We recently spoke to E-Fulfilment Manager, Michael Jasinski, about the team at Boughey and how the operation has grown over the years.
How did you start the E-Fulfilment service at Boughey?
We launched our e-commerce-based service in April 2018, starting with a single customer, Maxinutrition, who initially occupied a third of one of our warehouses. Over the past six years, we’ve experienced significant growth, expanding to utilise the entire warehouse and now serving 20 permanent customers.
How did you manage to expand over the last six years?
Following our initial success, we strategically offered our services to other brands already working with Boughey. Our growth accelerated significantly during the COVID-19 pandemic, when many businesses found themselves without reliable fulfilment centres. Our dependable service enabled customers to continue selling their products online, which proved crucial during that challenging period.
Tell us about your team…
Our team has evolved significantly since inception. Initially, we had around 35 colleagues working extended hours, from 06:00 to 22:00. Through continuous improvement and efficiency gains, we’ve optimised our operations to the point where we now operate with a lean team of fewer than 20 colleagues during standard business hours. This streamlining has not only improved our productivity but also enhanced our team’s work-life balance.
Have you been nominated for any awards or hit any major milestones?
We’ve received some recognition in the industry. The UK Warehousing Association nominated us for Boughey’s Value Added Services, which was a great acknowledgment of our E-Fulfilment team’s efforts and the other teams involved in our services.
We’ve also recently surpassed our one millionth order, an important milestone that reflects our growth and the dedication of our colleagues.
How do you ensure continuous improvement and future expansion?
We’re constantly focused on improvement and growth. With the recent addition of Zela Clarke as our new Head of Value Added Services, we’ve been enhancing our existing processes. We’re refining our approach to people management, building upon the appraisal system to create clearer pathways for staff development. We’ve also implemented changes to maintain our competitive edge in pricing while ensuring the highest quality of service.
Can you tell us more about the course you’re currently taking and how it relates to your role in E-Fulfilment?
I’m currently completing a BA in Professional Management at Staffordshire University, which is a two-part programme. It’s not just a university course but also an apprenticeship with the Chartered Management Institute (CMI). This means I’m learning theoretical concepts while applying them in my work. The course has been instrumental in developing my management skills and providing a holistic view of strategic organisational practices. I’m just about finished now, awaiting my final results.
How has your team adapted to the changing demands of the e-commerce landscape over the past year?
Our team has always been adaptable, which aligns with two of our core values: being agile and supportive. Working in e-commerce often requires reacting to last-minute demands from customers to ensure next-day deliveries. We frequently switch between tasks throughout the day and support each other through it all. This flexibility has been crucial in meeting the evolving needs of our customers and the e-commerce market.
Could you share an example of a recent innovation or process improvement your team has implemented?
We’ve been concentrating heavily on process improvement lately. One significant change has been partnering with different couriers, which has allowed us to maintain our financial advantage while ensuring solid service levels. This initiative has resulted in substantial cost savings for our current customers. Additionally, we’re investigating various options in terms of machinery to further enhance our operations and efficiency.
What strategies are you employing to maintain team morale and productivity in the current economic climate?
My approach focuses on fostering a positive environment by working alongside my team. I strive to be seen as one of them, rather than someone who just sits in the office and gives orders. This hands-on approach helps build trust and camaraderie, which in turn boosts morale and productivity. We emphasise open communication and mutual support, which has been particularly important during these challenging economic times.
Can you tell us about Boughey’s B Corp certification and how your department has contributed to this achievement?
We’re proud to be B Corp certified, which reflects our commitment to balancing profit with purpose. As a department, we’ve always been focused on improving our environmental impact. We’ve made several significant changes to support the business on this journey. For instance, we’ve replaced non-recyclable plastic tape with a paper alternative for our boxes. We’ve also switched from plastic bubble wrap to recycled paper for void fill in most cases.
These changes have substantially reduced our plastic usage and improved the recyclability of our packaging. We only use plastic in a few specific instances where our customers have explicitly instructed us to do so. Even in these cases, we work closely with our suppliers to ensure we’re using the most environmentally friendly options available.
How do you see the E-Fulfilment service evolving in the next 2-3 years, and what steps are you taking to prepare for this?
The e-commerce sector is currently recalibrating after the COVID-19 pandemic, where online shopping became a necessity. While there’s been a shift back to in-person shopping post-pandemic, statistics and forecasts show steady growth in the e-commerce market. In response, we’re investing in automation to meet future demand and continuously working on improving our processes. This proactive approach will ensure we’re well-positioned to handle increased volumes and maintain our competitive edge in the evolving e-commerce landscape.
