Recently I realized that 33 years ago, I became a member of Goodall Rubber Co. Upon reflection, I realized that many of today's best practices were being developed then.

I started at the Melrose Park branch just outside of Chicago, Ill. During the first weeks, I was told to wear old clothing since my training would begin in the warehouse.

The branch was implementing a new inventory management system using a "Cardex" file. My job that first day was to take a physical inventory count of V-belts that were hanging on ceiling-high sticks surrounding the inside of the warehouse. After the count, a card file had to be prepared. All future receipts and shipments would be recorded there, and appropriate reorder points were designated. Today we call it safety stock levels.

Soon, a man named Charlie Hobbs arrived from Boston to combine the Chicago branch manager and Midwest regional manager jobs. The region included branches in Minneapolis, Milwaukee, Kansas City, St. Louis, Indianapolis, and Detroit. Consolidation has since become a common practice to increase efficiency.

Charlie Hobbs had a unique style. Quotes and orders were mostly by phone since there were no fax machines. "Charlie's Law" included, "Quote customers on their call—no call backs—and ask for the order! Don't, and we will lose the order." We rushed at every level to serve our customers. Orders were hand written and rushed into the warehouse. Hose was cut, coupled, packaged and shipped the same or next day. "Whatever It Takes" was the motto and everyone pitched in to make it happen.

Service was first, invoicing second. No one could leave until the billing was extended, double-checked, typed and mailed the same day the order shipped. Long days were the norm. Our job was to sell service first and hose second. Contractor orders were delivered to the job site same-day, after hours or before starting time.

A large agricultural account loved to call and make our Friday afternoons by placing large orders for custom hose and fitting assemblies. "Ship Monday?" they would ask. It took working several Saturdays before we learned to stock pre-coupled assemblies. We now refer to this as a fabricated item with appropriate safety stock.

A "system" contract included hose inspection and refurbishment, storeroom replenishment, monthly invoice summary, service and delivery guarantees, and 24-hour service. This was a precursor to integrated supply.

At our accounts, we had to gain the respect of the many production and maintenance managers located throughout the plant. The purchasing department was vital since they held the keys to entry into the plant. Our product application and knowledge, coupled with a trusted service commitment, enabled the sales force to gain respect and business.

Our branch flourished because of our exceptional service. Now this is the expected level of service and we maintain that level of quality.

So what has changed? Technology has increased the speed of information. It has also brought efficiencies and heightened customer demand and requirements.

Nonetheless, customer relationships, trusted on-time and accurate service performance, and proven cost efficiencies are still the primary roads to success.

Joe Mika is president of Goodall Rubber Co., Aston, Pa.