Managing multiple yards in the building supply business comes with its own set of challenges—especially when it comes to workforce scheduling. From balancing labor needs across sites to minimizing downtime and avoiding scheduling conflicts, multi-yard operations require a level of coordination that goes beyond basic shift planning.
This case study looks at how one regional supplier successfully overhauled its scheduling and shift planning process across several yards, resulting in improved workforce efficiency, reduced overtime costs, and better alignment with operational demand.
Background
Company Profile:
A mid-sized building materials supplier operating four distribution yards across two counties. The company services both contractor and retail clients, with variable demand based on project timelines and seasonality.
The Challenge:
Inconsistent staffing levels across yards, leading to inefficiencies
Frequent shift overlaps or understaffing during peak delivery times
Manual scheduling methods (spreadsheets, phone calls) consuming time
Limited visibility into employee availability across locations
The company needed a more scalable and efficient scheduling solution that could adapt to the pace and complexity of multi-yard operations.
The Solution: A Centralized Scheduling Strategy
Step 1: Workforce Analysis and Yard Demand Mapping
The company first analyzed yard activity patterns—delivery volumes, customer foot traffic, and loading/unloading frequencies—to determine optimal staffing levels by yard and time of day. This formed the foundation for demand-driven scheduling.
Step 2: Central Scheduling Hub
They established a central scheduling coordinator role responsible for managing shifts across all locations. This ensured a single point of control and accountability, reducing overlap and communication breakdowns.
Step 3: Shift Planning Software Implementation
The company adopted a cloud-based scheduling platform that allowed:
Real-time visibility of shifts across all yards
Employee self-service for shift preferences and time-off requests
Automated alerts for gaps, overtime thresholds, and conflicts
Step 4: Cross-Yard Flex Staffing Pool
A rotating group of trained employees was identified to serve as a flexible labor pool. These individuals were scheduled to float between yards based on daily needs, filling in for absences or volume surges.
Step 5: Weekly Forecasting and Collaborative Planning
Yard supervisors met weekly to review demand forecasts and staffing needs. The central scheduler used this input to finalize the upcoming week’s plan, ensuring each yard had the right coverage.
Results
Within three months of implementing the new scheduling system, the company saw:
22% reduction in unplanned overtime across all locations
Faster labor reallocation between yards during peak periods
Improved on-time delivery metrics, especially during high-demand windows
Increased employee satisfaction due to more predictable and transparent scheduling
Fewer last-minute call-ins and shift swaps
Yard managers also reported a smoother daily workflow and fewer staffing-related disruptions.
Key Lessons Learned
Centralization improves consistency. A unified view of scheduling across all yards helped eliminate inefficiencies and overstaffing.
Flexibility is essential. A trained floating team gave the company the agility to handle sudden changes without scrambling.
Technology matters. Digital scheduling tools drastically reduced admin time and improved real-time communication.
Collaboration fuels success. Weekly planning between yards helped align staffing with actual operational needs.
Conclusion
For multi-yard building supply businesses, effective scheduling and shift planning is more than an operational task—it’s a strategic function. By investing in centralized systems, demand-based planning, and workforce flexibility, this company positioned itself for smoother operations and more responsive customer service across all locations.
