Our PPP Promise

At MOOS we firmly believe that we have a wider responsibility than simply helping our clients get in control of their inventory. Besides offering an attractive business case for our clients of the MOOS operating system, we see a wider societal impact that we feel compelled to pursue.

People

Many of our clients, who struggle with on-shelf availability or operations that rely on well stocked storage spaces, resort to ‘throwing people at the problem’. While systems and operations play a role in getting the right products at the right place, at the right time, there is a fairly simple fallback: just get people to check, control and correct any actions.

We see this in many retail and logistical operations, where unskilled workers or high-school kids get recruited in masses for manual chores related to inventory. Or, the full workforce is asked to chip in and spend a day in inventory counting.

MOOS can offer the necessary intelligence to drastically cut back on these type of measure, by pinpointing where corrective actions are needed or reducing counting actions. In many situations there will still be a need for (manual) product handling, but it can be reduced significantly and only executed when absolutely needed.

As such, we at MOOS are playing a vital role in taking away the drudgery of many jobs. Job productivity can help free up time for more value-added, customer facing activities and overall job satisfaction can help improve loyalty.

Planet

MOOS can contribute to more efficient supply systems, with less movement / transport, lower overall stock levels and less waste.

We have seen examples at our clients were the overall system can be operated more reliability, i.e. with higher customer service levels and at lower operating cost, with at least half the stock levels on the storage locations. Just extrapolate this example other stock locations and imagine how much ‘safety stock’ can actually be made redundant with a MOOS operating system. There is a huge potential to be unlocked to become less wasteful in supply systems.

In addition, the visibility at the point-of-use or point-of-sales, that MOOS offers, is a critical enabler for circular supply systems. Once product consumption is measured, it can be used for circular replenishment systems, for instance, pay-per-use models, or use the MOOS system to support a return flow. MOOS is actively exploring these models with circular business leaders. Get in touch if you’re interested to hear more.

Profit

Achieving higher shelf availability at lower overall operating cost is clearly a nice direct benefit. It’s also the main driver of the business cases that we see at our clients. Sometimes one driver already creates a very quick breakeven, e.g. avoiding lost sales through stock-outs, or reduced counting/ordering/transport cost.

However, boosting EBIT through a direct sales uplift or reducing OPEX is not the full story. There are indirect effects that can drive further profitability, like using a ‘transaction’ to communicate or engage consumers or using the consumption patterns for diagnostics that can further optimize shelf lay-outs, replenishment strategies and operations.

All of these benefits are really powerful by themselves and can be enjoyed by operations. For the owner or investor, it also unlocks an additional benefit as the MOOS system can enable better operations with lower capital requirements (less inventory, less space, less handling). This can improve the ROIC, rather than ‘just’ boost the P&L.