Key Performance Indicators (KPIs)

We supplement the standard improvement programmes detailed in our Quality Assurance manual with a programme of additional initiatives designed to bring about further improvements to our services. We measure success according to a series of Key Performance Indicators (KPIs), which record both quantitative (‘hard’) metrics and qualitative (‘soft’) metrics.
 
In respect of ‘hard’ KPI metrics we use Global Track, our bespoke in-house material management and tracking software system to track, record and report our progress against pre-set targets. Using the integrated and unique KPI report builder, Global Track is able to retain and automatically track pre-set KPIs for any project and for any captured criteria. Reports and targets on a single or collated set of KPIs are made available to users and managers alike to provide real-time information on TGP’s performance on any and all parts of a contract. This information can be used in the structure of continual improvement through our Quality Assurance programs as a benchmark figure for future goals or for direct application against specific project deliverables.  
 
For example, Global Track can monitor our performance in, say, the delivery of containers between defined ports on a given project. In the example report attached, Global Track has been tracking delivery times for containers moving from selected European origins to the port of Fremantle, Australia. The milestones being tracked in this illustration are: cargo ready date to departure date; departure date to arrival at customs point; customs clearance period and, finally, customs clearance to delivered to site date. These periods are compared against pre-set delivery expectations and a report is produced detailing whether we have exceeded, met or failed in meeting those delivery dates.  
 
Results can be used to evaluate where problems within the supply chain may be occurring and allow proactive assessments and changes to be made if necessary. Alternatively, if KPI metrics are being continuously met or bettered then more stringent metrics can be implemented to ensure a constant culture of improvement. The example given is only one way in which data captured with Global Track can be interrogated; the possibilities for KPI reporting are extensive and almost any metric can be used in building such a report.

Outside of Global Track but through our Quality Assurance programs, we also monitor ‘soft’ KPI metrics either specifically for a contract or generally for all of our business units. Common ‘soft’ metrics include:
 

• Knowledge
  Employee training and client satisfaction with expertise is recorded and monitored;
• Service quality
  Timeliness of the receipt of client requested information; whether or not extensions were requested or if it was necessary for the client to ask more than once;
• Contract liaison
  Quality of assistance during any contract negotiation;
• Attention to detail
  Have client requests been executed correctly and in line with instruction;
• Improvement
  Focused on whether our approach is proactive at all times;
• Management
  Quality of liaison between the project manager and all related parties;
• Communications
  Focuses on how easily our employees are available when needed;
• Operations
  In relation to the speed with which shipments are dealt.

To conclude, the primary purpose of KPIs as previously stated is to bring about continual improvements to our services. However, in conjunction with our clients we have often incorporated KPIs, both quantitative and qualitative, into the commercial aspects of contracts. This is done in such cases in order to reward through financial means excellence in our performance, details of which can be made available on request.