In a housing market still shaped by cost pressure, uncertainty and tight margins, strong procurement and joined-up operations can make a significant difference. That is the space Martin Sanwell now occupies at Chartway Group.

As Managing Director, Procurement & Divisions, Martin oversees group material procurement alongside responsibility for Chartway Building Supplies, Chartway Drylining and OFP Timber Frame. His remit sits at the intersection of commercial strategy, operational performance and supply chain management, with a clear focus on helping the business work more effectively as one joined-up group.

Martin joined Chartway in May 2024 as Group Procurement Director, initially tasked with putting greater structure around procurement activity across the business. Since then, his role has expanded to include leadership of key divisions that support Chartway’s wider housebuilding operations as well as external customers.

“The businesses naturally complement each other,” he says. “My role is about making sure they are properly connected, operating efficiently and delivering as much value to the wider group as possible.”

That value-led approach has been shaped by more than two decades in the sector. Martin began his career in a builders merchant after studying construction at college, choosing practical experience over university and learning the industry from the ground up. Starting in the timber yard, he worked across different functions of the business before moving into buying for a housebuilder.

From there, he built a long career in procurement and commercial leadership, gaining experience in businesses going through significant growth, acquisition and market change. That breadth of experience now informs his approach at Chartway, particularly at a time when the sector is under sustained pressure.

“It is a difficult market,” he says. “Everybody is dealing with the same challenges, whether that is inflationary pressure, uncertainty around housing delivery, or the knock-on impact those things have across the supply chain. The focus has to be on what you can control: good teams, good relationships, efficient operations and making smart commercial decisions.”

One of Martin’s early priorities at Chartway was to establish formal group deals and procurement processes where there had previously been limited structure. That work has already delivered significant commercial benefit, creating substantial material savings while improving consistency and visibility across the group.

At the same time, he has introduced stronger pre-qualification processes and worked to align procurement more closely with the business’s broader operational and strategic objectives. It is a part of the business that often receives little attention externally, but one that has a direct bearing on competitiveness, profitability and future growth.

Martin believes the supply chain relationships behind that work are just as important as the numbers.

“At a certain scale, volume helps, but relationships are key,” he says. “Being fair, dealing with people properly and building trust over time makes a real difference, especially when the market becomes more challenging.”

That principle applies internally as well. A key part of his role has been strengthening teams within the group’s divisions and helping create a culture where people are listened to and encouraged to contribute ideas.

“There is a huge amount of knowledge within these businesses,” he says. “Often the people closest to the day-to-day operation can see exactly where things could be improved. Part of leadership is making sure those voices are heard.”

That operational focus is particularly important in timber frame and manufacturing, where efficiency, cash flow and timing are all under close scrutiny. Martin is working with teams to review processes, improve productivity and explore opportunities to expand value-added products and services, while making sure the divisions remain aligned with Chartway’s wider growth ambitions.

Sustainability is also becoming a more prominent consideration in procurement and supply chain decisions. Martin says the business is increasingly focused on making sure environmental performance is part of supplier assessment and operational planning, while maintaining a clear commercial lens.

Looking ahead, Martin sees  procurement across the group and disciplined regional growth as major priorities, and as Chartway looks to expand its presence across the south east , he believes the group’s divisional businesses will play an important role in supporting that next phase.

“We want to grow in a way that is sensible, sustainable and commercially strong,” he says. “That means strong supply chain relationships, good people in the right roles and businesses that work well together. If you can get those things right, you give yourself a much stronger platform to grow.”

In a sector where performance is often shaped by what happens behind the scenes, Martin Sanwell’s role is a reminder that procurement, operational alignment and supply chain strength remain central to long-term success.

Before you go…

➡️ Have you joined the Kent Business Community yet? - https://kentbusinesscommunity.co.uk
➡️ Don’t miss the latest networking events near you - https://www.kentbusinessevents.co.uk
➡️ Do you have news or announcements you’d like to share about your business?

Contact us today - [email protected]

If you enjoyed this article, please subscribe and pass it on to another Kent business owner who might also like it! Thanks.