Pack, Wrap and Go!

Going to Brazil, Malaysia and Australia requires a great deal of hard work. Here the Mclaren-Mercedes team explains what is involved:

"The main function of the team of staff in the travel office is to send all that is required to a race or test; that includes everything from the cars to the petrol and of course the people." This simple phrase from Team Coordinator Jo Ramirez, doesn't really begin to convey the enormity of the task of ensuring that the West McLaren Mercedes team had everything it needs for the first three races of this season - the "flyaways" as events outside Europe are referred to.

Preparations for sending a complete grand prix team to the other side of the world and the first race in Melbourne involved an army of workers and, because it was the start of the season, there was the added pressure of building the new car and all the parts needed to run it. Down on the factory floor, Chris Robson is responsible for the issue and progress of the spare parts and the logistics of the freight. He has to make sure there are enough parts to build the cars and that the correct spare parts get to each event.

The 2000 season ended with three flyaways and the team decided to do them all in one go. "I think it proved very tiring, because it meant the mechanics were away for six weeks and living in one another's pockets," admits Ramirez. "So, we decided to break it up this year, by doing the first two races and then bringing everyone home before going to the third one in Brazil. You are only home for a few days, but at least those people with families will get to see them. It wouldn't be too bad that way. In fact I am sure this is better." However, most of the freight would be doing the first three races before heading back home.

With the first race taking place in Australia, nothing can be left to chance as there is no way someone can just "nip back to the factory" if anything is forgotten. Like all eleven teams, West McLaren Mercedes expects to be entirely self-sufficient at these races, so that apart from the cars and spares, all tools and workshop equipment have to be packed off, as do consumables like brake fluid and cleaning materials. The McLaren International crew are well drilled in the procedures after years in the sport. Nothing is left to chance with everything itemised on long lists.

"We were chasing shortages on the last two cars right up to the last minute and trying to get together the correct stock to support the test team with spare parts," recalls Robson. "We had to make sure we got the right quantity of parts to Australia at the right time."

"Three consecutive flyaway races at the start of the season does create a lot of logistical problems," continues Robson. "To support the team in the field with parts, a lot of them have to come back to England to be serviced and then sent back out to them for the next grand prix. Obviously they use a lot of parts and we have to ensure they have enough stock to last for three races as opposed to just one."

Although the first three races all take place in hot countries, "igloos" are an integral part of West McLaren Mercedes' travelling equipment. "The igloo is a purpose built container to store our car parts, spares and equipment," explains Robson. "Instead of operating out of conventional boxes at the circuit, it's a structure that gives us a sort of little workshop which is far more practical to work from. The larger parts like the garage build equipment, panels, banners, jacks and so forth go in specially made freight boxes."

The actual job of flying all the freight down to Australia is taken care of by Formula One Management. Once the British teams have all their material ready, the race transporters travel down to Stansted Airport where everything is loaded onto several specially chartered 747s. "Every box has to be specified with a break down of what is in it and the value of each item," says Raimirez. "They are sent to the airport with five copies of all the paperwork for Customs and we being one of the top teams, our freight goes on the first flight, a week before the first race."

The cars themselves need special preparation for the journey. All delicate parts like the front and rear wings, the wing mirrors, the windscreens and similar items are all removed and packed separately. A special wrapping is put around the cars, the underneath is protected and "bumpers" are fitted to the front and rear.

Getting the people to their destination also involves a lot of work and quite a few changes of schedule. "You have to make sure the personnel have visas for every country we visit," said Raimirez. "It is not that simple because we are McLaren International and our workforce is international.

"We have New-Zealanders, Australians, Mexicans and French amongst others, not forgetting our Finnish driver! So we have to ensure we have the right travel documents for wherever we go. On average, we take between 65 and 90 people to each race. That means we have to book around 80 flights as well as some for people connected with the team, who are not actual employees.

As for hotel rooms, we book between about 80 and 110 rooms per grand prix. It can be a nightmare. Things change daily and sometimes hourly! So you have to be prepared and available to make changes at any time."

There is a general feeling of relief when the final items of freight are loaded as well as a sense of achievement after all the hard work. For several weeks before the trip, everyone in the factory has put in long hours, with a nine in the evening finish considered an early night. The job certainly requires dedication.

The final item to be dished out to the team before they all head off for the start of the seventeen race championship is the travel clothing. "We were one of the first teams to wear a special uniform to travel," recalls Ramirez. "I think it is very important and I am very proud to wear the uniform. It's a nice feeling, when you are part of an entity, especially when it is as good as the one we have built here at McLaren International."

Ramirez sums up the feeling of everyone in the team when asked why he puts up with the stresses and strains of the job. "It's certainly better than working nine to five. I love it and have been doing it for nearly forty years. You have to have petrol in your veins and a passion for it."