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Business Automation

3.5 Days to 18 Hours: What Order Automation Actually Delivered

Order-to-delivery automation for a Manchester wholesaler: 3.5 days cut to 18 hours, errors down 93%, £42,000 a year saved and payback in 4.5 months.

Updated 2 min readBy SpiderHunts Technologies

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Quick answer — TL;DR

£12,500, ten weeks, Manchester. Order-to-delivery went from 3.5 days to 18 hours, order errors fell 93%, £42,000 a year saved, payback in 4.5 months. The work that made the difference was intake, not the warehouse.

The situation

A B2B wholesale distributor taking orders by email, phone, web, EDI and WhatsApp. Four roles' worth of manual order processing. Stock checked against a spreadsheet that was accurate yesterday. Around forty “where is my order” calls a day.

Order-to-delivery averaged 3.5 days against a 24-hour industry benchmark, and £2,000–£3,000 a week was going out in returns and credit notes traceable to manual handling.

Where the time actually went

Following one order with a stopwatch found roughly eight working hours of waiting across three handoffs, none of which involved touching a product. The warehouse did its part in nine minutes.

An order arrived at 4pm, was read the next morning, checked against a spreadsheet, queried by phone about a substitution, typed into the order system at midday, and made the following day's dispatch.

What we built

  1. Intake from email, web, EDI and WhatsApp into one normalised order record
  2. Extraction for free-text and PDF orders, with customer shorthand learned per account
  3. Real-time stock checking, so substitutions are raised at ordering rather than the next morning
  4. Smart dispatch routing by postcode and product class
  5. Invoicing from the same record, so it cannot disagree with the delivery note
  6. Automatic customer tracking notifications

The results

MeasureBeforeAfter
Order to delivery3.5 days18 hours
Order errors8%0.6%
Manual data entry8 hrs/day25 min/day
“Where is my order” calls40/day3/day
Annual saving—£42,000
Payback—4.5 months

What made it work

Two things. First, the error line was bigger than the labour line — staff time was worth about £30,000 a year, returns and credits caused by manual entry considerably more. The business case rested on the second number.

Second, parallel running for three weeks before cutover. It found the customers with two delivery addresses, the product codes that changed in 2019, and the supplier who invoices in a different unit. All of those would otherwise have been found by a customer.

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Did anyone lose their job?

No. The roles changed shape and the next two planned hires did not happen. That was the client's decision, made explicitly at scoping.

How long did it take?

Ten weeks from signed scope, including three weeks of parallel running before cutover.

Did you replace their ERP?

No. Everything was built around the existing order system. Replacing it at the same time would have been two hard projects blaming each other.

Would it work at lower volume?

The error-cost half of the case scales down with volume. Below a few hundred orders a month the arithmetic gets harder, and we would tell you.

Keep reading

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