Hidden costs

–

MM: There was another dimension that you introduced. You kind of suggested a little bit in terms of needing to understand the behavior of a logistics supply chain—or in this case, a transportation value chain. In classic economics, according to the work of Ronald Coase in his book, “Theory of the Firm,” he would refer to these as “transaction costs.” Transaction costs was his way—as a theorist and economist—to describe all of the handoffs. The communication, interactions and handoffs—as well as the delays associated with getting a business process completed.

So you were really calling attention to the fact that there were all these other hidden costs—almost like opportunity costs. A percentage of the truck that wasn’t fully loaded, and the amount of time it was sitting some place.

MB: Or the inability to ship something at a certain time, for lack of availability of capacity, and so forth.

Solving many of those problems, honestly, is easy for people once you give them access to the information.

MM: Right. Because it’s their data.

MB: Yes. It’s their data. The big headache here is integrating it from multiple systems. Representing it in a uniform way for people, getting it in the form they need, and in front of the eyes of the people that have to take action on it.

In that sense, solving the transportation and logistics problem is not just a matter of some computer-science oriented thing. It’s just as much — or more — of the basics of data display and information integration.

That said, those practices have until now been far too costly and far too complex for many companies to acquire. So, that’s what we’re going after and trying to make far more cost-effective.

–

–

Problem of transportation logistics

MM: Not just trucks, but what’s on the pallet and how many pallets get organized by what truck.

MB: That’s right. And how many stops it takes and so forth.

This brings me back to what we mean by a “Diagonal,” BI application.

To build an application that really helps address the problem of transportation logistics, or the truck shipping of goods, you have to embed a lot of industry understanding and knowledge of trucking into the application. So it requires information specific to the business problem of shipping goods by truck, but it’s not specific to any particular industry.

You don’t really care whether you’re shipping machinery or consumer packaged goods or clothing. These applications cut across industries, but not all industries. Obviously, financial services people aren’t shipping goods around by truck, and for the most part, shipping is just not a part of their primary value proposition. Similarly, higher education is not a truck-oriented industry. But any manufacturing company, whether in the food segment, the clothing segment, the toy segment, the industrial products segment, etc., all have a similar trucking problem to solve.

Another example is any company that makes or sells something that typically has sales margin and profitability issues. The companies really want to understand what products are selling at good profit margins. They want to be assured that the inventory they carry, relative to sales rate, is in balance.

Sales margins and profitability issues cut across industries that have goods to buy and sell—but obviously these aren’t applicable to government or higher education. It’s not like a database system because it doesn’t apply across all industries.

These diagonal types of applications are important because they add high value for their customers. They typically save companies thousands and thousands of dollars all the time, or even millions, for large companies. So they are applications that can command high price points, because they really deliver great savings and a very attractive return.

But also, they’re applications that—because they can be sold across many industries—have a pretty large base of prospective customers—larger than vertical-market applications that are targeting a very narrow perspective. They are very attractive from a business standpoint.

Diagonal applications also work very synergistically with SaaS deployments. That was one of the things that I emphasized in the talk I gave at SaaScon. The reason there are companies like Oco and obviously other new market entrants in this space is because of this synergy.

When you build a system for a particular business problem, transportation logistics, let’s say, then the structure of the database of information that’s needed to support it is not specific to that particular customer. It’s a database that’s designed to support transportation logistics.

As a result, you can get great economy of scale in the deployment of that system by creating a SaaS multi-tenant deployment of that database. All the customers sharing that infrastructure are trying to solve the same kind of transportation and logistics problem against a database of similar structure.

This works a lot better than the ASP models of a decade ago. Back then, custom data warehouses would be designed for each business. If you tried to aggregate those together, you’d get a whole bunch of totally different databases. In some sense, they were too customized. You’re not going to get common behavior by putting them together.

–

–

Transportation logistics at Welch’s

MM: In the case of Welch’s, you talked about what again?

MB: That one was transportation logistics. Trucking, basically. They have to ship their goods on trucks from their plants to their customers’ warehouses. It’s a somewhat complex world out there in trucking. You have some customers that handle customer pick-up and drive their own truck to your factory. Other times, you have to schedule and hire trucks from a variety of carriers that deliver your products to the market.

Optimizing shipments for consumer packaged goods companies, like Welch’s, can save a lot of money… A meaningful fraction of their revenue is spent on transportation costs. Companies can optimize that by assuring your trailers’ utilization is high, or by comparing accessorial charges which are the extra charges like fuel surcharges, costs for unloading of goods by the driver at customer locations, trailer storage, and so forth.

They can optimize these across carriers to see if any carrier’s charges are out of line by analyzing shipment patterns to see where load-leveling may be out of balance. By having carriers report actual time of delivery to your customers through a Web-based tool, you can analyze on-time delivery performance, and company to have the capabilities of larger competitors at a fraction of the cost through these SaaS Web-based solutions.

–

–

Cycle times

MM: Isn’t another dimension of supply-chain theory or supply-chain strategy, cycle time and defect rate? How quickly things move through? And how many times I have a defect or a rework at various parts?

MB: Clearly a focus on product quality and rapid processes—manufacturing and replenishment cycle times—are foundational capabilities today. Companies often lack visibility, quality and cycle time metrics across the organization. These metrics are often not visible to senior management, suppliers, and other key stakeholders in a company. The data may be buried in a Manufacturing Execution System (MES) or an isolated system that tracks quality, perhaps even on a spreadsheet. One of our solutions targets quality and operations reporting, and it can make these metrics or dashboards visible to all interested parties.

Consider managing inventories across the extended supply chain—from suppliers, through one’s own supply chain through to your customers’ inventory levels. The largest players have developed sophisticated systems to have visibility of inventory across the channel or extended supply chain. The options for the mid-sized players are much more limited and often they have not been able to afford these systems. However, Web-based SaaS BI solutions, such as Oco’s offerings, now level the playing field and make these capabilities available to mid-sized companies.

MM: In your presentation at SaaScon, you had used an example of—I believe it was—Welch’s, as I recall?

MB: Yes. Welch’s is one of our customers.

MM: You were describing the notion of a vertical business intelligence and the notion of a horizontal business intelligence. Then you coined a new term called, “diagonal,” business intelligence. Could you just give us a quick reprise of vertical-horizontal and then the new neologism of “diagonal?”

Diagonal Business Intelligence

MB: Yes. Sure. This is the business school concept—vertical and horizontal markets.

A horizontal market is a solution designed for a specific business function or application area—such as a business intelligence software product. A horizontal market is one that can be used across industries (or across several industries).

MM: Databases. Web content management systems.

MB: That’s right.

In many cases, HR packages, for example. They’re not particularly industry-specialized. . They don’t have any inherent industry-specific requirements built into them.

Now, in many cases, in order to use them effectively, a company that purchases one of these packages has to build in or configure in that domain knowledge or best practices themselves.

MM: In fact, they really instantiate a database or tool with a digital business model. Or at least the logic of their business model.

MB: That’s right. And there is substantial cost involved in doing that. .

Vertical applications involve solutions that are really specialized to particular industries. In the retail industry, you might have size assortment planning for clothing. It’s absolutely specific. Not just for retailers, but for clothing retailers.

Or in the financial services area, a really good example is anti-money-laundering kinds of activities. These things are very specialized to a particular industry and add tremendous value. But the number of places that you can sell such a software product is a lot smaller than one of these horizontal solutions that you can sell across many industries.

–