I interviewed Martin Robinson who discussed A Game Changer - Dynamic Performance Assessment.

 

 

 

 

Can you first provide a brief background of yourself?

 

Okay, Dustin. Thank you very much for the opportunity to have this interview. I'm Martin Robinson. I used to work for Nestle around Europe. I left them in 2010 because I was captivated by the idea that we could found much greater efficiency in logistics and transport. And so, I'd come across a couple of branches of mathematics [inaudible 00:00:46.1] work with them. Since then, I've been working on that. I'm the founder of a company called Transfaction that provides dynamic performance intelligence solutions.

 

I'd like to talk to you today about something that's we've developed, which is a dynamic performance appraisal tool.

 

That's interesting. Can you tell us what is a dynamic performance appraisal?

 

Basically, what is does is it takes... It's an online tool that we can take data from clients, if they upload to us their departures and arrival data, the from that, we're able to give them a lot of things. First of all, we're able to give them a top-down view of their performance and tell them what the size of the gap is on their total added costs. So, compared to what they actually planned to do, what did they really do, and what was the size of that gap.

 

The second step is that we're able to give them a good stare into where they are lacking defined, improved performance.

 

I'll give you an example from a recent [inaudible 00:01:56]. We took some data for a UK retailer, and we did 2 reports for them, and noticed a big difference between the first and second report in term of in-transit. We saw a big improvement on transit times and pointed that out to the client, and they said, "Well, that's interesting, because we just recently changed our scheduling so that we're not transiting in such a congested area in rush hour time.

 

So we were able to give them that feedback so they could see what actually is working, what is not working, and it gradually improved their performance.

 

What makes it distinctive, I think, is that the feedback is dynamic. It's very quick. As quickly as the data is loaded, the feedback is given, unlike traditional consultancy where you maybe spend several weeks preparing the data, then analyzing the data, the feedback and so on. It could take six weeks. The report back is virtually instantaneous. I think it's going to affect the performance market.

 

Some say that supply chains and logistics in transport is too complex to model. So, how do you respond to this?

 

Well, certainly that's absolutely true that supply chains are very complex. But, to be honest, I think too many people are hiding behind that and are really not taking into account modern technology that's available. So, I think that point of view needs to be reevaluated.

 

We've developed over the last number of years, global techniques for [inaudible 00:03:41.7] the way one looks at the supply chain. And then, sort of as we're building up, layering back up, so as to create a complete year. So, yes, supply chains are complex, but technology has moved a long way, and the type I technology that we're developing, we think that we're able to see through big data into what is really happening in that supply chain.

 

So, now's the time to start reevaluating that approach. I think we can get a lot closer to the approach the factories manufacturing [inaudible 00:04:16.9] for very many years, where they've had a [inaudible 00:04:18.7] around their production lines. I think we can start to think to develop the same sort of approach to the way we run supply chains.

 

The supply chain and logistics industry is conservative and, generally speaking, traditional. What kind of response are you getting?

 

Well, I'm finding, initially, when I go to speak to somebody, people's initial response is, "That's interesting, but I don't see how it applies to us. Maybe to somebody else." Typically, by the end of a 45 minute conversation—and believe me, I'm not a great salesman—but by to end of a 45 minimum conversation, people are saying, "Let's give you some data. Let's see how that works for us."

 

The beauty of our solution is that we're doing analysis, how a client can deploy that in their own setting. By the end of the conversation, most companies I'm speaking with are seeing how they can apply it to their own particular circumstance. So, yes, the approach is traditional, initially, but it can be very easily persuaded once they see the power of what's possible.

 

Thanks, Martin, for sharing this game changer about dynamic performance assessment. If anyone has any questions, how can they reach you?

 

They can email me. Martin.robinson@transfaction.com. They can also phone, if they like. I'm on a UK number. 7736-235-944.

 

Great. Thank you.

 

Thanks, Dustin. Thanks for the opportunity.

 

 

 

 

 

 

About Martin Robinson

 

 

Martin Robinson.jpg

 

Martin Robinson

Supply Chain Professional / Business Owner

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