FMJ.CO.UK GREGGS CASE STUDY
SEPTEMBER 2019 25
shop fittings. Our shop maintenance team
performs a key role in the overall customer
experience and smooth running of our
shops.
We have a team of 52 in-house engineers
as well as subcontractors that maintain
1,800 company-managed shops and
catering equipment nationwide. Despite
growing our company-managed estate, we
haven’t needed to increase the number of
engineers required to maintain them. We’ve
used our existing resources more e ectively
by investing in the best technology and
continually optimising our processes.
SKILLS AND TECH
All our engineers are multiskilled. This
is important because the service and
maintenance requirements of our shops
are so varied. Engineers are able to carry
out work ranging from equipment repairs
to changing light fittings and general
maintenance.
Our service management platform
simplifies the management of
complex processes in our
fast-paced business.
It was essential for
us to have realtime
visibility
and control
of our shop
maintenance
operation for
planned and
preventative
maintenance
- including
engineer activity,
every asset at every
shop, asset history, and
the status of jobs – at any
point in time.
The scale and growth ambitions of Greggs
and our desire to continuously improve
e iciency and customer experience meant
we also required a futureproof system
able to take on more processes
over time. We chose Aeromark’s
real-time service management
platform because, as well
as its comprehensive
core function set, it is
exceptionally configurable
both to our current and
future needs. The platform
can be customised to
suit the way we want to
operate, rather than limit our
performance or processes to
fit the constraints of a vendor’s
system.
Our shop maintenance
operations team now has a
single centralised platform for
asset management, dynamic real-time
scheduling of planned maintenance and
reactive work, integrated mobile workflows,
vehicle tracking and seamless integration
with subcontractors.
This has increased
the e iciency of our
shop maintenance
service supply
chain,
reduced our
subcontractor
costs and
enabled us
to use our
in-house
multiskilled
engineers more
e ectively. As a
result, we have driven
up productivity by 146
per cent, and the number of
service or repair jobs each of our inhouse
engineers can complete in a day has
increased from three to more than seven,
on average. That’s a huge gain in e iciency.
We’ve also made it simpler and more
e icient for shop sta to report issues and
request engineer callouts. We wanted to
empower our shops to take ownership of
their requirements and enable them to track
the progress of their job requests through
to completion. Previously, shops had to
ring a busy central contact centre which
handles thousands of calls each week. Even
relatively minor maintenance, such as a
broken door handle, is important to report
in order to maintain good-looking shops
and an exceptional customer experience.
Today, all 1,800 company-managed
shops have access to a self-service portal
to log a maintenance call in a few clicks.
Every asset, in every shop, nationwide, is
labelled and scanned into the system for
identification, with a dropdown selector for
problem codes. Providing our shops with a
system that has delivered on convenience
and ease of use has resulted in an increase
in the number of jobs logged by sta for
proactive maintenance, but at the same
time, it has also made our planning team
and engineers more e icient.
Multi-intervention scheduling is a feature
that provides us with full visibility of all calls
open at every shop. Now, when we receive
a reactive service request and schedule the
work, the system selects the most e icient
route, along with other jobs that have been
logged at the shop, so that engineers can
complete them all in one visit. It cuts out
multiple engineer callouts to the same site
and travel time backwards and forwards
between sites.
This means our engineers’ time is
optimised, fuel consumption and CO
emissions are reduced, and planning and
scheduling is simpler – making us a more
e icient team. We also automate the
We have increased the
number of service and
maintenance jobs each engineer
completes from three to more
than seven per day, on average.
That’s a huge gain in
effi ciency.”