In the course of establishing a market adoption taxonomy for Staxxon – figuring out the hierarchy of decision making for market adoption of Staxxon’s technology – we found that people, organizations and things related to supply chain management always appeared at the top of various lists.
While Staxxon’s shipping container technology will get licensed and manufactured by container and equipment manufacturers as well as end users like ocean carriers, the most influential party in terms of driving initial market adoption seems to be the company or “shipper” that is moving cargo in a container and paying the container freight invoices. The shipper, referred to as a beneficial cargo owner (“BCO”) in the trade, is a key supply chain and logistics decision maker or influencer.
Sometimes the shipper is effectively one step removed from containerized logistics booking decisions because the shipper uses the services of a third-party to aggregate and manage containerized logistics and related inventory management decisions. This means 3rd party logistics companies (3PL) or non-vessel operating common carriers (NVOCC) are acting on behalf of the shipper. In other cases, a BCO manages containerized freight booking through a booking aggregator like INTTRA who in turn books the freight with an ocean carrier.
The layers of intermediaries involved in containerized freight bookings and workflow makes answering the critical “who is your customer” question challenging for a logistics startup like Staxxon.
Once we built our initial market adoption taxonomy, the next step was deciding which issues or trends in supply chain management were most relevant to Staxxon’s prospective BCO customers and the various intermediaries who act on behalf of shippers.
Here is a list of 5 supply chain questions that Staxxon is addressing in order to drive engagement and get traction from BCOs and the intermediaries:
1. Where does Staxxon’s technology create new value across supply chains in terms of differentiated product and service offerings? How does Staxxon’s technology help strengthen the base of most supply chain pyramids?
2. How can Staxxon help shippers respond to data from emerging supply chain operating networks and related collaboration where cloud-based applications, mobile and closed-loop social networks are replacing thousands of 1:1 vendor and logistics relationships with real-time networks that scale and enable faster decision cycles?
3. Where can Staxxon help shippers, containerized freight booking services, 3PLs and NVOs differentiate themselves in terms of competition? What are the potential competitive advantages if shippers use Staxxon’s technology to eliminate and reduce empty shipping container moves and lifts?
4. Where can Staxxon help shippers manage supply chain risks beyond reducing containerized logistics cost? What are the top corporate social responsibility, sustainability and environmental issues for supply chain managers that Staxxon’s technology can address in terms of actively managing or reducing risk and exposure?
5. Who are today’s supply chain innovation leaders that are willing to take some risks with a startup in order to get near-term benefits from applying Staxxon’s container technology to their supply chain planning and operations? Should Staxxon focus on 3PLs, NVOs or booking aggregators like INTTRA who work with smaller containerized freight shippers? Or should we focus on the large beneficial cargo owners – shippers – who work directly with the carriers.
In future posts, we will share our current answers to some of the questions. In the interim, let us know if you think we are asking the right questions.