Foodservice equipment distribution
They scoped it at seven months. It took three to four.
TriMark USA is a $2.4B kitchen equipment and services company. It looked at several consulting firms, including national ones, and chose NT for a network analysis it expected to take seven months.
- Who
- TriMark USA
- Revenue
- $2.4B
- Timeline
- 3–4 months, scoped at 7
- Scope
- Network analysis
What was going on
TriMark's freight network had a lot of moving parts: many lanes, carrier relationships and service requirements. A freight spend report could tell leadership what had been paid. It couldn't say why, or where the network could be designed better.
What mattered to us is that we had someone who not only had the expertise but that knew our industry vertical and that had a track record of pragmatic success.Terry O'Brien · CEO, TriMark USA
What we did
- Freight cost broken out by lane, customer requirement, service expectation, carrier mix and accessorials
- Carrier and mode mix reviewed lane by lane
- Customer and destination requirements tied back to what they cost
- Network design scenarios modeled
- Opportunities ranked by priority and category, then carried into dashboards for leadership
What changed
| Measure | Result |
|---|---|
| Scoped timeline | Seven months |
| Analysis completed | Three to four months |
| First signs of progress | Within the first month |
| Deliverable | Dashboards leadership could act on, and a ranked plan |
What stood out to me about NT's analysis was just how pragmatic and how turnkey it was. It was easy for my team to understand the results and the recommendations because everything was delivered in our vernacular.Terry O'Brien · CEO, TriMark USA
Why it worked
TriMark's team worked alongside NT's analysts the whole way, so the findings came back in the terms TriMark's people already used. Asked to sum up the engagement in one word, Terry O'Brien said “Credible.”