Case study

How CACI & Ordnance Survey (OS) data helped McQueens Dairies enhance their business, routing & milk delivery

McQueen Dairies logo

Summary

McQueens Dairies is a third-generation family firm that provides doorstep milk delivery. Established in 1995, they began with a single milk round in St. Andrews, Scotland. Fast forward three decades and they deliver to thousands of households throughout the UK.

Over the last six years, CACI and Ordnance Survey (OS) data have been helping McQueens Dairies enhance their business, routing and milk delivery.

Company size

1,000

Industry

Transportation & Logistics

Services used

Challenge

House numbers are not always sequential, and in dense housing areas, you can’t always drive to the front of every house. The larger distances that must be travelled in rural areas in addition to the added number of minutes per delivery from where a driver can park to a property’s front door can become costly for the business. Moreover, while the average postcode contains 15 properties, some postcodes can contain up to 100. As a result, even having the correct address does not always eliminate ambiguity. With this in mind, McQueens Dairies contacted OS CACI partner in 2017 with the aim of optimising their routing and reducing that ambiguity to effectively reach customers on a broader scale.

Solution

To optimise their vehicle routing, McQueens Dairies have been using a bespoke solution from CACI called StreetServicer. Underpinned by OS AddressBase, StreetServicer is ideal for microlevel routing, such as meter-reading, milk deliveries or refuse collection. McQueens selected CACI’s StreetServicer as it proved to be the superior solution compared to what other providers they spoke to could offer, and they recognised the tremendous efforts made by CACI to ensure the project would operate successfully.

Microlevel routing from StreetServicer also informs delivery drivers on what side of the road to walk on and when to cross the road. This provides the most optimised journey possible, whether they’re in their milk float or they must park it to carry out the rest of the journey on foot. StreetServicer has been supporting McQueens by equipping their drivers with the most efficient delivery routing rounds down to the exact coordinate.

Results

  • Since adopting CACI and OS data, McQueens Dairies have reduced their fuel consumption by approximately 100,000 miles per year. 
  • 30 minutes per delivery shift have been saved thanks to routes being mapped out for drivers in microlevel detail. 
  • A significant reduction in the burden on administrative staff has been experienced, as it would have taken two full-time staff to manually route all rounds every day. 

Case study

How CACI helped DX to grow business and drive efficiencies

DX Logo

Summary

DX is a well-established provider of a wide range of delivery services to both business and residential addresses across the UK and Ireland. First established in 1975, DX now provides one of the widest ranges of overnight delivery services in the region, as well as logistics services. To cement its market position, DX wanted to optimise operations and enhance business development capabilities around the contract bidding process.

Company size

5000

Industry

Transportation & Logistics

Products used

Challenge

DX instigated a tender with both business development and operational objectives:

Business Development

To introduce a tool to improve the contract bidding process. The solution needed to provide:

– Flexibility to model different datasets from a diverse range of existing and potential clients;
– Data-driven information to determine the most appropriate solution;
– Reliability to provide accurate overheads and costings for the business to plan;
– Speed to produce quality results within short timeframes to aid winning more business;

Operational Use

To implement the most appropriate route planning and optimisation software to bring daily efficiencies and cost savings across multiple contracts. The operational requirements were: 
 
– Significant cost savings 
– Accurate ETAs 
– Flexibility to use on many different types of contract 
– Usability for numerous teams of planners 

Solution

CACI won the tender and implemented its market leading route optimisation solution.

Initially it was rolled out across multiple contracts, being used by different teams of planners, as well as in solution design to support and improve the business development and pricing function. DX have now been relying on CACI for over 10 years to grow their business and keep their staff and customers happy.

Results

DX uses CACI’s solution in business development to model client data for each tender, improving the process and increasing the company’s win rate.  

The route optimisation solution allowed DX to establish a better-structured and more efficient route network. It also allowed them to offer timed deliveries that better suit the needs of the recipients, providing both the recipient and their primary customer with more timely and accurate delivery information.  

These process improvements have introduced efficiency to operations, as well as bringing huge savings by reducing costs. 

Case study

Delivering data & insights to provide Bright Horizons with a new approach to childcare

Summary

Trusted by families to look after their children for over 30 years, Bright Horizons is an award-winning nursery provider. The company operates over 300 community and workplace nurseries throughout the UK — each is individually designed to serve the needs of its community. Bright Horizons provides tailored childcare for corporate clients and for families, at home, at work and in local settings.

Company size

10,000+

Industry

Education

Services used

Products used

Challenge

Bright Horizons initially approached CACI for data to support their new site opening and acquisition insight programme.

Reliable data that was quick and easy to interpret for new site and location decision making was needed

Access to demographic data to support proposition development

Gain a better understanding of existing potential catchments

Solution

CACI provided Acorn demographics, profiling and mapping, giving insight into specific postcodes and communities. High-level demographic maps are instantly visible in InSite’s Locator tool.

Marketing Manager Eddie Thorogood explains: “The blend of data creates reliable and up-to-date information about the demand for our services, to support decision-making about how and where we can expand our operations so we can deliver high quality childcare where it’s needed. It also helps us improve our business model, so we can manage our portfolio and flex and balance our sites to meet changing needs.”

Results

Bright Horizons’ three pillars are ‘people, quality, growth’. Eddie explains, “We’re not about just growing for the sake of it. We always want to be where we are needed – where parents can find us and our services will be useful. With this data insight at local level, we can provide a clear picture of community and workplace need to our senior leadership team, so they can sign off new facilities.”

Learn more about Acorn and InSite.

How Allwyn uses CACI’s territory & route optimisation tools to successfully expand their field sales team & stores

In this Article

Background

Allwyn officially took over as operator of the UK National Lottery at the beginning of 2024. As part of this major acquisition, Allwyn has grown its sales team to deliver key initiatives as part of the new licence. To successfully do so required a two-fold objective:

CACI had established a long-standing relationship with the previous operator of the National Lottery and had a proven track record of delivering projects for them. Allwyn therefore knew it could turn to CACI as a trusted partner who would understand the work required to help meet their objectives.

Challenge

  • As an expanded field team, Allwyn had to ensure that these routes and territories were optimal to meet deadlines and mitigate any disruption from the previous operator’s handover

Solution

Allwyn commissioned CACI to undertake a headcount analysis and territory optimisation project using CACI’s territory optimisation tool, InSite FieldForce. CACI went on to create optimal routing solutions for Allwyn, using their cloud-based route optimisation software, CallSmart Web, to ensure the following:

  • Ideal locations to recruit new Retail Sales Executives would be known
  • Territories are optimised to balance work evenly, maximising each Retail Sales Executive’s potential
  • The number of scheduled visits would be maximised and driving time minimised.

With their team of experienced field marketing optimisation experts, CACI was able to bolster the above objectives for Allwyn. Allwyn has also licenced CallSmart Web, which enables them to self-serve and optimise routes once personnel are in place. Ongoing training and support for Allwyn is provided by CACI’s experts during this transitory period as they move towards more software usage

Benefits

Following CACI’s headcount analysis and territory optimisation work, Allwyn’s Retail Sales Executives have been working with balanced workloads, ensuring they are neither overworked nor underutilised, with an average utilisation (including commute) of 86%. This helps the business understand whether there is sufficient time remaining for additional tasks such as prospecting, admin and more.

The territory optimisation work has enabled Retail Sales Executives to spend 79% of their time with customers, and less time driving. This is in addition to achieving their target number of visits per day.

The fair distribution of workload has also meant that CallSmart Web is able to produce the best possible schedules for all of Allwyn’s 155 Retail Sales Executives, leading to 100% of scheduled visits across a 10-week call cycle.

The combination of using CACI’s expertise via consultancy and software solutions has allowed Allwyn to successfully go live with its expanded field sales team of 155 Retail Sales Executives while continuing to ensure a smooth running of all visits across their store universe of over 40,000 outlets. This highlights the importance of a tailored approach, as well as the countless benefits of optimised and efficient territories as well as visit schedules. CACI continues to be on hand to provide technical expertise and support to ensure a continued success for this partnership.

Find out more

If you want to learn more or have any questions please get in touch with us.

Are dashboards dead? Assessing their challenges & advantages to determine their future in businesses

In this Article

Dashboards have been quite a topic of contention in certain circles with the recent recirculation of Taylor Brownlow’s essay ”Are Dashboards Dead?”.

While I’m of the opinion that no, dashboards are not dead, they have been undeniably overused and often misunderstood, with a disconnect between a dashboard’s actual function versus our perceived function of them. 

Why is there dashboard fatigue?

Many of us have experienced dashboard fatigue, and rightfully so. As businesses, how many dashboards have we commissioned that were never fully utilised, if used at all? The answer is too many.

The reason for low engagement isn’t the fault of the humble dashboard, but rather that a dashboard was never the appropriate solution for the end user, or its design wasn’t tailored enough to the business use case.  

When faced with a business problem requiring data insights, we often jump straight to dashboard creation. However, there are many other solutions that can be tailored to deliver data insights, such as concise reports and static presentations. With an increased understanding of where dashboards fail, the conversation has shifted to questioning their relevance altogether.  

So, what place do dashboards still have in businesses, and how can we better understand where they excel to drive improved outcomes? 

What potential challenges may arise with dashboards?

There are many instances where dashboards may be less effective or complicate matters for businesses, and other methods provide a better solution. Instances may include: 

  • When the user needs a concise answer to a question:
    Dashboards require interaction and exploration, which can be time-consuming. If a stakeholder needs a straightforward answer, a tailored report is more efficient.  
  • For business specific, niche questions:
    Not every level of enquiry warrants the resource-intensive creation of a dashboard. For narrow, targeted questions, simpler reporting methods suffice. 
  • One-time insights:
    Dashboards are overkill for static data projects, such as measuring the success of a single transformation. In these cases, producing a well-crafted report or presentation is more resource-efficient. 
  • If the data is exported for analysis:
    If users regularly export dashboard data to manipulate it elsewhere, it’s a sign that the dashboard doesn’t meet their needs or wasn’t necessary to begin with. 

When might dashboards be the right solution?

Company-wide reporting platforms

Dashboards provide a unified view of performance across teams, offering consistent delivery of insights to aiding faster decision making, customisable filters for views specific to each business unit, efficiency in distributing insights without the need for manual reporting and increased data accessibility through data visualisation. 

Regular cadence reporting

For tracking ongoing metrics such as daily sales, customer trends or campaign performance, and measuring progress against targets, dashboards provide updated insights without the wait. 

Exploratory analysis

Whenusers want to discover patterns, relationships or unknown trends within the data, dashboards allow for interactive interrogation. These tools are especially valuable for data-savvy end users, enabling self-service exploration without requiring an analyst’s intervention. 

Monitoring ongoing initiatives

Dashboards are excellent for tracking live projects or recurring business processes, offering real-time visibility into performance. 

The future approach for dashboards

With the above in mind, we’re moving to a more informed approach where dashboards are no longer a tiresome, default solution, but a carefully considered tool.

The future isn’t about abandoning dashboards, but about being intentional and strategic in their creation and deployment. The key is facilitating dashboard creation in a way that adds tangible value and is thoughtfully configured to provide meaningful, actionable insights that empower decision making. 

How CACI can help

At CACI, we work with you to deliver the best solutions for your analysis needs. Our extensive experience in successfully implementing dashboards across diverse industries highlights several key scenarios where dashboards have proven to be highly effective.  

Whether it’s creating a bespoke, one-off report or developing a suite of comprehensive, customisable dashboards, contact us to find out more about how our user centric approach and industry expertise can help you gain meaningful analytics that will drive strategic business outcomes. 

Refreshing Scrum with the Ball Point Game

In this Article

On a recent programme development day, Phil Ballard, one of our award-winning Scrum masters facilitated the Ball Point Game. This is an industry-known Agile game which is usually run as part of an introduction to the Agile ethos for those keen to follow the Scrum methodology. 

Despite CACI having teams that are highly experienced in Scrum, we still found this activity to be useful not only as a “going back to basics” session, but also from the several other lessons learned from our own adaptation. 

Ball Point Game: basic overview 

Teams of eight are formed, with each team collecting a bag of balls. 

Within an Iteration (of which four take place), teams pass as many balls as possible among team members, with each ball passed scoring the team a point. Teams must adhere to the acceptance criteria of each ball being touched at least once by every member, each ball returning to the same person who introduced it into the team, each ball having “airtime” as it moves between team members, lost balls being fetched and re-entering the team where it left and dropped balls not being re-introduced into the system.

During each Iteration, teams will have one minute to talk among themselves and two minutes to perform the ‘Objective’. Prior to each Iteration, an estimate for the number of balls expected to pass through the team within the next Iteration is predicted. 

Team members taking part in the Ball Point Game, as a way to learn Agile methodology in an easy manner

CACI’s spin on the Ball Point Game 

Considering teams are already experienced in delivering in scrum, we made things more lifelike by introducing additional requirements in Iterations 3 and 4: 

  • The balls are being sold in packs of ten, with at least one of them being green. 
  • All balls must continue to gain height as they are passed through the team. 

After all, what’s software delivery without a stakeholder wanting to change their mind? The idea behind these rules was to break the established process, force change and to see what behaviours the scrum-experienced professionals would exhibit. 

Team members taking part in the Ball Point Game, as a way to learn Agile methodology in an easy manner

Ball Point Game goals

The Ball Point Game’s ultimate goal was to teach participants the value of continuous process improvement through basic agile principles using the simulation of an agile production process, including: 

  • Teamwork/shared goals 
  • Retrospectives/problem-solving 
  • Planning 
  • Estimating based on experience. 

All processes have a natural velocity. To speed things up, it is often not a case of working harder or faster, but a case of changing the process. 

Key takeaways

After all Iterations were complete, we discussed the results and asked teams to contribute their experiences with the following questions:  

  • Which Iteration felt as though it was the best/worst? 
  • How important was the retrospective between Iterations? 
  • What changes did you make? 
  • How did the team make decisions – did anybody take charge? 
  • Were all ideas heard within your teams? 
  • Was there anything notable in determining your estimates? 
  • Were improvements made by working harder or faster? 
  • Did you observe/experience anything else of interest? 

With the additional requirements added: 

  • Iterative development is also based on learning from the live product and adapting to what the customer and end user needs. 
  • Without anything being live, there is nothing to learn from and no way for the product to adapt. 
  • Sprint teams must adapt to estimating with new requirements versus estimating on a known repeatable task. 

Additional findings from the teams

  • The short timings of Iteration planning, along with the input of additional requirements, seemed to force an intensity. This, in turn, forced out several negative behaviours that we have not experienced on the programme, however, recognised within this competitive environment. 
  • Low sprint commitments despite the team feeling it was a known task. 
  • Sprint teams stopping when hitting commitment as there was an assumption that the game goal of the exercise was to have a stable velocity. 
  • Argumentative behaviours exemplified (not the usual collaborative approach we usually see). 
  • A competitive nature towards the other sprint teams, prohibiting the sharing of lessons learned. While the rules never stated they were against each other, it was inherently assumed when splitting participants into teams and asking them to perform the same task. 

On a more positive note:  

  • Many questions were asked about the requirements, with a focus on what the user/customers’ needs and problems were 
  • Looking outside of the team for improvement inspiration despite its interpretation as spying. 
  • Reflection on what we do in practice versus the theory/Agile beliefs 
  • Great discussions around the overall value of sprinting and iterative delivery. 

If you wish to find out more about the Ball Point Game or run it yourself within your programme or teams, please get in touch. 

Get ahead with CACI: Unlock the power of AI and ML in your CRM

In this Article

Setting the stage for AI and CRMs

The field of Machine learning and AI has evolved rapidly in the last few years, especially in fields where large quantities of data and quick response times to queries are crucial.

But given lots of these techniques and methods have been around for a much longer period, why has it taken so long for other industries outside of small start-ups and ambitious tech giants to leverage these methods in similar ways? 

CRM is an essential component of any company’s strategy. The ability to communicate with and understand customers is more important than ever due to the low barriers to entry in highly competitive global markets. Companies have only brief moments to convince customers that they are the right choice for shopping, spending time, or engaging. Optimising these initial and subsequent contacts is paramount to success. 

Beyond just expanding your customer base and attracting new clients, CRM is vital for any company’s retention strategy. The most advanced cutting-edge models in the world are utterly useless if we don’t know how to activate and capitalize on the value they represent. 

ML foundation for CRMs

In the CRM space our main goals are increasing consumer retention or spend, and we do this via figuring out the most effective ways to communicate with people. This can be broken down into when to speak to them, how to speak to them and why to speak to them.  

Recommendation engines lie at the core of many of these architectures, models that are designed to figure out what you want before you even know you want it. Broadly they work by looking at the kind of customer you are, then at customers like you, then finding things that they’ve bought recently that you haven’t.  

You can even simplify this down into just looking for customers who have an identical purchase history to you. Maybe a laptop you can buy on Amazon doesn’t come with a charger, so commonly when people buy this laptop their next purchase is a charger (You can often see this simple logic in the “People also bought” section of Amazon). But even these simple implementations are incredibly powerful in some ways, an educated guess is always going to be better than a random one. 

So how do these methods relate to CRM? Well, the general structure can be pulled away and applied to any subject.

When we think about how to engage with a customer, we’re going to look for ways we engaged with similar customers and how these performed. The customer who likes Sabrina Carpenter will probably need to be spoken to in a different way to the Motorhead fan. 

This is simple stuff, right? Well exactly, but it’s a method to show that the underlying AI processes in these platforms aren’t really all that complicated – there’s a lot of room for improvement especially when implementing bespoke solutions with larger data sets.  

The next (generative) step  

So, we already have ML methods that can tell us when and why to talk to people, great! But what’s the next step? 

All that’s left of our final stage is how to talk to them and what to say, stages which can and are currently being revolutionised by the advent of enterprise grade Generative AI. 

A current pipeline for devising CRM processes may involve creating template communications that are then populated with more specific information, for example customers in a certain segment defined by age and tenure are assigned one template and differing segments are shown another. 

This approach can be time consuming if it needs to be completed for each campaign, and may miss a level of personalisation that people will respond to, feeling as though each message is tailored to them rather than being an email blast they just happen to be caught up in. 

Skilled AI engineers armed with LLM’s can create a unique voice for each consumer, ensuring that quite literally all communication they will ever receive are exactly personalised to them and their engagement habits with your brand. 

Imagine attempting this even a few years ago, assigning a team of people to trawl through millions if not billions of rows of data to ensure that each customer got the perfect messaging for them would have been completely impossible. 

In practice this level of granularity in communications is probably unnecessary but it speaks to the potential these models have in this space – the sky truly is the limit. 

Even starting off small with these steps, giving a small part of a communication a generative component, allowing for large scale A/B testing and continuous model training, the effectiveness of these comms will improve over time. 

Freeing this time up from your CRM team will give them more time to tackle more involved problems that can’t be automated. 

If you need help on this journey for a better CRM, contact us here.

How local authorities can use route optimisation for Home to School Transport (HTST)

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At a time when budgets are under so much pressure, facilitating Home to School Transport (HTST) efficiently has never been more important. Millions of pounds are being unnecessarily spent on passenger transportation, with limited efficiencies or cost-cutting initiatives in place through a lack of supporting technology or tools.

With spiralling costs, tightened budgets and limited capacity, local authorities are struggling to delivery their statutory obligations. So, what can be done to save costs while optimising HTST capabilities?

Most substantial challenges local authorities face with Home to School Transport (HTST)

  • SEND costs are set to triple to £1.125 billion over the course of a decade, according to the Isos Partnership for the County Council’s Network 
  • Havering Council is spending £6.5m per annum on transporting 420 pupils, resulting in £2,500 per pupil 
  • Birmingham City Council is currently spending £19.4 million on transporting vulnerable children to school  
  • Norfolk County Council is spending £40m to arrange buses/taxis for 4,100 children with extra requirements, or more than £9,700 per child. 

Local governments must find ways to:  

  • Efficiently plan routes buses to minimise contracts and private taxis
  • Deliver safe and reliable service to pupils
  • Ensure safeguards are in place to protect vulnerable pupils
  • Establish communication with parents, schools and councils
  • Offset increasing council deficits through efficiency savings.

What CACI technology solutions can help local authorities overcome these challenges?

Pin Routes: Route planning & optimisation

As a next-generation route planning and optimisation software, Pin Routes helps local authorities plan and optimise routes for school transport. It is cloud-based, scalable software that features advanced algorithms and a state-of-the-art user interface, with functions including strategic analysis and static (periodic) and dynamic (daily) planning.

Pin Routes considers the individual needs of each child, special school requirements, vehicle capabilities, provider capacities and driver skillsets to help achieve lower costs and carbon emissions.

Pin Live: Live route management

This live route management software ensures all parties stay informed in real-time, giving parents and schools peace of mind with up-to-date information, keeping local authorities in control and simplifying the process for drivers and service providers.

Acorn: Consumer segmentation

CACI’s consumer segmentation tool, Acorn provides demographic, lifestyle and behavioural insights of pupils. Acorn unlocks detailed insights about families’ financial backgrounds which can be used to determine those pupil households who could contribute towards transportation costs.

Access to this data equips local authorities with additional capabilities to better assess pupils’ eligibility for school transport while at the same helping the Council to meet with its statutory obligations.

Longer-term benefits local authorities will enjoy with CACI’s data and technology solutions

Saving operational costs:

  • Councils will have more time to effectively plan at a strategic level
  • Vehicles can complete more tasks
  • Pin Routes will ensure councils can undertake ‘what if’ analyses for future scenarios to uncover and implement strategic efficiencies
  • Inputs can be scaled up and higher volumes of transport can be supported each year.

Improve efficiencies: 

  • Planners and schedulers can prioritise journeys quickly, effectively and on a regular basis
  • Transport providers can take the most effective routes between homes and schools to save on fuel, mileage and drivers’ hours
  • New tasks can be imported as they are booked and teams can pick these up as part of their existing plans, ensuring the right tasks will be prioritised.

Improve ESG and resident-centric operations: 

  • Councils can be confident in delivering a consistent service to residents
  • Journeys will be made efficiently, reducing the spend on fuel and vehicle maintenance. Monthly cuts in CO2 emissions will also be recognised.
  • Enhanced scheduling and routing will increase driver and resident satisfaction as journeys are prioritised and optimised.

CACI is already a trusted data partner to the public sector and has a proven track record of delivering cost-effective, sustainable logistics solutions to organisations within the private sector.

Whether through our innovative software and communication technology like Pin Routes, Pin Live and Acorn, our expert consulting services or our innate public sector knowledge and experience, we are committed to supporting your organisation in achieving its goals.

For further information on how CACI can help transform your route optimisation operations, please register here.

Environmental sustainability in business: importance and impact

In this Article

Key issues for countries and the businesses that operate within them to address in terms of climate change unfolded at the recent 28th UN Climate Change Conference (COP28). These issues urge immediate and significant action to be taken on fossil fuels and clean energy, national adaptation and climate finance, methane reduction, land use and more.

What does environmental sustainability in business mean?

Environmental sustainability in business is the operation of a business that does not compromise the environment. A business that has considered environmental sustainability prioritises the environment’s best interest, with society and its ecosystems coming before making a profit. It involves responsible decision-making that minimizes carbon footprint or waste while simultaneously improving the quality of life for humankind and the natural world alike.

Unfortunately, however, operating businesses as usual has had an increasingly detrimental impact on our planet. According to the latest State of the Global Climate report by the WMO, 2023 was the warmest year on record at about 1.4C,increasing pressure to shift their operations to more environmentally sustainable practices. This inevitably causes businesses to consider—where do we start? How do we begin making a difference?

What is the importance of environmental sustainability in business?

According to an article published by Maryville University, businesses that do not act responsibly will result in “the majority of many species not surviving past the 21st century”, reiterating how critical it is for businesses within every industry to take part in improving their environmental surroundings.

Although companies have a way to go before fully grasping the repercussions of ever-growing carbon footprints, those willing to tackle this challenge early on will get a head start on reshaping perspectives and realities.

Environmental sustainability in business practices

Businesses can rely on the three R’s– reduce, reuse and recycle– to begin reducing their environmental impact. However, there are several other examples of practices that businesses can incorporate into their operations amplify their reduction, including:

  • Life cycle assessments
  • Designing environmentally friendly products/services
  • Optimising product efficiency
  • Decreasing supply chain carbon footprint
  • Re-evaluating CSR (Corporate Social Responsibility) expenses

Benefits of environmental sustainability in business

Reduces the impact of business costs

While the cost-of-living crisis is skyrocketing, improving the energy efficiency of business operations and decreasing waste will go a long a way in bracing for the impact of unexpected business costs. Using more energy efficient lighting or reusing existing resources can be quick-fix solutions for lowering costs.

Improves a business’ reputation

Environmentally sustainable businesses are viewed as a plus, and companies are eager to highlight this fact. Companies that can go “green” show that they’re serious about making a difference in the environment and are interested in more than just profitability. Businesses that can market themselves and develop their identity around their commitment to the betterment of the planet will notice incredible results in terms of their reputation.

Group of people in front of icons representing sustainable development goals and environmental technology

Who is responsible for improving environmental sustainability in a business?

Businesses have been expected to pave the way towards environmental sustainability due to their notably significant contribution towards polluting the environment through waste, gas emissions and plastics generated. The responsibility does not necessarily begin with one individual within a business though– employees at every level of the business must work together to bring about change. A few examples include:

  • Business owners and leaders: Business owners and leaders are typically capable of leading strategic decision-making that influences the wider business. They can develop effective sustainability strategies and initiatives that have the power to change policy and induce change.
  • Business managers and supervisors: Managers and supervisors can supply valuable insights due to their more hands-on roles. They also typically have different perspectives and understandings as to how to improve business sustainability.
  • Employees: Employees can supply valuable contributions when encouraged to voice their opinions and concerns on how the business can become more sustainable.

Impact of environmental sustainability in business

The Department for Business, Energy and Industrial Strategy is striving to reach net zero carbon emissions by 2050. It’s going to take strong leadership, business-wide alignment on operations and an engaged corporate culture to successfully execute and maintain environmentally sustainable business practices. Businesses that start addressing these issues and challenge existing business processes will find themselves making a breakthrough towards becoming more environmentally sustainable while protecting the world around them.

How can CACI help you overcome these obstacles?

Our newly developed Mood Environmental Hub helps track all of your assets across multiple geographic locations and assess the environmental impact of your business.

With a single click, users can drill down from multi-site, business-level functions, to departments or even individual teams to determine asset types and locations, enabling a quick assessment of priority focus areas for improvement. It can also visualise existing data through user-friendly dashboards that show carbon impact, consumption and cost at an enterprise level.

The advanced modelling feature also outlines potential improvements, indicating ROI and carbon reduction impact. Additionally, you can easily check performance against carbon commitments such as Social Value through the initiatives tracker.

Producing carbon reduction target tracking reports or modelling for a business case is now a click away – to see how it works, you can book a demo here.

 

Have you got the right people performing the right tasks?

At its most prosaic, competency management is simply a matter of ensuring that someone is adequately qualified to perform a role in your business. Basic things such as degree certificates and driving licences, where necessary, are straightforward to validate and highlight the competency of someone for a role. In industries where ongoing qualifications and re-training are required, however, competency management can be an altogether more challenging task.

Ongoing competency assessments are common in a lot of sectors. They can be things like regular eyesight checks for transport operators such as bus and train drivers, through to ongoing checks into the abilities of inspectors across various fields. How do you keep a track of when these tests are due and when they have been fulfilled?

A lot of records are maintained online. It is possible to verify the status of someone’s driving licence with the DVLA, for example, which makes basic checks very efficient and straightforward. For obvious reasons, firms which require that someone holds a valid driving licence in order to work for them would need to check this, then make a record of the fact that they have checked this. The risks in failing to fulfil such basic competency management checks are vast.

Similarly, criminal record checks are conducted easily online, which are something some companies will run on employees, especially where they are involved in care industries – it would be crazy not to check someone’s background before hiring them as a worker in a nursery or in the education system.

That is competency management that we are all familiar with. But what else can competency management unlock for firms? Where you have a multitude of employees, collating information on their backgrounds, qualifications and career paths can help you realise efficiencies in your processes by best placing them to conduct tasks which best fit with their competencies. This can be incredibly useful in assessing your existing workforce to cover for short- and medium-term shortages in personnel.

To use transport as an example, if a bus operator is experiencing staff shortages due to illness (a pertinent point during Coronavirus times), it makes sense to explore which of the remaining drivers has experience of the routes affected. Utilising a more experienced driver to cover gaps on a route makes more sense than using an inexperienced driver who would need to familiarise themselves with the route.

This has added implications for the drivers themselves, too. We have covered previously the alarming pre-eminence of fatigue amongst bus drivers; scheduling them to familiar routes and having a thorough understanding of who is appropriately positioned to drive which routes and when can play a fundamental role in running a safe and effective service.

Similarly, with inspection bodies it’s important that appropriately qualified inspectors are conducting relevant inspections in institutions such as schools and airports. The ongoing competency of such staff also needs to be regularly tracked. If inspections are undertaken by inadequately qualified staff, there can be a lengthy knock on affect. This can be time consuming where inspections are inappropriately marked by underqualified staff and must be re-run.

By having a clear understanding of each employee and their qualifications and experiences, it can make the task of scheduling and workforce management much easier, which in turn improves efficiency and results.

Competency management can play a vital role in ensuring that you have appropriately qualified practitioners in key roles. It can also check that your workforce is being efficiently deployed to deliver your services in safe and timely fashion. With the use of the right tools, it can go beyond the basic and help inform future work patterns, keeping the right people in the right places, undertaking the right tasks.

Technology helps reduce waste for consumers and businesses

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There’s a long way to go, but innovative technology is proving key to tackling waste on the global scale needed to protect our planet.

Waste doesn’t just mean physical deposits into landfill. It’s also about overconsumption and excess, from squandering energy or making unnecessary journeys to wasting water or making needless purchases, even if they are supposedly environmentally friendly. Environmental campaigners promote the mantra ‘reduce, reuse, recycle’ – if you can avoid demanding, producing and discarding an item in the first place, that means there’s less need to resort to recycling as a third best option.

The will to reduce waste is there and growing among consumers. But they need easy and affordable ways to choose low-waste lifestyles and products. Businesses, governments and service providers are stepping up to the challenge of becoming more efficient and sustainable to enable large-scale change. Everyone’s looking to technology for ground-breaking, digitally enabled approaches to waste reduction.

Convenience is key for consumers to prioritise waste reduction

Phone apps can help consumers to manage their waste. Waste processors like re3 have developed apps that provide information about recycling facilities and let people book visits to recycling centres. Local authorities have developed app-based incentives: in Nottingham, residents can earn points and prizes through the Green Rewards scheme by reducing waste with simple actions, from turning off lights to using public transport or recycling responsibly.

Capsule coffee machine owners can arrange free recycling collections for their used capsules through apps or on websites, making it easy to return rather than binning old capsules from brands including Nespresso and Dolce Gousto.

These are encouraging schemes that help avoid waste going into landfill. But there’s scope to use apps and consumer tech to prevent the creation of waste in the first place. The Scrapp app goes further, giving consumers information about the CO2 they save with each responsible recycling action and helping them reduce waste by understanding the carbon footprint of household items, so they can choose better to waste less of the planet’s resources. It also offers a reward scheme.

Apps help promote reuse as well as recycling

Using more reusable containers within a genuine circular economy, rather than recyclable ones, would cut down on production. Supermarket deliveries might arrive in sturdy bags or crates that consumers would retain until the next visit or drop off at a collection point. Applying tracker device technologies (similar to the Tile or AirTag) could make this viable, avoiding loss and theft and making sure customer deposits were refunded accurately and promptly.

This technology can also work for grocery goods bought in-store in reusable containers. Tesco and Loop have been trialling reusable containers for groceries through an app that manages deposits and refunds.

The UK recycling rate for waste from households was 46.2% in 2019

Better planning and analytics help transport organisations cut fuel waste

Commercially and on a much larger scale, technology solutions are helping businesses reduce their consumption of resources, from designing products to use fewer raw materials to cutting down on the energy needed for operations and services.

CACI’s Real-Time Airport system is helping customers in the aviation sector reduce fuel usage. By optimising aircraft movements through algorithms and analytics, Heathrow airport can delay planes starting their engines and cut down on the time they spend queuing before take-off with the engines running.

This has created a massive 10% overall reduction in taxi times at Heathrow – that’s a significant benefit to the environment through reduced fuel burn as well as a better experience for air passengers.

Data modelling can make waste reduction a key factor in overall strategy

Increasingly, organisations will use advanced modelling and simulation to understand the impact of their actions on waste generation. Building in energy and carbon consumption to business models means that companies can shape their strategy and prioritise their activities to minimise waste.

Rapidly evolving artificial intelligence and machine learning capabilities can process more and more detailed and subtle information and show in depth the full range of consequences both for waste generation and wasteful use of resources. Companies can promote their low-waste approaches to customers and show the evidence behind their choices. It’s a more innovative and proactive approach to doing things very differently, rather than trying to reform old, wasteful ways of operating.

Digital convenience is key to influencing behaviour and sharing information

Apps, devices and websites use the power of digital media to raise the profile of waste-reduction and nudge consumers into making better choices. Apps like Nest provide information about heating costs and energy consumption then optimise energy usage throughout the day, cutting down on waste in gas and electricity. Utilities companies provide and connect digital smart meters, giving consumers real-time information on resource consumption so they have the power to change their habits to reduce bills and therefore usage.

Community websites and apps (such as Freecycle and Freegle) for passing on consumer goods and appliances locally give consumers a quick way to get rid of unwanted items or meet a need without buying new.

Private messaging protects privacy and means people don’t have to share their address until they’re sure the other person is genuine.

Carrie Johnson and other celebrities have raised the profile of fashion hire through platforms like My Wardrobe HQ, making it cool to rent an outfit for a smart occasion rather than buying new and discarding outfits after one or two wears. High quality digital photography and easy booking through online apps create a frictionless experience that high-end consumers are willing to embrace.

Using fuel more wisely and optimising electric vehicle transit

In travel and transport, ridesharing and public transport e-ticketing and information apps make it easier for customers to travel conveniently without needing to run their own vehicle, cutting down on private fuel usage.

Home delivery services operated on fast and efficient digital platforms cut down on individual journeys to the shops. But they have driven an explosion in courier and commercial delivery services, adding to urban congestion. Leading delivery networks already use logistics technology and data to optimise the efficiency of their delivery fleets, selecting the best routes and delivery sequences to cut down on fuel usage. As electric vehicles become more commonplace, adaptive software is key to planning routes that factor in battery life and charging times.

Reduce and re-use first and second

Recycling is good, but reducing and reusing are better, when it comes to waste reduction. Consumers and businesses are both tapping into the power of digital apps and data analytics to inform themselves and adopt new approaches that cut consumption of goods and resources.

Already, organisations can achieve substantial reductions in energy consumption and wasted materials by optimising their processes and harnessing technology to eliminate inefficiencies across their operations. Digital innovation makes it possible to combine this approach with user-friendly apps and websites, so it’s easier for customers to understand the impact of their choices and to consume and waste less.

If you’d like to know more about optimising processes and energy efficiency through data science or developing waste-reducing digital services and tools that meet current consumer needs, talk to the experts at CACI.

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Three opportunities in Food Box delivery

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Looking back at 2020 and we can clearly see that some sectors experienced a lot of pain while others have thrived and grew hugely in demand. A black swan event like a pandemic could not have been predicted, but even before that a shift to online shopping was gaining momentum for years.

Last year businesses that were digitally native have fared a lot better than those that relied purely on the physical presence in neighbourhoods and high streets. In Grocery we have seen propped up demand across the board with the unfortunate shut down of the leisure sector, but online delivery and local convenience channels have done especially well.

Food box delivery concept is driven by three big trends in grocery sector, a demand for convenient solutions, personalisation and being able to transact online. This offering has been a part of the grocery channel for a while but has really showed how uniquely valuable it is in 2020.

Our recent consumer survey suggests that in 2020 16.5% of respondents ordered a food delivery box and 56% of those who use food boxes order at least fortnightly. Operators that were able to scale up the delivery infrastructure won big in 2020, gaining that initial share of the market.

We can now see how the competition in the space is intensifying, food box delivery operators are working hard on differentiating the offer and capturing the desired section of the market. Food box delivery services are now serving a variety of consumer needs, from routine grocery top ups, to value boxes, to unique dining in experiences.

2021 has already seen Morrison’s move into this space with £30 food box offer targeting families, Booths launching its ‘Let’s Cook’ boxes and Parsley Box securing over £5.2m to expand and target baby boomers.

It is clear that food box delivery services will keep growing in importance in 2021. from our recent shopper survey, we know that 18% of customers plan to use food delivery boxes more in the next 12 months with this jumping to a quite extraordinary 31% in London showing the regional variation in demand for food boxes.

It should be acknowledged that different shopper types have different demands and criteria of choice when it comes to choosing whether to use a food box and who to purchase from.

For example, the grocery shopper type Families on a Budget who are larger families with multiple, often younger, children living at home plan to use more delivery boxes going forward than the UK average. They typically shop at retailers such as Morrison’s, Asda and Iceland so Morrison’s new family food box offering will have great appeal to these shopper types.

In contrast younger, affluent shoppers are seeking health-conscious choices and inspiration in their decision to purchase a food box leaning to brands such as Mindful Chef to fulfil this mission.

Three challenges for the food box delivery sector to solve in 2021

The pandemic has undoubtedly caused a surge in demand as we seek alternative ways of both treating ourselves whilst restaurants are closed and getting our groceries whilst supermarket visits are kept to a minimum.

In fact, 38% of those ordering food delivery boxes said one of the main reasons for doing so was to avoid going to the supermarket. The next 6-12 months will be crucial for companies looking to grow a loyal customer base to emerge as a larger sector at the end of the pandemic.

As the risk factors of supermarkets begin to decrease food box delivery companies will need to tackle a number of obstacles to remain successful. Here are the three main areas to focus on to drive further growth in the sector in 2021:

Laser focus on customers

Customers desire personalisation and food box delivery companies are in a unique position where they can engage with customers and really understand what ingredients they like or dislike and manage the future interactions better. Real brand growth happens when new customers are added to the brand.

Finding new customers and knowing how to tailor your communications will be the winning recipe. But before finding new customers it is important to understand who exactly your current customers are, where else they shop, what brands they like and what is important to them.

Utilising the right technology to stand out and deliver intuitive customer experience

The world of customer data platforms and CRM systems is ever changing and to be at the top, companies need to upgrade and stay relevant. Modern solutions allow you to manage the customer data in real time, analyse campaign impact and code up new customers as soon as they have made a first purchase or inquiry.

Customers stumble across different parts of the journey, for example not checking out at the last moment or not finding the right product or promotion. It is important to have a tailored communication stream with those customers to convert them in to the first sale while keeping the acquisition costs low and to ensure the repeat purchase happens.

Keeping delivery costs low and serving customers in the most effective manner

Saving money and time on the very expensive logistics side of the business will allow for great ROI and ability to direct funds to customer acquisition and loyalty building. Effective route planning, holding the best-in-class datasets on addresses and providing precise instructions to delivery drivers will be one of the factors that differentiate the market leaders with runner ups.

Food box delivery is an extremely exciting space to be in and the market cap of this sector is expected to grow, however, like in any growing sector it attracts new entrants and the attention of large retailers and FMCG players.

Competition intensifies and with more than 20 players in the market some consolidation is imminent. At CACI we can help tackle the big three challenges that are now in front of the sector, building a strong customer understanding and growing organically through customer acquisition, getting the most out of complex data platforms and saving time and costs on logistics.

If you are interested in tackling the above challenges and outcompeting in the crowded space, please get in touch as we have developed unique solutions to unlock growth in the sector.