30% less vehicle damage. The value of OSA Andes as told by the numbers.

30% less vehicle damage. The value of OSA Andes as told by the numbers.

Success Story  ·  March 2021 Por Diana Morales, Leader UX en OSA.

What we achieved with OSA Andes is a tale we like to tell from our memories, but this time we get to tell it from the numbers. This is a story about a projected success case that is now becoming real.

It has been made to ourselves evident, that even though every company has its own culture, supply chains follow certain patterns that canon throughout every operation, you know, like similar waste rates on similar markets, and one very hard to refute fact: “In logistics, when you don’t have access to the number, you’re screwed”.
In honor to this premise we now present you our story, through the figures:

2018’s the year, and we were working hand in hand with the company with the largest local market participation, making two apps happen within two different business units, and knowing how hard it is to grow as an external enterprise within another business, what we did was to look elsewhere. Neighbouring countries took a lot of interest in those who dealt with Chile’s best. We knew that by experience.

2 trips to our prospectus’ country allowed us to research and monitor their operations from a distance and sense the problems within the supply chain. Intuition acquired through years of experience on logistics backgrounds, and the careful inspection of our clients’ ecosystem, allowed us to present them an estimated savings proposal, out of a “well documented hunch.”

90% vehicle damage reduction was supposedly the goal of our counterpart, but they didn’t know whether they could reach that nor how to do it. Perfect timing was of the essence to handle a counterproposal, our own grounded hypothesis which promised an approximate validation of total vehicle damages.

Our offer:
6 months to roll out both apps.
30% of vehicle damage reduction.
250.000 USD in savings, annually.

They thought we went crazy.
But this proposal still managed to digitalize processes that needed an upgrade anyways, so even if we weren’t successful, they had little to lose. Our offer was hard to refuse.

2019We coordinated during our summer until rolling out in march.

Here’s what we got:
8.000 vehicles controlled in 3 months showed the figures by the end of may, both apps fully in use.
99,64% usability measured based on control process completion. Rollout was now validated.
50,00%+ vehicles damaged were made visible throughout the supply chain.
1.000.000 USD projected loss in damages by the end of the year.

Later, in june, we invited our client’s transport company as a key provider to establish shared responsibility over unit control. We were part of a drawing board between both clients, tasked to design a control plan for the whole supply chain.

We carried out the plan against all odds, in spite of the huge political crisis which affected both countries, and we were able to do so thanks to the help of our client’s outstanding executive capacity and team discipline, and to the transparency of the relationship we managed to forge between all stakeholders.

This time, instead of branding us as crazy, our client’s CEO praised us, and we quote: “An espectacle!!! Congratulations, it’s really good.”

2020. COVID. And just like everyone else, we focused on ways we could help. We tightened the bonds with our clients by offering them the Biosafety tech solutions we could come up with, but that’s a story you’ll ‘bear’ another day.

2021, now and with more than enough data, we fed our analysis machines and guess what: We fulfilled all of our initial promises and projections.

We cut 31%of the losses.
We controlled 3.000 units per month.
+300.000 USD were saved by damage reduction in 2020, thanks to newfound input driven actions.

3 years of project.
1 business case.
More happy clients.

Without question, an outstanding example of the chances that spring when the timing is right, and experience based hunches are followed. Talk about numeric accuracy!

We’re now analysing how all of this will affect stock availability for sales, “vehicle out of road” rates reduction, level of service, and most important: a new supply chain key performance indicator we’re trying to coin and launch commercially.

More news to come, as further analysis progresses. For now we proudly bid you farewell and we hope you’re as excited as we are to discover the outcomes of this joint endeavour.

See you soon!
And thanks for reading us once again.

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