I've read it, I've read it, I've read it, and I think you know we're gonna have to on this one, we have to push it back to the field team.
I'm afraid the people that are out there, because when had a look on Monday, we had five hundred and forty more vans than we needed, so so whether they're all in the right place I have no idea.
Well, clearly, they're not all in the right place, right, because the team doesn't say stuff if it's not right so let's get that fixed, you know, and the other thing is well, which I've stumbled across in one of our officers, is that you know, we put some dedicated parcel delivery routes in and the number of routes we put in and the vans they had they were less vans than routes, and I just, you know. I don't think that's going to work, is it, so so I think we'll put that one back to the operational team, clearly, the team need the tools of the job, you know how I feel about that, I have a very strong figure, that's why we did PDA's, all the other things that we're doing right, but what I saw on Monday is that we're enough vans, whether in the right place, probably not, but I'll let the field team sort that one out.
And team out there, you know, particularly delivery office managers, you know, DILO is in place, you have the decision, right, you know, I think it's well within your rights to be stamping your feet if you need some things, of course. we've got to do quality, we've got to do productivity and all the rest of the things I don't know how you can implement twelve dedicated, you know, delivery routes, if you don't have twelve vans, I don't see how that works.
