The ability to be more agile while improving the digital engagement of customers are two of the major changes for the waste and recycling industry caused by the current Covid-19 crisis. This is evident from a comment from Jimmy Martin, CEO and co-founder of the AMCS Group in a webinar hosted by Waste360 titled: 'Technology: successfully using it as a true differentiator between ok and good business'.
AMCS is the global leader in industry-specific software for the waste and recycling industry currently operating across 2500 customers. The integrated end-to-end IT system seamlessly automates all operational processes and enables companies to drive efficiencies, reduce costs, and increase turnover and margins while at the same time lowering their environmental impact.
- AMCS CEO Jimmy Martin is one of the speakers in the webinar 'Technology: successfully using it as a true differentiator between ok and good business’
- Two of the major changes for the waste and recycling industry caused by the current Covid-19 crisis are the ability to be more agile while improving the digital engagement of customers
- As a result of Covid-19 due to its scalability, flexibility and cost reduction moving to SaaS and cloud is definitely high on the agenda
- To drive cashflow positively and increase margins it is all around automation and to do so AMCS has to be digitally connected with customers
- The main important goal is to execute the journey to roll out the new generation software in phases while at the same time making it as seamless as possible
- End-to-end automation requires a business change, there is no use of investing in automation without being willing to change behaviours or processes
State-of-the-art software is accessible for all companies
“Nowadays most modern software is very accessible and scalable. That is one of the big changes which happened over the last five years. The ability to service SaaS software from the cloud makes it very accessible to all companies. That lines up with one of the other big changes namely customers expecting digital interaction. It is critical as a response to move with our customers. To drive cashflow positively and increase margins is all around automation and therefore we have to be digitally connected. The idea to increase margins only to improve routes or trucks has moved on. It is now all about being more efficient. With this, being small is almost a benefit because smaller-sized companies can be a lot more agile. Which is important because to drive change, you continuously have to adapt your business.”
Automation is easy and can be executed in phases
“To implement our software platform we would work from depot to depot with the view of bringing siloed processes together as one integrated process across the business. This allows easy automation and centralisation of both dispatch, transport and call centres. It is very important to break the problem or solution down into smaller pieces, while all the time keeping an eye on the bigger picture and looking at how to tie the pieces together and to make sure the business can scale continuously. Since we automate businesses from end-to-end it is quite important to map that journey from starting point to finish. With this, we ensure the overall added value, for instance with automating planning, intelligent optimisation, the intelligence pricing engine automated invoice collection and the use of IoT – the Internet of Things - to exchange data about the fill level of a container. For us, the main important goal is to execute this journey to roll out the new generation software in phases while at the same time making it as seamless as possible.”
The return on investments is 6 to 12 months
“End-to-end automation of waste and recycling companies requires a business change. There is no use of investing in automation without the will to change behaviours or processes. We always advise customers to bring in their key members of the team. Together they can decide what changes will be made to the operations in a way it can be done in a most effective way. For the industry, it is key that the return on these changes is sustainable with at the bottom-line a return on cash flow, improved margins and preventing revenue leakage. At the same time assets are optimised, including both peoples, trucks or plants. I am convinced there is an ample opportunity. It comes all down to the ability of the organisation to change rather than to only invest in technology.”
Technology is the answer to today’s challenges
"One of the things we see as a result of Covid-19 is that due to its scalability, flexibility and cost reduction moving to SaaS and cloud is definitely high on the agenda of a number of our customers. There has been a lot of other changes too since the outbreak of the crises. For instance, business agility came quickly pressurised, especially around routes due to a 50% reduction in the commercial collection in cities like New York and London. As a result, being able to be agile, to change dynamically and to quickly optimise planning and routes intelligently has become a priority. Additionally, cash collection became a huge issue. To collect cash efficiently has been a challenge for a number of our customers. Also another change is happening, namely households expect their waste collector to be digitally engaged which translate for the companies we automate into more digital processes. In the meantime, it is also important for them that they understand the change in customers churning out and coming on, especially how the different ways that can be measured. But certainly, the most important change for business is to be much more agile and flexible. To be nimble is the answer to these changes and technology can do that while staying safe and improving service.”
The AMCS Platform offers a fully integrated and end-to-end portfolio of six solutions to manage the waste and recycling lifecycle, including Enterprise Management, Intelligent Optimisation, Mobile Workforce, Vehicle Technology, Digital Engagement and AMCS Analytics. These industry-specific solutions are developed to support the AMCS Platform strategy focussing on driving revenue growth, margin expansion, operational efficiency and sustainability. AMCS lives up to those words with a product and development team of 200 people, currently investing 20% of overall turnover in product development.