How One Emergency Order Changed My View on Small Clients | Derrick

The Friday Afternoon That Changed Everything

It was a Friday afternoon in March 2024. I was at my desk at Derrick, wrapping up a slow week, when the phone rang. A client—one I'd never heard of—needed a custom derrick component for a project that was supposed to start Monday morning. Normal turnaround for that part? Eight business days. They needed it in 72 hours. And they were a small shop I'd never worked with before.

Honestly, my first instinct was to say no. I've been in this industry for over a decade, and I've learned that rush orders from unknown clients usually mean trouble—poor planning, unrealistic expectations, and a high chance of something going wrong. But something about this call felt different. The buyer on the line wasn't pushy; he was honest. He explained that their usual supplier had let them down, and they were scrambling. He said, 'I know it's a long shot, but if you can help us, we'll be a loyal customer.'

That phrase stuck with me. Loyal customer. I'd heard it before, but usually from big clients who could throw their weight around. From a small shop, it felt more like a promise. I told him I'd look into it.

The Hunt for a Solution

At 4:30 PM, I started making calls. Our standard production line was booked solid—we couldn't squeeze anything in without disrupting other orders. I checked with three of our regular vendors, but they all said the same thing: too tight, too risky.

I was about to call the client back and apologize when I remembered a small fabrication shop we'd used once before, six months ago, for a minor repair. They weren't our go-to for complex parts, but they'd done solid work on a rush basis. I called them at 5:15 PM, hoping they hadn't left for the weekend.

The owner answered. I explained the situation. He listened, then said, 'We can do it, but it'll cost extra—$1,200 in rush fees on top of the $2,800 base cost. And we'll need the specs by 6 PM tonight.'

I did some quick math. The client's alternative was missing their project deadline, which could mean a penalty clause worth $15,000 or more. The $4,000 total was a bargain by comparison. I said yes.

A Moment of Doubt

After I hung up, though, I started second-guessing. The small shop had done good work before, but this was a more complex component. What if they couldn't deliver? What if the quality wasn't up to Derrick's standards? What if I'd just committed $4,000 of company money to a gamble?

I've been in procurement long enough to know that gut vs. data is a real thing. The data said: small vendor, no recent track record, high cost. My gut said: they've proven themselves, they're motivated, and the client needs this. I went with my gut.

The 48-Hour Sprint

The next 48 hours were intense. I stayed in close contact with both the shop and the client. On Saturday morning, I got a photo of the component halfway through fabrication—looking good. By Sunday afternoon, it was finished and ready for pickup. I arranged a courier to deliver it to the client's site by Sunday evening.

On Monday morning, I got a text from the client: 'Component installed. Works perfectly. You saved us.' That was it. No drama, no issues. Just a job done right.

But here's what surprised me: the shop owner called me on Tuesday to thank me for the opportunity. He said they'd had a slow month, and the rush order kept them busy. He also offered a discount on future orders if we gave them a heads-up. That's when I realized something.

The Lesson I Should Have Learned Sooner

It took me 10 years and hundreds of orders to understand that vendor relationships matter more than vendor capabilities. The small shop wasn't the cheapest, and they weren't the biggest, but they were responsive, reliable, and motivated. That combination is rare.

And the client? That small shop we saved? They've now placed four more orders with Derrick, each bigger than the last. Their total spend in the past six months: about $18,000. That's not huge, but it adds up—and more importantly, they're now a steady account.

In my role coordinating rush orders at Derrick, I see a lot of companies that ignore small clients because 'it's not worth the hassle.' But here's the thing: today's small client is tomorrow's big account. And even if they're not, treating every order with respect is just good business.

Since that Friday in March, I've made a policy: we never say no to a rush order from a small client without at least trying three alternatives. It's cost us some extra time and money, but it's also earned us loyalty that no amount of advertising could buy.

So the next time you get a call from a small shop needing help on an impossible timeline, think twice before you say no. You might be missing out on more than just an order.