Front cover image: Emcor UK Renault Zoe branded as part of a large rebrand project undertaken by Mediafleet.
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Contents 04 06 12 18 30
Introduction from Barnaby Barney welcomes you to this edition of Inside Track Magazine. Emcor UK appoint Mediafleet for the National Fleet Rebrand Winning a formal tender in any competitive commercial environment is a great achievement, but it could be argued that when the potential client is a principal ‘corporate facilities management’ organisation, the sense of achievement is even greater. Medequip Appoint Mediafleet to Provision ‘Location Dependant Graphics’ The word on the street is that Mediafleet is providing increasingly ambitious vehicle branding solutions – and that is what ‘forward thinking’ organisations desire. They’ve Got the Power...M Power! Returning for our third instalment, we dig deep into the archives and comment on the most iconic liveries over the decades. Supply Chain Integration Mediafleet takes a look at successful Supply Chain Integration and the role played by the end user organisation.
Introduction from Barnaby I know it’s an overused saying but “where does time go?” When compiling the content for this month’s magazine I decided that a news story about the work we’ve been doing with EMCOR maybe interesting for you, the reader. I looked back at my notes to find we won that particular contract via a formal tender back in December of 2020! Over the last year we have been busy working with Emcor to deliver the re-branded vehicles via a complex build program, but nevertheless, it was over a year ago…it seems like yesterday. Looking back, 2021 was a very good year for Mediafleet. It was our best performing year, and we achieved the status of being the ‘number one’ LCV graphics provider in the UK. We branded more LCV’s than anyone else and that is something the team and I are very proud of. What does 2022 hold for Mediafleet? One factor that really stands out for me is how the creative design function at Mediafleet is becoming more and more important to our customers. Over the last year, there has been a marked increase in demand for input on design and I think that is a reflection of the fact that organisations are requiring more dynamic branding that aligns more accurately with company marketing communications and branding. Customers are asking questions about how specific messaging can be delivered as opposed to just placing a logo and a strap line on a vehicle. In 2021, we recruited a new designer to help with this increased demand and I am forecasting that more talented people will be needed in the ‘not too distant future’. As you are aware, Mediafleet only utilises our own vinyl applicators for our branding work for the vast majority of the time, and as the business grows, we need more talented applicators. 2021 saw the team grow to eighteen people but in 2022 we will be recruiting even more people. We will also be taking on apprentices so if you can help then let me know. In 2021, the volume of vehicles being delivered to Mediafleet directly from the port 4
and then held at Mediafleet before despatch to either another converter or direct to the customer, increased dramatically. I am predicting that demand for this logistical hub will continue to grow in 2022. That, combined with a growing requirement for more workshops might mean we will be considering a move to an even larger, purpose built complex for Mediafleet. But my major focus, and that of the team in 2022, is how we can deliver even more value to you the customer. We have an internal improvement plan which, from a customer perspective, focuses on ‘Continuous Improvement of Customer Satisfaction’, ‘Continuous Improvement of Customer Loyalty’, and ‘Continuous Customer Exposure to new Products/Services’. To achieve these goals, in 2022 we will be improving still further - our design capabilities, increasing the level of training for both seasoned employees and new apprentices, and increase the time spent with customers and potential customers so they can take full advantage of our experience and expertise. In short… The vehicle graphics market is changing… it is evolving, and it is being driven by you, the customer. And at Mediafleet we are loving this new approach. It’s giving us the opportunity to ‘spread our wings’ and show you what we are made of. Livery is dead and vehicle brand management is the new black…or any colour you want!
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Emcor UK appoint their National Flee
Winning a formal tender in any competitive commercial environment potential client is a principal ‘corporate facilities management’ organi 6
Mediafleet for et Rebrand
t is a great achievement, but it could be argued that when the isation, the sense of achievement is even greater. 7
How do you incorporate a direct brand message? EMCOR
UK
is
authority
the
in
sustainable
country’s
leading
high-performance,
integrated
facilities
and
workplace management, employing over 4,500 people. This success is based on a detailed knowledge and understanding of business environments and processes. So, when EMCOR UK go to market to secure a vehicle graphics solutions provider for their forthcoming fleet rebrand, they know what to look for in a supply chain partner.
High end project delivery – the differentiator Barnaby Smith, Managing Director of Mediafleet, recognised that the tender had a ‘project management’ focus rather than just a selection process for a costeffective sign writing company – and this played to Mediafleet’s strengths. Barnaby said, “Mediafleet has developed a well-earned reputation for successfully delivering complex build programmes for large organisations with a UK wide footprint – and this is certainly the case with EMCOR UK. The tender process gave us the platform to describe the Mediafleet approach
and
to
demonstrate
our
capability in planning, creative design, manufacturing, and delivery.” 8
project
management
9
The customer: at the epicentre of everything we do. 10
After winning the tender, Mediafleet worked closely with the EMCOR UK design agency and marketing department to finalise the new fleet graphics as this is all part of a companywide rebrand, so brand consistency is crucial. Mediafleet then provided a prototype vehicle adorned with the new branding making the decision a risk-free process for EMCOR UK. At the same time, Mediafleet’s project delivery team liaised closely with EMCOR UK to create the project plan. The first tranche of the rebrand accommodated 575 vehicles spread throughout the UK, so this required the creation of strategically located hubs with ‘pop-up’ fitting facilities for the Mediafleet inhouse fitting team to rebrand the in fleeted vehicles. Carole Avenell, Head of Project Delivery at Mediafleet said, “Working with the various departments and department heads, the project plan was agreed. We then entered a busy production phase followed by the application of the graphics at the various depot locations across the UK. Throughout the application phase, Mediafleet sought suitable fitting premises across the UK to ensure the fitting process was not compromised.” Barnaby commented, “The EMCOR UK project was a really good demonstration of what is required in a ‘full scope of service’ vehicle brand management organisation, namely innovation and attention to detail. We are immensely pleased and proud of the fact that EMCOR UK recognised this skill set and awarded Mediafleet their prestigious ‘Supplier of the Year Award 2021’. I am incredibly proud of the Mediafleet
team and extremely pleased to be a valued supplier to EMCOR UK. I look forward to the
next challenge from EMCOR UK – I wonder what they will have in mind! Anne-Marie Wedd Head of Supply Chain, Operations FM, EMCOR UK 11
Medequip appoint Me ‘Location Dependant G
The word on the street is that Mediafleet is providing increasingly am solutions – and that is what ‘forward thinking’ organisations desire. 12
ediafleet to provide Graphics’
mbitious vehicle branding
13
Mediafleet
is
reputation
for
rapidly
garnering
successfully
a
delivering
vehicle graphics projects that for other providers may be in the ‘too difficult to do’ category. In previous news articles, the spotlight has been on Mediafleet’s commercial
specialisms
such
as
high-level supply integration, logistics capabilities, complex and disparate build programmes to name but a few. Is it a coincidence then that Mediafleet is being asked to deliver more ambitious projects more frequently? Working with Alphabet Leasing and Modul System, Mediafleet is an integral part of the continuing Medequip fleet rebranding programme. Medequip has a proud tradition of providing
Community
Equipment
to
assist people often at difficult times in their lives, in circumstances when their health is declining. This includes the
processes
of
procurement,
storage, delivery, installation, technical demonstration, repair and maintenance, collection,
cleaning,
and
recycling
homecare medical equipment. They have unparalleled experience in working with multi-disciplinary teams from the nursing and therapy professions, including the Health Service, Social Services, charities, and
other
manages
organisations. over
40
CES
Medequip contracts,
operating out of 26 specially adapted depots across the country, covering a population of more than 18 million people. 14
15
Medequip’s large vehicle fleet of Renault Masters is undergoing a continuing brand refresh – but a
partner messaging. Each Medequip depot has its own unique artwork instruction to support this, the
installations to ensure vehicles arrive at each branch carrying the correct livery.
The process begins with Chris Woolley of Medequip defining the artwork for each location with the c
works with Alphabet, Modul and Mediafleet so the ‘what, who, when and where’ project manageme
Barnaby Smith managing director of Mediafleet said, “It’s all a question of communication and coo
of these ‘managed solutions,’ but there is no doubt that customers, like Medequip, are increasingl need for more complex vehicle graphics, and this is where Mediafleet excel. Our in-house ‘scope of
management focus, in-house resources such as creative design, high level supply chain integratio
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alongside the core Medequip identity, each vehicle also carries both regional and contract specific
ereby complicating the supply chain mechanisms, and Mediafleet has to carefully project manage
creative artwork department at Mediafleet. Once agreed, Peter Gaunt in Medequip operations then
ent questions can be answered, and the converted vehicle delivered correctly to the right location.”
ordination. Over the years, Alphabet, Modul and Mediafleet have delivered a considerable number
ly recognising the importance of maximising the vehicle branding opportunity. There is a growing
service’ covers all disciplines necessary for a successfully managed roll-out – account and project
on”.
The Medequip rebranding process continues.
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They’ve Got the Pow M Power!
18
wer...
‘M Division’ sounds like something straight out of a James Bond novel But ‘BMW M GmbH’ (to give it the correct title) is the famous tuning arm of BMW. For those of you that have been following this series of blogs on iconic motorsport branding, you will no doubt agree that the brands we have looked at so far like the ‘Gulf’ branding and that of the ‘John Player Special’, are truly famous and can be instantly recalled. It’s big and bold and uses techniques such as equi-luminance. The thing I really like about BMW’s M branding is how the brand is so simple but instantly recognisable – and more than that it instantly conjures up an exciting feeling of speed, power and quality. The other aspect of the branding that is really clever, is how it can be minimised but lose none of its impact, class, and sophistication. 19
The History of ‘M’
The job of BMW M Division is a si
It was created in the 70’s to al manufacturer begin a motorsp modifying vehicles for the world
But BMW needn’t have worried ( being based on the absolute tru
They took the BMW road car ver 20
imple one in theory – it is to make any BMW made car go faster than it was originally intended.
llow BMW to compete in motorsport. It needed to be successful, you can’t have a premier car port program and fail; that wouldn’t do much for the brand! So, a handful of engineers set about d stage.
(actually, they probably didn’t worry…was it Tolstoy who said something about German confidence uth – science?!), the first car developed by BMW M was the 3.0CSL.
rsion… 21
And created the M Sport version… Now I know some of you aficionados will say that this car was never formerly known as an M car, but it was the M Division that modified the standard 3.0CS. They enlarged the bore and stroke. They used thinner steel, perspex instead of glass and stripped out all but the essentials, in fact, the ‘L’ in CSL stands for ‘leicht’ or ‘light’.
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BMW 3.0 CSL
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The M Division went on to create road cars as well as racing machines. The first road car was the BMW M1.
BMW M1 24
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Dynamic Cars and Dynamic Branding The three stripes…that’s what we look for
from those who were there. According to
when we see a BMW that looks sporty. The
his interpretation of the colour combination,
brand was designed to professionally unify
the blue stands for BMW, the red was likely
BMW’s sporting activities under one single
inspired by Texaco and the violet/purple was
identity. They achieved it. You don’t need to
chosen as a blend of the two. When asked
see any text to know that the blue, purple
about the story behind Texaco, he says: “It is
and red means M Sport and that is enough
very likely that the red in the BMW Motorsport
to get your pulse racing. As with all great
colour scheme represented Texaco, despite
successful, long-standing brands there
the fact that sponsoring negotiations with
are lots of rumours about who developed
the company broke down at the end of 1972
it and why. The same is true here. Marc
and the deal never came to be.” It was now
Thiesbürger, car and racing historian for
time to get the colour scheme on the car…
BMW Group Classic, can draw on various archive sources and recorded recollections
BMW M635 CSI E24
BMW M3 E36
BMW M3 E30
26
BMW M
BMW Z3 M Coupe E36/8
M5 E60
BMW M6 F13
BMW M3 E92
BMW M4 Competition G82
BMW M5 F90
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For the road versions of the M Division cars, more subtle branding was needed, so the M Sport badge was created. Clearly, M Sport cars have tell-tale characteristics that give the game away that the car maybe an M Sport car such as wider wheels, flared arches etc, but is always the glance at the grille or the boot that gives you affirmation. That little emblem tells you all you need to know about how this car will perform. It doesn’t need the three stripes all over the car as with the motorsport branding, just a small badge with three coloured stripes.
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Supply Chain Integration
Mediafleet takes a look at successful Supply Chain Integration and the
30
e role played by the end user organisation.
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Mediafleet’s success can be attributed in simple terms to two things: 1. Successful delivery of its core activities – the all-encompassing scope of service against the class of service parameters. 2. The successful integration within the UK’s automotive supply chain. It is the second aspect that I wish to comment on in this article. Time Was… Back in the early part of 2021, I wrote a couple of articles reporting on the importance of developing strong ‘horizontal’ networks and efficient working supply chains. Andy Gear of Modul Systems helped me with the first article on successful Supplier Integration and later, I spoke about our successful integration and the relationship with our friends at CoolKit. As we embark on 2022, I thought it might be interesting to take a look at how supplier integration in the automotive LCV supply and conversion market is evolving, and the pressures this puts on end users in appointing potential suppliers. Firstly though, here’s just a quick recap on what supply integration is really about. Time was when suppliers of goods strived to keep everything in house believing that investment in machinery and semi-skilled labour all within one ‘building’ would generate competitive advantage largely through economies of scale. The 80’s and 90’s witnessed a revolution where organisations realised that developing the unique in-house specialisms needed to remain competitive was unrealistic. Organisations turned to third party relationships. However, this introduced new problems. Yes, the intelligence was there but difficulties in supply integration led to issues such as production delays and final product quality issues. As an example, the aircraft manufacturer Boeing recognised the need for external supply integration in the late 70’s/early 80’s. They turned to outsourced supply which, in the 1990’s, led to the introduction of its new Dreamliner aircraft being delayed by three years – the cause being poor supply integration. Boeing did not correct these issues until they realised that it wasn’t enough to solve a set of problems by outsourcing without considering the ‘total solution’. In short, Boeing needed to change its view of itself. Boeing was no longer a manufacturer of aircraft – it became the dominant player in supply integration by becoming an ‘integrator’ or ‘facilitator’.
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Do UK automotive suppliers see themselves as ‘chameleons’, and do corporate buyers see themselves as ‘integrators’? Within the UK’s automotive supply chain, procurement and fleet managers of large organisations have to deal with enforced supply chains. The nature of the LCV supply model means that end user management and procurement teams rely largely on supply integration models which are out of their control. It is fair to say that there is an expectancy that the integration exists regardless of the players within the supply chain and in the automotive market it largely does exist amongst the major players. Of course, in all supply chains there is the dominant player and organisations are right to engage with the dominant player to determine the goals and objectives that need to be met for the successful supply of goods. End users can, of course, independently perform due diligence across all the players in the supply chain (or focus on what particular area or function), often through a tender process, but this only really looks at the internal capabilities of that particular organisation. For example, an end user organisation looking for an LCV equipped with cooling equipment, racking, specialist lighting, and bespoke vehicle branding may ‘go to tender’ to select the individual suppliers, but how much attention is given to a supplier organisation’s ability to integrate across the supply chain? The answer is usually ‘not much’. Case study and testimonials may indicate that the supplier has successfully integrated in the past, but the actual systems in place to facilitate this integration is largely misunderstood. The norm is for the end user to rely upon one organisation in the supply chain to be the dominant player. Responsibility is then given to this organisation to meet the set goals. But what happens if a particular supplier within the organisations supply chain has an issue - perhaps a quality problem? Does the end user organisation step in and try to remedy the situation, or should the dominant organisation be allowed the opportunity to remedy the situation? If the supplier is removed from the chain, the remaining suppliers now have to set up and integrate with a new supplier. Is this good practice? Or is it better to resolve the quality issue with the existing supplier leaving the proven current supply chain integration intact. Clearly the latter. This is easily done against agreed SLA’s.
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Evolving markets force more complicated supply chains The fact is that the automotive market is becoming increasingly more complicated with supply chains needing to grow to maintain supply. This is mainly due to emerging technologies and legislation. In an increasingly specialised and fragmented business environment, managers need to take a holistic view of the supply chain and to focus on strategic relationship development that delivers on the demands of the business. This is where the end user organisations need to regard themselves as integrators alongside the chosen dominant player. In terms of the supply chain partners, they need to fulfil their individual roles across multiple supply chains by adopting a ‘chameleon’ approach; adapting processes and systems to create a smooth fit in the supply to the eventual customer - adapting and introducing process and procedure to create a fit in the complex jigsaw that is supply integration. An end-user guide to understanding supply chain integration We now understand that supply chain creation and management emerged due to the recognition that in markets demanding increased competitive advantage, successful integration across the supply chain is crucial in developing value creation. But do end users really understand the concept of supply chain integration? There is a wide range wide range of terms bandied about such as productive working, collaborative working, communication exchange, working together, etc. This lack of understanding leads to a misunderstanding of what supply chain management actually is, and what end user organisations should be looking for to realise their ambitions. In my opinion, effective supply chain integration has three essential elements: supply chain collaboration, process creation and management, and effective communication. Over the next three newsletters I am going to comment on these three disciplines.
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Supply Chain Collaboration Competitive advantage through value creation is at the driver for effective collaboration. In other words, it is the process of working with strategic partners to deliver specific business opportunities that collectively increase competitive advantage for the customer. Collaboration requires all supply chain organisations to work together to define the roles each will play in delivering the customer’s specific objectives. Because collaboration can be a difficult and, in some cases, a contentious process, meaningful relationships based on trust and respect amongst the individual suppliers involved is critical. Strong relationships enable constructive debate on defining and refining supply chain processes and goals. Once work on an initiative has begun, supply chain partners must continue to assess goals and objectives to ensure mutual alignment is maintained. Supply chain partners must also consider the unique difficulties faced by different members of the supply chain and perhaps be willing to be supportive in communicating the potential problem areas. Ultimately, the overriding aim of the collaboration process is to maintain focus on the specific goals set by the customer that justify the supply chain partners’ engagement. End user due diligence should focus on collaboration feedback and case studies from the dominant and chosen supply partner. Dominant partners will not jeopardise supply chain objectives through attempted integration with partners not capable of adapting to a complex supply chain environment. Next time: Supply Chain Process Creation & Management
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Company Information Mediafleet is one of the country’s leading fleet graphics and branding specialists.
With an expanding central printing and manufacturing facility at Witney, Oxford, and a graphics application team with perhaps an
unrivalled level of experience in the industry, the company has developed an advanced
range of vehicle branding products and services to cater for all large national fleet networks, whatever their requirements. Building
graphics grown
on
its
Mediafleet’s
expertise,
the
vehicle-related
core
vehicle
company
business
has
by
learning to understand the complexities and requirements of every unique fleet.
By listening to prospective clients’ needs, Mediafleet provides a bespoke approach to each new customer. The company’s
adherence to that basic principle has enabled it to develop successful vehicle branding campaigns for nearly 20 years.
For further details, please contact Barnaby
Smith or James Parry at Mediafleet on 01993 772525.
Keep in touch
www.mediafleet.co.uk
info@mediafleet.co.uk
T: +44 (0)1993 772525 41