656 6.75
44 Lloyd Fraser Holdings 50,246 631 79,629 30.5
39 Langdon Group 59,393 759 78,252 -0.41
31 Great Bear Distribution 78,722 1,062 74,126 -1.43
34 Canute Haulage Group 71,397 988 72,264 1.34
32 Clipper Logistics Group 75,176 1,404 53,544 2.52
£30m-£50m turnover 59 Knowles (Transport) 30,346 118 257,169 -10.35
58 Currie European Transport 32,990 161 204,907 17.9
46 Goldstar Transport 46,403 240 193,346 11.47
56 Maxi Haulage 34,550 191 180,890 3.25
57 ARR Craib Transport 33,811 282 119,897 -7.45
Latest Company or Latest year Latest year Latest year Change in rank trading name turnover employees sales per sales per (£000s) employee employee (£) (%)
Sales per employee
54 Montgomery Transport 35,304 306 115,373 4.38
47 Amethyst Group 45,726 417 109,655 32.16
49 R T Keedwell (Holdings) 44,427 407 109,157 4.19
45 Howard Tenens Storage & Distribution 46,520 462 100,693 -3.63
50 Roadways Container Logistics 43,702 436 100,234 -9.43
48 Sutton and Son (St. Helens) 45,580 508 89,724 -4.18
52 Cert Octavian 39,934 478 83,544 -0.37
55 Rhys Davies & Sons 34,819 432 80,600 8.15
53 C Butt 38,663 523 73,925 -2.67
51 Boughey Distribution 42,628 577 73,879 8.84
60 Owens (Road Services) 30,297 502 60,353 3.13
£10m-£30m turnover81 STVA UK 20,474 61 335,639 -7.97
85 Arcese UK 19,166 99 193,596 -24.65
91 Woodland Group 18,012 107 168,336 -13.85
62 Elite Transport Services 28,354 194 146,155 -0.56
94 Laser Transport International 17,390 125 139,120 15.11
66 Redhead Freight 24,879 186 133,758 5.91
80 Meachers Global Logistics 20,808 156 133,385 7.01
67 Deben Transport 24,669 198 124,591 -5.17
96 Acumen Logistics Group 16,900 142 119,014 78.22
70 Pass J Holdings 23,405 210 111,452 -2.9
61 London City Bond 28,561 268 106,571 13.58
63 Knights of Old 25,765 251 102,649 7.05
90 Lomas Distribution 18,154 178 101,989 -10.41
71 Jack Richards & Son 23,362 241 96,938 11.02
97 Wm Armstrong (Longtown) 16,840 176 95,682 -5.41
65 Circle Express 25,076 264 94,985 -3.37
86 Abbey Road Tanks 19,072 203 93,951 14.75
64 Grocontinental 25,670 283 90,707 10.58
87 The Bartrum Group 18,905 209 90,455 -7.11
73 Seafield Logistics 23,302 259 89,969 10.67
99 Pollock (Scotrans) 16,135 186 86,747 -2.14
95 JW Suckling Transport 17,052 202 84,416 1.46
84 John Raymond Transport 19,761 235 84,089 -1.48
92 Archbold Logistics 17,602 214 82,252 -14.6
74 Associated Cold Stores and Transport 23,069 291 79,275 5.14
68 S J Bargh 24,149 305 79,177 -9.04
75 Elddis Transport (Consett) 22,769 295 77,183 -4.74
83 Richard Preston & Son 20,071 274 73,252 -11.6
82 NR Evans & Son 20,088 277 72,520 -2.17
89 Fergusons Transport 18,307 255 71,792 -3
88 Stan Robinson Group 18,769 264 71,095 2.51
100 AKW Group 15,999 227 70,480 -5.68
72 AM Widdowson & Son 23,322 338 69,000 13.82
76 R Swain & Sons 22,613 331 68,317 -6.22
78 Saints Transport 20,894 323 64,687 -3.07
98 Chris Hayter Transport 16,715 261 64,042 6.26
69 Lenham Storage 24,007 385 62,356 2.83
79 Aspray Transport 20,859 441 47,299 5.05
93 White & Co 17,557 395 44,448 -8.83
77 Kammac 21,690 501 43,293 1.44
4.7.1112■MT TOP 100 2011
Paving the way for the next top 100?The wealth of information available from modern digital truck systems can, when used efficiently and sensibly, help propel operators into the Top 100, MAN chief executive Des Evans tells MT
In his introduction to this Top 100 supple-ment, MAN chief executive Des Evans urges operators to consider the much wider issue of the total cost of ownership rather than simply capital costs in isola-
tion. He claims that “developing operating best practices, to increase asset-utilisation, operational efficiency and profit has never been more important”.
As that’s precisely the ethos the Motor Transport Top 100 celebrates and endeavours to encourage, we decided to take a closer look at the total cost of ownership. Is it simply a marketing red herring, or are there ways of managing costs to break into a new level of operating profit? Right now, industry averages for return on sales are around the 2%-3% mark: in almost any other industry sector that would have most business leaders reaching for the light switch.
At its core, much of what Evans espouses is based on the things he has experienced in nearly 40 years in the business – things he has sought to improve.
Does that make it a biased view? No. As with so many visionary formulae for success, there is more than a decent measure of common
sense in it (an essential ingredient, we would suggest, in an industry that doesn’t suffer fools gladly).
Evans’ primary plea is for operators to use the wealth of good, usable information that is increasingly available from digital truck systems. Most manufacturers are at varying stages of development of such technology, although Evans would claim MAN EcoStyle (now stand-ard on all new MAN trucks) is as developed, useful and user-friendly as any.
The key to success“These systems deliver precisely the type of information that can propel a business into the Top 100 on the back of real bottom line improve-ments and, more important, keep it there. Quick fixes are not what the industry needs. We need solid, reliable systems, developed by people who understand road transport and the new-generation vehicles available to operators,” he tells MT.
So far so good, but what exactly do future Top 100 companies look for? It’s obvious that a mix of driver and vehicle performance is a must. Key to success, however, is what is then done with that information. For many compa-
nies, driver league tables seem a natural next step; perhaps even reward programmes to recognise the high achievers. It’s an area that has Evans almost hopping from one foot to the other with fervour; his eyes light up as he asserts: “That’s exactly the issue. You can put EcoStyle on every truck in the country [it is compatible with any make], but it won’t be truly effective until you tackle the most important element in the whole equation: the driver.”
Again, Evans has been near-evangelical in the setting up of the MAN ProfiDrive driver training scheme. It is offered to every MAN operator, and those who have taken up the whole package have achieved demonstrable benefits.
Among the Top 100 companies, operators of the size and reputation of Malcolm Logistics, Grocontinental and Nightfreight have been among the forerunners in benefitting from the MAN programmes.
Leading network solutions provider Nightfreight has more than 500 vehicles fitted with MAN EcoStyle, covering a range of trucks from 7.5-tonne rigids up to maximum weight tractor units.
Nightfreight (GB) chief executive Ian Smith
says: “After a review of the various systems that would work across the range of truck sizes and makes we run, we opted for MAN. We’d set ourselves the challenge of increasing fuel effi-ciency and reducing accident damage – two very tough, but very important economic objec-tives. Today, we are seeing both fuel savings and reduced accident damage costs.
“Interestingly, meeting those objectives was achieved as much by the resulting culture change the MAN system brought to our organ-isation as by the system itself. While the system does everything promised and more, we did not expect the almost seamless and painless changes it would bring to our way of monitor-ing and managing our vehicle and driver operations.
Real-time information“The important thing to understand about MAN EcoStyle is that it is a reporting system that doesn’t just give data: it gives real-time information. And it gives that information in an easily assimilated format and style.”
Grocontinental operations director Hugh Jones sees wider benefits. “In terms of letting us look at our efficiency levels, every minute
of every day and right across the fleet, it’s become indispensable. We monitor every individual truck’s mpg and rate the driver’s performance. We share that data among drivers and get excel-lent feedback. It’s great because it’s having a beneficial influence, not only on fuel, but on repair costs as well.
“It gives us huge advantages in delivering our Driver CPCs, where EcoStyle and its data feature prominently. Our CPC delivery gets better and better, and that brings benefits all round. Top 100 company or not, I would say we all need to embrace this type of information tool. I don’t think we have a choice. We are doing it and can see significant improvements in business performance at every level.”
Steve Sugden of Malcolm Logistics is equally upbeat. “As a major logistics operation, we find the MAN programme allows us to continuously monitor driver performance and driving style, and we are then able to target drivers who fall below the required standard and help them to retrain where appropriate. It also allows us to benchmark vehicle performance, increase fuel consumption averages and set minimum targets in areas such as idle time, harsh braking and use of cruise control.”
There are plenty of companies outside the Top 100 making giant strides with the use of driver training and telematic monitoring. J&B runs tippers on construction work in the West Country and was doubtful that it would bene-fit, especially as its experienced drivers were sceptical. However, after taking part in MAN’s early system trials, the company found its driv-ers had been converted, and fuel savings of about 20% were achieved.
These few examples are evidence enough that operating best practices that increase asset-utilisation, operational efficiency and profit can be successfully instituted.
Whether you’re a Top 100 operator or not, the key to future success is clear. ■
“We monitor every individual truck’s mpg and rate the driver’s performance. We share that data among drivers and get excellent feedback”Hugh Jones, Grocontinental
Ian Smith is seeing dual savings and reduced accident damage costs
In association with
4.7.11 MT TOP 100 2011■13
Paving the way for the next top 100?The wealth of information available from modern digital truck systems can, when used efficiently and sensibly, help propel operators into the Top 100, MAN chief executive Des Evans tells MT
In his introduction to this Top 100 supple-ment, MAN chief executive Des Evans urges operators to consider the much wider issue of the total cost of ownership rather than simply capital costs in isola-
tion. He claims that “developing operating best practices, to increase asset-utilisation, operational efficiency and profit has never been more important”.
As that’s precisely the ethos the Motor Transport Top 100 celebrates and endeavours to encourage, we decided to take a closer look at the total cost of ownership. Is it simply a marketing red herring, or are there ways of managing costs to break into a new level of operating profit? Right now, industry averages for return on sales are around the 2%-3% mark: in almost any other industry sector that would have most business leaders reaching for the light switch.
At its core, much of what Evans espouses is based on the things he has experienced in nearly 40 years in the business – things he has sought to improve.
Does that make it a biased view? No. As with so many visionary formulae for success, there is more than a decent measure of common
sense in it (an essential ingredient, we would suggest, in an industry that doesn’t suffer fools gladly).
Evans’ primary plea is for operators to use the wealth of good, usable information that is increasingly available from digital truck systems. Most manufacturers are at varying stages of development of such technology, although Evans would claim MAN EcoStyle (now stand-ard on all new MAN trucks) is as developed, useful and user-friendly as any.
The key to success“These systems deliver precisely the type of information that can propel a business into the Top 100 on the back of real bottom line improve-ments and, more important, keep it there. Quick fixes are not what the industry needs. We need solid, reliable systems, developed by people who understand road transport and the new-generation vehicles available to operators,” he tells MT.
So far so good, but what exactly do future Top 100 companies look for? It’s obvious that a mix of driver and vehicle performance is a must. Key to success, however, is what is then done with that information. For many compa-
nies, driver league tables seem a natural next step; perhaps even reward programmes to recognise the high achievers. It’s an area that has Evans almost hopping from one foot to the other with fervour; his eyes light up as he asserts: “That’s exactly the issue. You can put EcoStyle on every truck in the country [it is compatible with any make], but it won’t be truly effective until you tackle the most important element in the whole equation: the driver.”
Again, Evans has been near-evangelical in the setting up of the MAN ProfiDrive driver training scheme. It is offered to every MAN operator, and those who have taken up the whole package have achieved demonstrable benefits.
Among the Top 100 companies, operators of the size and reputation of Malcolm Logistics, Grocontinental and Nightfreight have been among the forerunners in benefitting from the MAN programmes.
Leading network solutions provider Nightfreight has more than 500 vehicles fitted with MAN EcoStyle, covering a range of trucks from 7.5-tonne rigids up to maximum weight tractor units.
Nightfreight (GB) chief executive Ian Smith
says: “After a review of the various systems that would work across the range of truck sizes and makes we run, we opted for MAN. We’d set ourselves the challenge of increasing fuel effi-ciency and reducing accident damage – two very tough, but very important economic objec-tives. Today, we are seeing both fuel savings and reduced accident damage costs.
“Interestingly, meeting those objectives was achieved as much by the resulting culture change the MAN system brought to our organ-isation as by the system itself. While the system does everything promised and more, we did not expect the almost seamless and painless changes it would bring to our way of monitor-ing and managing our vehicle and driver operations.
Real-time information“The important thing to understand about MAN EcoStyle is that it is a reporting system that doesn’t just give data: it gives real-time information. And it gives that information in an easily assimilated format and style.”
Grocontinental operations director Hugh Jones sees wider benefits. “In terms of letting us look at our efficiency levels, every minute
of every day and right across the fleet, it’s become indispensable. We monitor every individual truck’s mpg and rate the driver’s performance. We share that data among drivers and get excel-lent feedback. It’s great because it’s having a beneficial influence, not only on fuel, but on repair costs as well.
“It gives us huge advantages in delivering our Driver CPCs, where EcoStyle and its data feature prominently. Our CPC delivery gets better and better, and that brings benefits all round. Top 100 company or not, I would say we all need to embrace this type of information tool. I don’t think we have a choice. We are doing it and can see significant improvements in business performance at every level.”
Steve Sugden of Malcolm Logistics is equally upbeat. “As a major logistics operation, we find the MAN programme allows us to continuously monitor driver performance and driving style, and we are then able to target drivers who fall below the required standard and help them to retrain where appropriate. It also allows us to benchmark vehicle performance, increase fuel consumption averages and set minimum targets in areas such as idle time, harsh braking and use of cruise control.”
There are plenty of companies outside the Top 100 making giant strides with the use of driver training and telematic monitoring. J&B runs tippers on construction work in the West Country and was doubtful that it would bene-fit, especially as its experienced drivers were sceptical. However, after taking part in MAN’s early system trials, the company found its driv-ers had been converted, and fuel savings of about 20% were achieved.
These few examples are evidence enough that operating best practices that increase asset-utilisation, operational efficiency and profit can be successfully instituted.
Whether you’re a Top 100 operator or not, the key to future success is clear. ■
“We monitor every individual truck’s mpg and rate the driver’s performance. We share that data among drivers and get excellent feedback”Hugh Jones, Grocontinental
Ian Smith is seeing dual savings and reduced accident damage costs
4.7.1114■MT TOP 100 2011
Latest Company or Latest year Latest year Latest year Change in rank trading name pre-tax profit employees profit per profit per (£000s) employee employee (£) (%)
£100m-plus turnover4 TNT UK 307,726 10,506 29,291 612.92
19 Turners (Soham) 22,224 1,781 12,478 7.64
15 Hermes Parcelnet 11,666 1,308 8,919 59.08
13 GeoPost UK 34,452 4,204 8,195 23.01
17 DSV Road 7,823 976 8,015 390.17
7 Eddie Stobart 33,598 4,882 6,882 16.63
27 Fowler Welch-Coolchain 7,595 1,126 6,745 42.05
11 Gist 23,855 3,714 6,423 -1.96
9 UK Mail Group 16,100 2,633 6,115 -8.21
18 FedEx UK 9,562 1,765 5,418 45.30
29 Tuffnells Parcels Express 8,588 1,825 4,706 14.73
24 Harry Yearsley 5,265 1,195 4,406 59.88
14 Bibby Distribution Services (Holdings) 7,045 2,404 2,931 20.86
20 WH Malcolm 5,334 1,983 2,690 -22.97
3 Kuehne + Nagel 14,979 7,031 2,130 -48.24
2 Wincanton 46,800 28,000 1,671 -3.88
22 Hoyer UK 2,216 1,337 1,657 82.64
25 Nightfreight (GB) 1,293 2,128 608 -3.01
8 Ceva Logistics 2,948 5,918 498 -52.63
5 UPS 70 5,562 13 -96.64
£50m-£100m turnover43 Reed Boardall Group 6,050 617 9,806 117.57
37 CM Downton (Haulage Contractors) 6,015 616 9,765 -15.24
31 Great Bear Distribution 7,004 1,062 6,595 21.58
33 Hargreaves Services 4,200 680 6,176 105.22
42 Pentalver Transport 1,808 355 5,093 -70.97
41 John G Russell (Transport) 1,995 616 3,239 67.35
39 Langdon Group 2,137 759 2,816 -32.69
34 Canute Haulage Group 2,127 988 2,153 -32.66
30 Gregory Distribution 2,169 1,045 2,076 -48.51
40 Europa European Express 721 394 1,830 -51.94
44 Lloyd Fraser Holdings 981 631 1,555 163.70
32 Clipper Logistics Group 1,848 1,404 1,316 22.88
35 Maritime Transport 502 612 820 -86.73
38 ECM (Vehicle Delivery Service) 418 513 815 -60.61
£30m-£50m turnover59 Knowles (Transport) 2,912 118 24,678 4.89
56 Maxi Haulage 1,969 191 10,309 -17.29
46 Goldstar Transport 2,418 240 10,075 148.85
54 Montgomery Transport 1,678 306 5,484 50.92
45 Howard Tenens Storage & Distribution 1,788 462 3,870 -21.57
49 R T Keedwell (Holdings) 1,108 407 2,722 -13.83
48 Sutton and Son (St. Helens) 1,358 508 2,673 -33.69
57 ARR Craib Transport 655 282 2,323 -32.26
51 Boughey Distribution 1,306 577 2,263 158.69
55 Rhys Davies & Sons 708 432 1,639 48.91
47 Amethyst Group 527 417 1,264 6,583.40
£10m-£30m turnover64 Grocontinental 2,789 283 9,855 25.09
66 Redhead Freight 1,212 186 6,516 165.96
68 S J Bargh 1,976 305 6,479 -34.26
80 Meachers Global Logistics 897 156 5,750 59.13
63 Knights of Old 1,196 251 4,765 -33.20
86 Abbey Road Tanks 808 203 3,980 33.32
87 The Bartrum Group 783 209 3,746 0.11
91 Woodland Group 398 107 3,720 -32.30
78 Saints Transport 1,143 323 3,539 4.38
88 Stan Robinson Group 811 264 3,072 -1.14
74 Associated Cold Stores and Transport 743 291 2,553 36.13
90 Lomas Distribution 454 178 2,551 -34.77
79 Aspray Transport 901 441 2,043 246.36
71 Jack Richards & Son 478 241 1,983 -22.12
94 Laser Transport International 238 125 1,904 2,970.20
100 AKW Group 419 227 1,846 -11.38
98 Chris Hayter Transport 476 261 1,824 22.04
75 Elddis Transport (Consett) 530 295 1,797 67.68
62 Elite Transport Services 342 194 1,763 -37.01
67 Deben Transport 329 198 1,662 273.95
69 Lenham Storage 562 385 1,460 101.07
97 Wm Armstrong (Longtown) 221 176 1,256 615.54
96 Acumen Logistics Group 147 142 1,035 -43.67
82 NR Evans & Son 266 277 960 8.52
73 Seafield Logistics 151 259 583 308.10
65 Circle Express 145 264 549 6.89
89 Fergusons Transport 139 255 545 57.64
83 Richard Preston & Son 103 274 376 -53.72
61 London City Bond 37 268 138 -89.34
76 R Swain & Sons 42 331 127 -53.52
84 John Raymond Transport 12 235 51 -95.02
99 Pollock (Scotrans) 5 186 27 -96.87
Latest Company or Latest year Latest year Latest year Change in rank trading name pre-tax profit employees profit per profit per (£000s) employee employee (£) (%)
Profit per employee
In association with
4.7.11 MT TOP 100 2011■15
■ Acumen Logistics Group acquired Auto UK Logistics in September 2009. These are the first set of consolidated results since the acquisition. ■ AM Widdowson has published two sets of accounts since last year’s Top 100, so we have used the most recent: for the year ending 31 March 2011.■ Bibby Distribution acquired TM Logistics in October 2010 so its results for the year ending December 2010 feature a three-month contribution from TM Logistics. Also in the year, Bibby acquired Taygroup (April 2010) and some assets of MRS Distribution (August 2010). ■ Canute Haulage Group’s results include the accounts from its vehicle repair and recovery businesses – Albert Road Recovery and Repair and Truck Crane Services (UK) – as there is no way of separating these accurately.■ C Butt made a pre-tax profit of £173 for the year ending April 201. The tables round up to the nearest thousand, hence why it appears as '0'.■ Clipper Logistics Group has been included this year rather than its parent company, Clipper Group Holdings, as the results for the parent firm include Clipper’s dealership businesses – Stormont Truck and Van and Northern Commercials (Mirfield).■ CM Downton (Haulage Contractors) has included the effect of the acquisition on 7 October 2010 of Jigsaw Solutions (Holdings) in its analysis of its results to 30 June 2010. Until the acquisition, Jigsaw had been accounted for as a joint venture. CM Downton lists the acquisition as adding £14.9m to its turnover.■ DHL does not publish results for its UK operation as a whole, so the DHL figures have been calculated by combining the turnover and pre-tax profit from the following DHL companies registered in the UK: Maritime Container Logistics (formerly DHL Container Logistics (UK)); DHL Express (UK); DHL Global Mail (UK); Exel Europe; and Tradeteam. At the start of 2010, DHL sold its container arm to Maritime Transport, and its Day Definite Domestic business, a division of DHL Express, to Home Delivery Network. The staff figure for DHL was provided by the company. The consequent fall in
turnover as a result of the two sales is not reflected in the accounts in this year’s Top 100.■ Harry Yearsley’s results include its wholesale frozen foods business, which accounts for £52.9m of its 2010 turnover. The cold storage and distribution business reported a turnover of £73.9m for the period (2009: £84.7m). It does not provide a comparative pre-tax or operating profit figure for its cold storage and distribution business, so we have included the full group results. ■ Home Delivery Network, which trades as Yodel, acquired the domestic B2B and B2C businesses of DHL Express on 1 March 2010 via its subsidiary firm Parcelpoint. These accounts are the first consolidated set to include the DHL businesses. ■ John G Russell (Transport) owns a chest freezer manufacturing business that generated £11.8m of its overall 2010 turnover. The transport and warehousing division saw a slight dip in turnover for the year to £39.7m from £41.9m in 2009.■ Kammac’s results are for its packaging, warehousing and distribution division. It does not include turnover from its property management, keg manufacturing, or environmental ventures businesses. ■ Kuehne + Nagel’s (K+N) results remain unchanged from last year’s Top 100 as it is not due to file its 2010 accounts until September 2011. Worth noting is its acquisition of the RH Group earlier this year for an undisclosed sum. For the year ending 31 December 2010, the RH Group reported a turnover of £133.8m (2009: £113.2m) and pre-tax profit of £4.5m (2009: £3.4m). The rebranding of RH’s assets to K+N will take place in 2012, before complete integration in 2013.■ Lenham Storage results are the combined turnover and pre-tax profit figures from Lenham Storage (Southern) and Lenham Storage Company as there are no group results for the two limited companies. It does not include figures from its vehicle maintenance business, Lenham Garages.■ Norbert Dentressangle does not publish results for its UK operation as a whole, so the figures have been calculated by combining the turnover and pre-tax profit
from the following Nobert companies registered in the UK: Norbert Dentressangle Transport Services; Norbert Dentressangle UK; Norbert Dentressangle Tankers; and Norbert Dentressangle Logistics. As Norbert’s £196m purchase of TDG was not approved until March 2011, these results do not contain consolidated figures for TDG. For the year ended December 2010, TDG reported a turnover of £678.2m and a profit of £30m.■ Parcelforce Worldwide’s results are no longer analysed separately in the Royal Mail Holdings’ annual report, so Parcelforce (ranked 10th in last year’s Top 100) is not featured in this year’s rankings. Royal Mail has restructured its reportable segments as of this year, so Parcelforce’s results are amalgamated with its letters and international business. For the year ending 31 March 2011, Royal Mail’s UK Letters and Parcels and International division reported a turnover of £6.8bn and an operating loss of £120m. This compared to a turnover of £6.9bn in 2009 and an operating profit of £20m.■ Pass J Holdings is the registered company name for the Online Group, which includes Online Roadways. ■ Richard Preston & Son trades as Prestons of Potto.■ Eddie Stobart has been included this year instead of its parent Stobart Group, as Eddie Stobart is purely the transport and distribution arm of the business. For the year to February 2011, Stobart Rail reported a turnover of £53m; Stobart Ports £13.6m; Stobart Air £6.8m and Stobart Properties £251,000.■ TDG: see Norbert Dentressangle.■ The RH Group: see Kuehne + Nagel.■ TM Logistics: see Bibby Distribution.■ Yusen Logistics is the new name for NKY Logistics. The firm rebranded in April 2011.■ Wincanton’s results are for its UK and Ireland operations and do not include its mainland Europe results. The pre-tax profit listed is its operating profit for UK and Ireland as it does not provide a pre-tax profit for UK and Ireland.■ Wm Armstrong (Longtown) includes results from its garage and maintenance businesses – Armstrong Trucks and Cumbria Truck Centre, as there is no way of analysing these separately.
NoTES To TAblESThe rankings were finalised on Thursday 23 June 2011. The data is compiled from financial accounts filed at Companies House during the six months since the last Top 100 was compiled (December 2010). Tables list the company as the official registered company name at Companies House, which is not always the same as the company’s trading name. We have compiled the tables using the turnover and pre-tax profit figures generated solely or primarily from the UK road transport activities of the businesses concerned, unless otherwise stated below. Where possible, we have tried to avoid including turnover from non-road and non-transport-related business. Figures shown for employees are predominantly for those employed solely or primarily in the UK.
MT■174.7.11