Arrow Linen Supply Co

The consolidation of operations into the Garden City plant while utilizing the Brooklyn site as a depot exemplified the company’s adaptive strategies. This move not only ensured uninterrupted service but also optimized costs.“The cost of water in Long Island is significantly lower than in the city,”Magliocco points out, highlighting the financial prudence behind this decision. The impact of the pandemic on the demand for Arrow Linen’s services was multifaceted. On one hand, the unfortunate closure of numerous competitors created a vacuum in the market. On the other, the heightened focus on sanitation among restaurants that survived the pandemic surge led to an increased need for linens, particularly tablecloths. Magliocco observed a marked uptick in hygiene practices within the industry. “There was a higher demand in terms of sanitation,” he notes, adding that many establishments now employ double tablecloth tactics to mitigate contamination risks further. This pivot towards enhanced cleanliness protocols signified a broader trend in consumer expectations post-pandemic, with businesses prioritizing health and safety more than ever. Arrow Linen, through its strategic and operational shifts and keen understanding of market dynamics, weathered the storm and positioned itself as a crucial partner to the evolving needs of the hospitality sector. STRATEGIC EXPANSION AND TECHNOLOGICAL ADVANCEMENTS In the linen supply and management world, staying ahead requires meeting demand and anticipating and strategically planning for it. Arrow Linen Supply Company’s recent operational expansions and technological upgrades underscore its push for efficiency, sustainability, and client satisfaction. As the company scales up its services in response to growing needs, it also seeks innovative ways to enhance its operational capabilities. Magliocco shares insights into the strategic reasoning behind adding two new routes to New York City, a decision to optimize service delivery and manage workload more effectively. “The routes in the city were very heavy, leading to overtime in the RSR and RSA categories,” he explains. This proactive approach 4 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 03