May 17, 2020

Hilary Devey : The Queen of UK distribution

Hilary Devey
Pall-Ex
palletized freight
Logistics
Freddie Pierce
5 min
Hilary now stars in the popular BBC TV show Dragon's Den
Follow @Ella_Copeland Award winning entrepreneur and founder of leading UK distribution network Pall-Ex, Hilary Devey is, in her own words “livin...

Award winning entrepreneur and founder of leading UK distribution network Pall-Ex, Hilary Devey is, in her own words “living proof that if you set your mind to do something, anyone can achieve amazing results”. A role model for female entrepreneurs around the world, she spotted a gap in the European distribution market for delivering small palletised freight consignments in 1996, and founded the Pall-Ex Group, which is ranked amongst the UK’s leading logistics providers. Facing incredible odds which led to her selling her house and car to start her business, Hilary has driven her company to a market leading position and is in the process of expanding into Europe. Now giving advice and support to prospective entrepreneurs on the BBC TV show Dragon’s Den, Hilary spoke to Supply Chain Digital about Pall-Ex, the challenges of being an entrepreneur, and the ‘gut instinct’ needed to begin your own business.

 

 1. How did you come about with the idea for Pall-Ex and what made you so convinced it would be successful?

Having already worked in the logistics industry, I’d spotted areas that didn’t seem to run as efficiently as they could. I knew that I had a very simple idea that could change things dramatically. I wanted to set up a central hub with a haulier membership, to quickly and cost-effectively deliver small consignments of palletised freight.

I was confident that it would increase operational efficiencies and cut costs for both the haulier and the end customer. Unfortunately, not everyone shared my vision and it’s well documented that I ended up selling my house and car to finance it.

Pall-Ex had humble beginnings to say the least, with a base in an old RAF hangar without running water or electricity. This gave me a new goal, to get membership to such a level that we could move into new premises, which was achieved in 2003.

Ever since then, I’ve always had a goal to motivate both myself and my team, with the current ones being European expansion and growth in new sectors in the domestic market too.

And that’s probably part of the reason that it’s been such a success – that I’ve always been looking ahead, seeking out the next opportunity and setting the next goal.

2. What makes Pall-Ex different from other distributors worldwide?

Aside from our proven track record, Pall-Ex offers a range of services that are specifically tailored to certain sectors, like our Retail Plus service which is tailored to retailers’ needs rather than those of distributors, and our bespoke service for ASDA.

We also find young new talent to supervise our European networks through our Graduate Trainee Scheme. They’re often foreign nationals from the country in question, which gives us a fantastic advantage.

We’re different in our approach to the running of our European networks. Whereas other companies take their own teams over to manage networks abroad, we team up with a National Partner to run the network in that country. So it’s more of a franchise-style model, which means lower costs and increased flexibility.

3. Pall-Ex is currently growing into Europe - how far do you hope to expand?

We want to become the first pan-European palletized freight network, providing a consistent service right across the continent. To do this we’re planning to have launched networks in 15 European countries by 2015. We’ve already launched in Italy, Romania and the Iberian Peninsula, and we’re due to launch in France and Poland soon. 

4. As a self-made entrepreneur, did you undergo much training to get to the role you are in now?

Before I started Pall-Ex I had already worked for other logistics companies. Most of my training per se is based on my experience in the industry. I think that the best skills you can have in business are tenacity, willpower and the refusal to give up.

5. Do you have any plans to expand the services that Pall-Ex offer or invest in similar logistics companies?

My team and I are always looking for ways to drive the group forward – you can never afford stand still in this business. Pall-Ex will certainly follow opportunities that arise.

6. Do you have a particular decision making process when it comes to making business choices?

It comes down to a gut instinct. There’s no recipe for building a successful business. You have to judge each situation individually and go with what your senses tell you, because what might work for one set of circumstances has no guarantee of working for another. You need that internal compass.

7.What is the primary piece of advice you would give to anyone running a freight network?

I think the best advice is to be fast and efficient. Tailor your services to your clients, whether it be for pallets or other freight, so that you can develop a range of offerings. Above all, make the process as smooth and consistent as you can.

8. Having started one business, would you do it all over again given the chance?

Of course I would. When you’ve gone through all of the challenges and struggle of growing a business and then come out on top, you do realise that the thrill is in the chase and the immense feeling of pride that it gives both you and your team. That’s partly why Pall-Ex continues to grow and expand across Europe.

9. What do you look for as an investor on Dragon's Den?

I look for innovation, but most importantly, determination. A great business idea needs to either fulfil an existing need, or alternatively prove compelling enough to create a need on the part of the customer. However, what is crucial is the desire on the part of the would-be entrepreneur to put their heart and soul into the project. 

10. Does the person matter more than the business model when it comes to investing in a business?

No, it is a combination of the two. But a great business idea with a person with a 9-to-5 mentality is effectively dead in the water.

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Jul 22, 2021

Uber Freight to Acquire Transplace in $2.2bn Deal

UberFreight
Logistics
supplychain
Acquisition
2 min
Uber Freight’s acquisition of Transplace will supercharge parent Uber’s move into logistics and supply chain

Uber Freight is to acquire logistics technology and solutions provider Transplace in a deal worth $2.25bn. 

The company will pay up to $750m in common stock and the remainder in cash to TPG Capital, Transplace’s private equity owner, pending regulatory approval and closing conditions. 

“This is a significant step forward, not just for Uber Freight but for the entire logistics ecosystem,” said Lior Ron, Head of Uber Freight, and former founder of the Uber-owned trucking start-up Otto.

Uber’s Big Play for Supply Chain


Transplace is one of the world's largest managed transportation and logistics networks, with 62,000 unique users on its platform and $11bn in freight under management. It offers truck brokerage and other capacity solutions, end-to-end visibility on cross border shipments, and a suite of digital solutions and consultancy services. 

The purchase is the latest move by parent company Uber, which launched as a San Francisco cab-hailing app in 2011, to diversify its offering and create new revenue streams in all transport segments.

Transplace said the takeover comes amid a period of “accelerated transformation in logistics”, where globalisation, shipping and transport disruption, and widespread volatility are colliding. 

Uber Freight plans to integrate the Transplace network into its own platform, which connects shippers and carriers in a dashboard that mirroring the intuitive experience found in its consumer vehicle booking and food ordering services. 

“This is an opportunity to bring together complementary best-in-class technology solutions and operational excellence from two premier companies to create an industry-first shipper-to-carrier platform that will transform shippers’ entire supply chains, delivering operational resilience and reducing costs at a time when it matters most,” said Ron. 

Frank McGuigan, CEO of Transplace, said the resulting merger will offer enhanced efficiency and transparency for shippers, and benefits of scale for carriers. “All in all, we expect to significantly reduce shipper and carrier empty miles to the benefit of highway and road infrastructures and the environment,” he added. 
 

History of Uber Freight


Uber Freight was established in 2017 and separated into its own business unit the following year. In 2019 the company had expanded across the entire continental US, established a headquarters in Chicago. Later that year it launched its first international division in Europe, initially from a regional foothold in the Nertherlands, and later moving into Germany. 



The logistics spinoff attracted a $500m investment from New York-based Greenbriar Equity Group in October 2020, and launched a new shipping platform for companies of all sizes in May, partly in response to a driver shortage in Canada.
 

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