When Shamir Rahim, founder and CEO of VersaFleet, transformed his bio-medical startup into an AI-powered transportation management system, he never imagined being at the epicenter (in a good way) of a supply chain revolution during a worldwide pandemic. As anyone desperately searching for toilet paper discovered earlier this year, the last mile is the crucial link in every supply chain.

“We wanted to provide our customers with a command center view of last mile product delivery with cost and time savings,” said Shamir Rahim, founder and CEO of VersaFleet. “As our customers slowly open up again, VersaFleet is providing greater agility so they can quickly adjust logistics for maximum efficiency, whether people are out sick or returning to work, quarantines are lifted or imposed again, and operational hours shift at any time.”

Huge time savings improve customer experience 

Planners using VersaFleet’s SaaS-based cloud platform can dynamically schedule, dispatch, and track deliveries. Meantime, drivers send updates on completed deliveries in real-time using a mobile app. The algorithm also factors in data from orders connected through an ERP system like SAP S/4HANA.

“In a few clicks, planners can see which drivers are available, including their working hours and location preferences. They can select the most efficient route plan that uses the fewest vehicles traveling the least amount of distance for the highest number of items delivered,” said Rahim. “This reduces planning time from hours to minutes, saving valuable resources.”

Based in Singapore, VersaFleet serves customers primarily in Southeast Asia across many industries including consumer packaged goods, food manufacturing, white goods, casinos, and environmental services. One customer’s recent go-live actually coincided with the COVID-19 pandemic lockdown in Malaysia. It proved fortuitous for the global health and beauty retailer.

“Their implementation of VersaFleet couldn’t have come at a better time,” said Rahim. “Despite working remotely from their respective homes, the planners were able to work collaboratively in real time. They were able to restock high-demand items like toilet paper and sanitizing wipes up to five times a day, something they had never been able to do before.”

The company has slashed daily planning time by 90 percent, from up to four hours down to under 10 minutes. In addition, by digitalizing proof-of-delivery, the retailer sped up billing processes four-fold. Instead of waiting for drivers to return from their routes with paper-based records, finance immediately receives delivery confirmation for same day invoice processing. This kind of business agility cascades down to boost the customer’s experience.

“Companies can reduce stock-outs, which is so important in meeting people’s heightened demands, especially with fast-moving consumer goods,” said Rahim. “Several of our other customers have improved customer service levels by 50 percent.”

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