KPI and Business Intelligence
The transport industry is going through turbulent times, as transport volumes shift to reflect underlying economic changes. Now more than ever, each transport company needs to focus on managing their core competitive advantage to stay on the market.
This environment necessitates a much more focused approach to KPI. In the past, transport companies were often fine with defining and managing operational KPI which had very indirect, soft link to the core measures of the business, such as ROI, EBITA, stock market capitalization. Today, if a KPI can not be linked to these top measures, it is hard to convince top management to measure it at all.
Thus, our approach to defining KPI for transport always starts from the top (financial KPI), and drills down towards customer, operational, and people and know-how KPI, maintaining strict, mathematical links between each layer of KPI throughout the process. This is illustrated on the chart below, with a top-level KPI link for a hypothetical rail cargo company:
Of course, getting the KPI design right is only half of the story. That's why our team focuses very heavily on developing also a strategy on how to get to repeatable, high-quality data for KPI reporting. We can help in each step of the process: writing data requirements, analyzing data quality, building prototype reports, and verifying the final KPI reports for correctness against the source data.