When national organisations rely on cleaning and consumable supplies across hundreds or thousands of sites, performance is not optional; it is operationally critical. Inconsistent service levels, delivery delays and complex ordering systems can quickly disrupt frontline teams and damage internal confidence.
That was the challenge facing one national facilities management provider before partnering with Abco.
What followed was a complete transformation of how cleaning consumables were rationalised, ordered, delivered and supported across more than 1,700 sites nationwide, representing approximately $13 million in annual spend.
The Challenge: Poor Service Levels and Operational Frustration
Prior to transition, the organisation was experiencing ongoing issues with its incumbent cleaning supplies provider. Service levels were inconsistent, pricing lacked value alignment and operational frustration was increasing across multiple states.
With more than 3,500 individual SKUs being managed nationally, the product range had become overly complex. Sites were ordering overlapping products, specifications varied across regions and compliance was difficult to maintain. Delivery reliability was also a concern, with service performance sitting at approximately 70% on a good month.
For a national facilities management operation, this level of inconsistency created significant risk.
The organisation made the decision to go to market and reassess its national cleaning consumables program.
Simplifying 3,500 SKUs into a Streamlined National Range
One of the first priorities was reducing product complexity.
Before the contract even went live, a full spend analysis and product rationalisation exercise was conducted. Working closely with procurement and category teams, the product catalogue was consolidated from more than 3,500 SKUs down to approximately 800 core products.
This consolidation delivered immediate operational benefits. Ordering became simpler and clearer for site managers. Training new team members became easier. Product duplication was removed, and national specifications were standardised.
Instead of managing thousands of variations, the organisation now operated with a structured and aligned cleaning consumables range designed specifically around performance and efficiency.
Building a Fully Integrated Cleaning Supplies Portal in Four Weeks
Technology integration played a key role in the transformation.
Within just four weeks, a customised online ordering portal was developed and implemented with 200 users full integrated. The platform was fully integrated with the client’s back-end systems, providing a seamless experience for both operational teams and head office stakeholders.
The system enabled easy ordering, approval workflows and real-time delivery tracking. Sites could view photographic proof of delivery, while head office gained full visibility of usage patterns and service performance.
For the first time, the cleaning consumables supply chain was transparent. Operational uncertainty was replaced with real-time insight.
Mobilising Over 1,700 Sites Nationwide
The scale of implementation was substantial.
More than 1,700 sites were mobilised within four weeks of go-live. Many of these locations required security clearances, access protocols and strict compliance procedures. Coordinating such a rollout demanded detailed planning, daily communication and structured implementation management.
To further strengthen national coverage, a new Adelaide branch was established within eight weeks of contract award. Warehousing, staffing and logistics infrastructure were implemented to ensure genuine long-term service capability in the region.
This was not simply a contract win, it was an investment in national infrastructure to support sustained performance.
From 70% to 99% DIFOT: Measurable Performance Improvement
The results were immediate and measurable.
In the first month following go-live, service ratings reached 8.5 out of 10. By month two, performance exceeded 9.2 and remained above 9 for the duration of the contract.
Most notably, delivery performance in the first year achieved 99.16% DIFOT (Delivered In Full, On Time). Compared to the previous supplier’s approximately 70% service level, this represented a dramatic improvement in reliability.
Next-day delivery became the standard expectation rather than the exception, something they hadn’t experienced in the last 6 years. Backorders, once common, became rare. When issues did arise, they were typically resolved the same day, reinforcing operational trust across the network.
Rapid National Mobilisation: Including a New State Launch
At the time of contract award, Abco did not have a branch in Adelaide. To properly support the client’s footprint, Abco made a strategic decision to establish a local presence.
Within eight weeks, Abco successfully:
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Built out warehousing capability
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Recruited and trained staff
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Established logistics infrastructure
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Launched a fully operational Adelaide branch
This ensured the client received the same service consistency and next-day delivery performance in South Australia as the rest of the country.
Abco didn’t simply supply products, they invested in infrastructure to support long-term national service delivery.
Beyond Distribution: A True Facilities Supply Partnership
While logistics performance and system integration were critical, the long-term impact came from the partnership approach.
Dedicated national account managers and on-site specialists worked directly with cleaning teams to improve efficiency. Rather than focusing purely on product supply, the emphasis was on operational improvement.
Cleaning workflows were reviewed. Trolley builds were optimised. Practical suggestions were made to reduce wasted movement and increase productivity. The goal was not simply to sell more products, but to help teams work smarter and more efficiently.
This consultative approach strengthened relationships across procurement, operations and site management teams, elevating the supplier from distributor to strategic partner.
A National Cleaning Consumables Program Built for Scale
Over time, the organisation experienced a measurable shift in confidence and control.
The cleaning consumables program became:
By combining SKU rationalisation, technology integration, national infrastructure investment and high DIFOT performance, the supply chain began operating the way a national facilities management organisation requires, predictable, scalable and service-driven.
Lessons for Facilities Management and Procurement Leaders
This case highlights an important truth in national cleaning supplies and facilities management procurement: price alone does not determine value.
True performance comes from simplifying complexity, integrating systems properly, mobilising infrastructure quickly and maintaining consistently high service levels across every site.
For organisations reviewing their current national cleaning consumables supplier, the question is not simply who can provide the product.
It is who can deliver measurable service performance, national capability and a partnership model that supports operational excellence long term.
That is where real value is created.