By Ken Fleming, CEO
I moved to the Netherlands from Chicago and joined Eyefreight more than two years ago, and yet this is the first time I have seized the opportunity to communicate with you via the Eyefreight blog. By introduction, and at the risk of dating myself, I’ve spent the last 25 years at Sterling Software, Sterling Commerce, Kewill, and Transora, all of which have acquired companies, been acquired by companies, and merged with companies – testament to how fluid the software industry is. After this stage in my career, I created my own firm to serve the private equity capital community, analyzing an investment and weighing in on the potential of the opportunity: was it a good investment? A bad investment? An investment, which, with additional support, would ultimately become attractive? It was during this series of adventures that I met the Eyefreight team.
I joined Eyefreight to help it become a leader in SaaS Transportation Management Software and to deliver what supply chain and transportation teams covet most – a CSCO seat at the board room table. Two rounds of funding from our investors, De Hoge Dennen Capital and Global Cleantech Capital, coupled with our own version of a “triple threat:” patent-pending technology, superior talent, and a 100% customer retention rate, are important factors in achieving this goal.
Another important factor: the global landscape with respect to creating a competitive advantage in manufacturing. For years, manufacturers and brands have worked to reduce manufacturing costs as a means to reducing their net landed cost of goods to compete and succeed in increasingly competitive marketplaces. Nearly every conceivable strategy has been explored, including reducing labor costs, increasing reliance on automation, negotiating reduced cost of materials, and so on. Realistically, while these strategies may have paid early dividends, they have already reached their limit in many cases.
…And then along comes Eyefreight. The Eyefreight SaaS TMS actually improves margins for shippers by reducing net landed cost of goods as much as 30 percent.
Timing, as they say, is everything.
How does this apply to you? Well, to start, you’ll be able to capture and act on your transportation data in real time, at huge scale, and from any device. You’ll achieve an ROI of six months. You’ll deliver consistent service to your customers and experience deeper levels of business process collaboration – at a competitive cost.
I first saw Eyefreight while wearing an investor hat. I was initially impressed by how relevant, unique, and thorough Eyefreight’s TMS solution is. But when I took a deeper dive, I saw two things in particular that made me think Eyefreight was poised to change the TMS landscape and want to be a part of the quest:
- Customers want choices and quality. Yes, that sounds simple, even obvious, but consider the options currently available to CSCOs and their transportation departments:
- They can use Oracle or JDA to bolt on an “integrated solution” to deliver some of their desired functionality.
- They can be captive to SAP’s ERP suite.
- They can build their own “best-of-breed” solution.
- The new CSCO will make different purchases than his or her predecessor. Each member of CSCMP, APICS, and the like recites the same statistics: their supply chain technology is likely to be replaced one to two years earlier than its historic 10-year life cycle. What’s important to note, however, is that these purchases will be fundamentally different. They will not be “bolt-ons.” They will be best-of-breed solutions, delivered in the Cloud, that drive toward the company’s goal: find new avenues for cost savings to remain competitive.
In the coming months, you’ll see shippers look to Eyefreight to help them reduce their net landed cost of goods, and with each new shipper we on-board, Eyefreight will raise the bar for providers of TMS solutions to remain relevant in the supply chain technology space.