Kier

The situation

Kier Group, an integrated property, residential, construction and services business, experienced rapid growth that outpaced its ability to supply staff with technology. The organisation operates multiple sites across the UK. When employees joined projects or transferred between locations, the process of ordering new technology, arranging delivery and configuring equipment was slow and cumbersome. Staff waited weeks before they had the devices they needed to do their jobs.

As the business expanded, the volume of equipment requests grew exponentially, but the internal capacity to manage procurement and setup did not scale proportionally.

What SCC did

Kier engaged SCC to act as an external resource for equipment supply and installation. Rather than directing all requests through Kier’s internal IT function, SCC became the primary supplier. SCC handled procurement of equipment from approved vendors, arranged logistics, and deployed technology to sites across the UK.

The model introduced an unprecedented level of throughput. SCC established a supply chain rhythm that could handle over 100 devices every week without losing track of individual requirements.

What changed

The turnaround time from equipment request to delivery and setup compressed from weeks to five business days. Staff joining new projects could be productively engaged from day one rather than waiting for technology to arrive. Temporary staff on short-term assignments could be equipped quickly without clogging the permanent procurement process.

What the client learned

Kier recognised that outsourcing equipment logistics was not a distraction from core business but a way to free their own capacity for higher-value work. By treating equipment supply as a specialist function and handing it to a partner with the scale to manage it properly, the organisation removed a bottleneck that had been quietly limiting productivity across every project site.