如何利用货运数据生成可审计的范围3报告——与迈克尔·伦茨探讨

他们也没有一个统一的视图。

They don't have that single pane of glass either.

他们只能看到欧洲那边的短驳运输，但对海运的情况一无所知，美国那边发生了什么也搞不清楚。

They're seeing, oh, I got the drayage move over here in Europe, and I've got I don't know what's going on in the ocean, and I don't know what's going on in The US.

或者反过来，他们只从美国的角度看，能追踪到自己车队的动向。

Or they're the other way around, which is I give The US perspective, which I can see my own trucks.

你们才是那个能提供全景视图的平台。

You guys are still that single pane of glass.

我觉得现在还没什么处罚措施。

I don't think there's penalties yet.

但如果你觉得这不会变成一个创收的手段，那你可能根本没在关注。

But if you don't think they're gonna turn it into a mechanism to generate revenue, like, you're probably not paying attention.

所以，你能越精确越好，如果连这种关键数据都靠猜测，而实际上有现成的解决方案，而且不同承运商或服务商都会用更低的碳足迹来收取溢价。

So, like, the more granular you can be, and if you're relying just on an assumption for something as critical as that when there's an easy solution but also different carriers or service providers use a minimal carbon footprint to charge a premium.

这很正常。

And it's okay.

运输时间和服务可不是我们竞争的唯一因素。

Like, transit time and service aren't just the only factors we compete on.

我们这条线路的碳足迹更小。

It's like we have this lane that has a smaller carbon footprint.

货主根本没法验证这说法是不是真的。

The cargo owners have no way of proving if that's true or not.

但有了这个，他们就能证明：你承诺的和我实际得到的，并不像你说的那样一致。

But with this, they do have the ability to prove, like, what you sold and what I bargained for wasn't as true as you said.

这让他们在碳排放追踪这个新兴领域掌握了更多主动权，而这个领域在监管层面正变得越来越重要，各地情况也都不一样。

It just gives them more leverage to to own this part of which is like an emerging part of the economy, which is carbon emissions tracking in the regulatory environment, and it's gonna be different everywhere.

是的。

Yep.

我在我自己的播客里经常提到这一点。

And I say this all the time on my podcast.

最大的品牌都知道，他们的消费者希望供应链更清洁、更环保。

The biggest brands know that their consumers want cleaner and greener supply chains.

所以他们并不会一直抵制。

So they are not going to always resist.

总的来说，企业并不希望增加监管。

So generally speaking, companies don't want more regulation.

他们不想多做报告，但很在意客户的需求。

They don't want more reporting, but they are interested in what their customers want.

而客户明确表示，愿意为关注环保的企业和品牌支付更多费用。

And what their customers are saying is we will pay extra for for companies and brands that pay attention to the environment.

这一点我们已经看到了。

We've seen that.

这种趋势其实过去一二十年就开始了，尤其是富裕人群和年轻人表现得最明显。

It's been it started really in the last decade or two, but it's wealthy people for sure are always paying in younger people.

所以，这只是时间问题，迟早会普及到全体人口。

And so it's just a matter of time before it's the entire population.

偶尔也会有人讲，新政府上台后，我们就不关心环保了。

And so every once in a while, someone say, yeah, with the new administration, we don't care about the environment.

别管华盛顿了。

Forget Washington.

先别管华盛顿了。

Forget Washington for a minute.

最大的那些品牌都有可持续发展目标。

The biggest brands all have a sustainability goal.

所以我认为，即使没有强制要求，它们也不会全都抵制范围三排放。

And so I don't think they're all gonna resist Scope three even if it's not forced upon them.

它们还是会说，好吧。

They're gonna still say, okay.

如果我们能合规并展现改进，那就这么做吧。

If we can comply and show improvement, let's do that.

我觉得还有很多公司会问，我怎么知道欧洲的拖运排放是多少？

And I think there's a lot of companies also that say, how am I supposed to know what the drayage was in Europe?

我人在爱达荷州。

I'm in Idaho.

对吧？

Right?

我在爱荷华州。

I'm in Iowa.

我怎么知道这些数据呢？

How do I know with that?

所以我需要像Gnosis这样的公司，他们说：我们有一个平台，能帮你获取这些信息。

So I need someone like Gnosis that says, yeah, we have this we have a platform that allows you to get that information.

我认为对企业来说更难接受的是：我真需要一个只做碳排放的全新软件供应商吗？

I think the tougher pill to swallow for an enterprise would be, do I need do I actually need a new software vendor that only does carbon emissions?

我们在和这些大企业交流时发现，他们已经不再青睐单一功能的解决方案了。

There's a lot a lot of the commentary that we see in talking to these large enterprises is they've moved away from point solutions.

我经常要回答的问题是：你们现在做的东西，一年、两年、三年甚至五年后还会有用吗？

And a lot of the questions I have to answer is, in one way or another, are is what you do today gonna be relevant in a year or two or three or five years from now?

技术发展这么快，过去那种卖单一功能产品的模式已经行不通了，真正的考验就是：你怎么保证你们的产品五年后对我依然有价值？

They just and the way that technology changed and people sold point solutions, that's really the validation metric is, like, how can I ensure that what you work on is gonna be relevant for me five years from now?

这可能是企业高管团队评估任何事项时最常参考的时间序列数据。

It's probably the most common time series that the leadership team at an enterprise would evaluate something.

我们对此有一整套说法：我们可以在某些方面作为独立解决方案存在，因为我们模块化，但我们有长远的规划。

And we have a whole story of that where it's like we're not we can we can be a point solution in certain we're modular, but we have a long term vision.

从根本上说，很多工作是帮助入站物流团队从被动应对转向主动思考，摆脱Excel表格，用更深入的方式为业务做决策，这样它就能成为增长引擎，而不是单纯的成本中心。

And, abstractly, a lot of it is getting that inbound logistics team off their back foot into a more offensive posture to think more critically on behalf of the business, get them out of Excel spreadsheets, thinking critically, and then it becomes like a growth engine, not a cost engine or an enterprise.

如果你已经深陷在这样的环境中，碳排放追踪只会让问题更加复杂。

And I would say carbon emissions is gonna if you're already buried in that same environment, the carbon emissions tracking is only gonna compound that.

这其实没必要。

And it's not necessary.

这完全没必要，还会分散他们本该专注的事——管理运输中的集装箱和库存，推动库存快速变现，而这才是企业真正的命脉。

It's not necessary, and it's gonna take away from what you're paying these folks to do, which is move and manage the containers and the inventory in transit and facilitate the conversion of that to cash, which is the lifeblood of the business.

所以

So

迈克尔，我们之前聊过。

Michael, we talked earlier.

Gnosis 从来不会说：‘我们一群技术人在南卡罗来纳州想出个酷炫方案，现在来告诉你为啥你得买它。’

Gnosis never says, here's a cool solution that we techies came up with in Charleston, South Carolina, and now we're gonna go visit people and tell them why they need to buy it.

你们当初做这个，是因为客户说：‘我们突然得报这玩意儿了，可我们根本不知道咋弄。’

You guys started this because you had customers who said, we we now all of a sudden have to report on this stuff, and we don't know how.

我们得去找顾问吗？

Do we have to go find a consultant?

我们得再买一套软件吗？

Do we have to go buy another software?

我们得专门组个团队，就盯着这事儿吗？

Do we have to stand up another team in our organization that just tracks this?

你们的回答是：不用。

And you guys said, nope.

你们的东西本来就在我们的统一视图里了。

We already have your stuff in our single pane of glass.

我们直接在系统里把 GLEC 的数据叠加上去就行。

We will go ahead and overlay the GLEC in our environment.

所以你不需要再去折腾这些了。

So you don't have to go do that.

这对我来说又少了一桩烦心事，尤其是作为大货主——你们说过，大货主通常都处于被动应对的状态。

And that is just one more thing off my back if I'm a big shipper because these big shippers, they you said they typically are on their back foot.

自从我们有了Visibility Solutions，不只是针对海运，而是从订单到收款全链路的可视性——大概五年前、七年前开始，大家的关注点就全转到了：该怎么行动？

And I think as soon as we got Visibility Solutions and not just for ocean and where you guys are where you guys are from order to cash, but as soon as we got visibility solutions, let's say, five, seven years ago, everything became about now how do I act on it?

该怎么采取行动？

How do I take action?

我不想眼睁睁看着列车慢动作撞上事故。

I don't wanna watch the slow motion train crash.

我想提前阻止它发生。

I want to prevent it.

这其实是我们所有人都想要的。

And that that's what we all want.

我觉得，不管华盛顿那边怎么折腾，我们都会面临越来越大的压力，必须减少排放，尤其是卡车的碳排放。

And I think everybody, regardless of what Washington's up to, we are going to get more and more pressure to reduce, especially trucking emissions.

我觉得我们整个行业都在朝着更清洁、更环保的方向推进。

I think we're pushing our whole industry to get cleaner and greener.

如果我们不主动做，联邦政府也会逼着我们做。

If we don't do it, the feds will.

现实就是如此。

That's just how it is.

还有像加州这样的地方，我上次去长滩，他们就在谈那里严重的雾霾问题。

And then and they even places like California, they just say I was at Long Beach, and they just talked about the smog there.

这真是个大问题。

It's a huge issue.

你知道吗？

And you know what?

我们做短驳运输时通常用的都是老旧车辆，这让问题更严重了，因为这些车就在居民区里长时间怠速运行。

We typically use older vehicles for drayage, which makes it even worse because you got idling old vehicles in their neighborhood.

要是你家附近也这样冒黑烟，你肯定也会更在意。

And maybe if it was in your neighborhood and you had that smog, you'd think more about it.

没错。

That's right.

更隐蔽的竞争格局在于，前十大运输服务商有能力承担改造资产以符合监管要求所需的资本支出。

There's a more insidious competitive analysis to it too, which is, like, the top 10 carrier service provider, whoever, can afford the CapEx necessary to upfit their assets to meet the regulatory environment.

他们很清楚，很多其他公司负担不起这笔费用，这会迫使行业整合，或者让这些公司继续用现有设备做同样的事。

And they know that a lot of the other players can't afford that, which will force either consolidation or for them to use their assets to facilitate the same thing they've been doing.

迈克尔，你说得太准了，每个行业都是这样。

Michael, you're dead on, and this happens in every industry.

我支持资本主义，但通常的情况是，我们有游说者，他们最好的情况也就是去华盛顿，告诉政府我们的顾虑。

I'm all for I'm all for capitalism, but what tends to happen is we have lobbyists, and lobbyists go, I think, in the best case scenario, hey.

我们只是想让华盛顿知道我们担心什么。

Just we wanna be in Washington to let them know what our concerns are.

我完全支持这么做。

I'm all for it.

戴安娜就帮我们处理货运盗窃和其他各种问题的游说工作。

Diana does that for us when it comes to all the cargo theft and all the other issues we're dealing with.

我们有TIA，运输中介协会。

We have TIA, Transportation Intermediate Associate.

我们完全支持他们。

We're all for them.

他们就是我们的游说团体。

Those are our lobbyists.

只求华盛顿别给我们添麻烦。

Just tell Washington not to burden us.

可惜有些大公司请的游说者会说，我不介意和这些人竞争，但A、B、C这些方面，他们和我们规模相当。

Unfortunately, other companies, big companies sometimes, have lobbyists who say, I don't mind competing against these guys, but a, b, and c, I they're my size.

我没法把他们彻底打垮。

I can't kill them off.

但那些底层的小公司，我们完全可以用联邦法规把他们挤垮。

But the guys at the bottom, we can kill them off with Fed regs.

银行业就发生过这种情况。

And we saw it with banking.

你让一家小型社区银行去遵守摩根大通那种级别的监管要求，这简直是个负担。

You burden a small community bank with the regulation that JPMorgan has to meet.

没错。

That's right.

这确实挺遗憾的，但这种情况一再发生——我们看到很多物流行业都在整合，我觉得是因为技术系统的成本太高了。

And it's it's unfortunate, but we have that happen over and over again, which is we we tend to see industries get like, we're seeing consolidation in a lot of logistics companies, and I think it's the tech stack got very expensive.

货物盗窃和网络安全成了必须承担的成本，再加上蒙哥马利裁决对公路运输责任的界定，一下子就把行业推上了加速整合的轨道。

Cargo theft and cybersecurity became a cost, and liability became an issue with the Montgomery ruling on the over the road, and suddenly, there is consolidation on hyper speed.

我在这儿记了个要点，SG。

I wrote down a point here, SG.

这个词大家还在用，但没人真知道该怎么操作。

It's still we hear the term, but people don't know what to do with it.

他们知道这东西要么帮自己，要么害自己，心里清楚得很。

They know that they know they're gonna it's either gonna help them or hurt them.

所以，别再谈什么为地球做正确的事了。

So forget for so forget doing the right thing for the planet.

你想做正确的事，好吸引更多业务。

You wanna do the right thing for getting more business.

你是首席营收官，迈克尔。

You're a CRO, Michael.

我敢打赌，你肯定说过，也一直在说，Gnosis 对环境好，对生活在地球上的人也好。

I'm sure you would love to say, and you probably already do say, Gnosis is good for the environment or good for the people who live on this environment.

谈谈 ESG 的重要性，以及不管有没有 GLEC，你都得报告它。

Talk about the importance of ESG and how you need to report on it regardless of GLEC.

是的。

Yeah.

ESG 这个词涵盖的内容可多了。

For ESG, it means a lot of things.

比如，E 代表环境。

Like, the e is environmental.

S 代表社会。

The s is social.

G代表治理。

The g is governance.

所以它涉及的范围非常广，就像所有优秀的三字母缩写一样。

So it touches, like, pretty much any and everything as any good three letter acronym needs to do.

对我来说，我会想到物流团队。

For me, like, I I think about the logistics teams.

也许这么说不太准确，但我真心为他们着想，我觉得他们不该被强加那些当初入职时没答应过的任务。

And, like, that might be the wrong thing to say, but, like, my heart is in it for them, and I don't think they should be burdened with doing things they didn't sign up to do in their job.

在企业层面，有很多重要的事情，比如减少碳足迹，这样能促进销售、争取更优惠的费率等等。

And there's a variety of things that are important at the enterprise level, whether it's having a more green footprint so that they can have more sales, negotiate better rates, whatever it is.

但最终，这些负担都会落到物流团队身上。

But, ultimately, it's gonna get thrown onto the backs of the folks on the logistics teams.

所以我们一贯的做法是，像Gnosis这样，先从他们的角度出发思考问题。

And so that's what we always do, and I think that's true to Gnosis is, like, we we think from their perspective first.

我们先倾听他们的困难，试着帮他们预见未来可能遇到的大问题，并为他们打造解决方案。

We listen to their problems first, and we try to help them see around corners on what's gonna be a big problem for them and try to build solutions for them.

环境影响显然很重要，也让这件事更容易推进。

So the environmental impact obviously is important, and it makes it easier to do it.

但我要老实说，如果我们声称根本不担心那些得负责提供这些报告的人，那是在骗你。

But I would say we'd be lying to you if we said we weren't thinking about the folks that are gonna be burdened with providing this reporting first.

没错。

Yep.

再说一遍，你去跟那些最大的品牌、最大的公司谈，他们一定会问你。

And, again, the biggest brands you talk to the biggest biggest companies, they're gonna ask you.

如果你是物流服务商，他们就会问：你们的ESG情况怎么样？

If you're a logistics provider, they're gonna ask you, tell us about your ESG.

你们在减少碳排放方面有什么做法？

Tell us about your approach to reducing carbon.

他们一定会问的。

They're gonna ask you.

这可不是在PPT里放一张‘我们重视环保’的幻灯片就能应付过去的。

And it's not just gonna be a slide in your PowerPoint deck that says we value the environment.

他们会要求你展示具体的改进成果。

They're gonna say show me improvement.

这对我来说并不意外，但我经常接到这样的电话。

And this never surprises me, but I've talked to people on the phone all the time.

有个客户——不，其实不是客户。

And there was a customer not a customer.

就是有人打电话给我，聊起了ESG相关的事。

Just somebody called me, and they were talking about ESG.

他们就说，我们啥也没做。

And they said, we're not doing anything.

我就说，你们得赶紧行动，毕竟对方已经等不及了。

And I said, well, you should just they're in over the road.

我说，你们现在就可以开始，就说想要更多 SmartWay 认证的承运商。

I said, you should just starting now, say, we want more SmartWay carriers.

SmartWay 是个政府项目，我觉得是公私合营的那种。

And SmartWay is just a government government program that you can get I think it's private public.

我问他们，你们的承运商中有多少比例参与了SmartWay项目？

And they I said, how what percentage of your carriers are part of SmartWay?

他们说，我不知道。

And they go, I don't know.

我回头去查一下。

I will figure that out.

如果现在是50%，那要怎么才能在年底达到100%？

If it's 50, say, what does it take to get a 100% by the end of the year?

这根本不是什么难事，而且是个正确的方向。

It's not rocket science, and it's a step in the right direction.

你知道谁对这个最积极吗？

And you know who's the most most enthusiastic about that?

销售和市场团队。

Sales and marketing.

运营团队却说，我这边事情已经多得忙不过来了。

So the operations team are like, I've got so much going on.

我没多余的人手来处理这件事。

I don't have I don't have more people to deal with this.

销售和市场才有优势。

Sales and marketing is that's an edge.

这才是真正的优势。

That's an edge.

我们的竞争对手都没这么做。

So our competition's not doing it.

我们就要全面推行SmartWay。

We're gonna be all smart way.

顺便说一句，最大的企业恰恰是最支持这些举措的。

And by the way, the biggest companies are the biggest supporters of these things.

SmartWay不止是一种方式，关键是环保部分必须做对，还得能量化，这样才能说我们确实在进步。

Smart way is not just one way, but again, the environmental piece, have to get right, and you have to be able to measure it just so you can say we're improving it.

如果连数据都测不出来，没法说今天我们的碳足迹是多少，又怎么证明它变好了呢？

If you can't measure if you can't work say, today, we're this is our carbon footprint, how do you say it's got better?

如果你连现在的情况都不清楚，怎么还能让它变得更好呢？

Like, how are gonna make it better if you don't know what it is today?

是的。

Yeah.

再说，我们从一开始就在做这件事了。

Again, like, you could make the argument that we've been doing this since the beginning.

我们一直致力于让供应链更省钱、更高效，减少无效试产，实现端到端的全面优化，这自然就会降低你想要衡量的那些指标。

Like, we're all about making the supply chain as cost effective and as efficient as possible, limiting dry runs, fully optimized end to end, which is inherently gonna make reduce whatever it is you're trying to measure.

我认为最好的解决方案往往来自最贴近问题的人。

And I think the best solutions come from those that are closest to the problem.

尽管尊重政府和监管机构，但我认为他们离实际问题还很远。

And with all due respect to government and regulators, I don't think they're anywhere near their actual problem.

所以我并不支持过于繁重的监管。

And so I'm not a of, like, overly burdensome regulation.

我觉得

I think that

太繁重了。

is overly burdensome.

我们谁都不是。

None of us are.

没错。

Yep.

所以

So

迈克尔，我在我的播客里经常这么说。

And, Michael, I say this on my podcast all the time.

可能听的人早就听腻了。

It probably gets people get sick of here.

我以前管理一家物流公司的时候，特别看重关键绩效指标，我一直说，只有最聪明、最有效的指标才能成长为关键绩效指标。

When I was managing a logistics company, I really liked KPIs, and I always say only the smartest, best metrics grow up to be KPIs.

我不想看到我的指标里有三十八行数据。

I don't wanna look at 38 lines on of my metrics.

我想看四五个指标，就能把所有情况都说明白。

I wanna see four or five that tell me everything.

所以大多数公司都会关注准时交付率。

And so most companies say on time performance.

当然，这个必须得测。

Of course, we have to measure that.

接下来肯定得看成本问题。

Next, there's gonna be some sort of cost.

对吧？

Right?

不管是什么成本。

Whatever that cost is.

货物损坏也很重要，所以我们也会跟踪这个。

Damage, that matters too, so we measure that.

我个人最讨厌账单出错，所以一直盯着账单，这点你们也帮了我们不少。

Me, myself, I hate incorrect, inaccurate bills, I always measure bills, which you guys help us with that too.

如果我现在管理一家物流公司，我会再加一项。

And I would say if I was managing logistics company today, I would add one more.

我会加入环保方面的指标。

I would add some environmental.

问题是，你怎么获取这些数据？

And the challenge is how do you get that information?

这并不容易。

It's not easy.

我觉得GLEC提供了一个框架，但没给我们实际可用的工具。

And I think I think the GLEC gives us a framework, not but they don't give us the tools to do it.

Gnosis倒是提供了。

Gnosis does.

完全同意。

100%.

除此之外还有很多。

Among other things.

就是就是

It's it's

这确实是个小难题。

This is a little bit the challenge.

我老是说同样的话。

I always say the same thing.

我之前提到过，方向上先大致准确就行。

I mentioned directionally correct initially.

如果我现在是一家做公路运输的公司，我会说，目前还不知道具体怎么操作，但我们会加这一栏，先搞清楚我们用的是哪种卡车。

If I was a company and I was just doing over the road right now, I'd say, I don't know how to get there right now, but we're gonna add that column, and I'm gonna say, can we understand the truck type that we're using?

然后结合载重，哪怕只能估算出六成或八成的数值也行。

And then use weight and what come up with an estimate even if it's 60% or 80%.

到了明年，我希望这个数据能提升到九成。

And then next year, I want you to have that be 90%.

对吧？

Right?

在时间用完之前，迈克尔，我想聊聊其他几件事。

Before we run out of time, Michael, I wanna talk about a few other things.

你们一开始主要关注的是点系统，你刚才提到了。

The main where you guys started was this you touched about point systems.

一开始，我得说说我的背景。

In the beginning, I'll go I'll this is my own background.

供应链讲的是流程，但一说到物流部分，我们就说：嘿。

Supply chains are all about flow, and then they come to the logistics piece and we're like, hey.

我们给你们堆了一堆孤立的系统。

We got a whole bunch of silos for you.

公路运输的人根本不知道海运那边在干嘛。

There's the over the road guys who don't know what's going on the ocean.

海运的人也不清楚仓库里发生了什么。

The ocean guys don't know what's going on in the warehouse.

我们给了你们一堆孤立系统，或者你们叫它们点系统。

We gave them a whole bunch of silos or as you call them point systems.

当你想弄清楚从鹿特丹的工厂运货到伊利诺伊州的配送中心要多久，我可不想在16个系统里来回翻。

And when you're trying to figure out how long does it take to move something from my factory in Rotterdam to my distribution center in Illinois, I don't want to look in 16 systems.

所以我希望有一个统一的系统，能从我所有其他系统里提取准确的数据。

So I want one system, and I want it to give me accurate information from all my other systems.

你们当初就是从这里起步的。

That's where you guys started.

就是把那些数据从一个个信息孤岛里挖出来，整合成贯穿从下单到收款的完整流程，而且始终如一。

And that's taking that all that data out of those black holes, out of those point systems, and giving me something that is from order to cash and consistently there.

我知道你们做的可不止这些。

So I know that's not the only thing you guys.

再聊聊你们除了环保之外还做些什么吧。

Talk about a little more about what you guys do beyond the environmental.

这是一段漫长的旅程。

It was a journey.

我们得从大家最头疼的地方入手，就像我们之前说的，疫情那会儿，最棘手的就是集装箱在高密度港口进出，还有避免因滞箱、滞港产生的高额罚款。

I think we had to start where folks were most in the weeds, which at the time of the pandemic, like we talked about, was moving containers in and out of high density spots and avoiding asset based late fees like demerge and detention.

一旦解决了这个问题，他们就能把时间省下来。

Once we solve that, they get their time back.

你可以开始更主动地思考还能做些什么，然后逐步向上推动，直到意识到原来这些事真的能做到。

You can start to think a bit more offensively about what else are you doing, and you work your way up the organization to effectively like, the strategic level of, well, I didn't realize this was possible.

我可以用同一个团队同时管理多种不同的供应链策略。

I can manage multiple different supply chain strategies simultaneously with the same team.

在当今这种宏观环境下，如果你是一家折扣零售商，你未来需要的增长很可能来自高端产品或配饰市场，而这需要完全不同的供应链策略。

And in a macroeconomic environment like today where you're a discount goods retailer, a lot of the growth that you may need to pivot to is probably coming from the lux side or the accessories market, and that's a different supply chain strategy in general.

让团队从物流、客服这些环节，转变成能为业务创造增长的引擎，这才是我们的终极目标。

So enabling folks to think creatively on behalf of the business from logistics from a call center into a growth center, I would say, is the north star.

接着，我们开始梳理所有潜在的风险点。

And then we looked at where all the risk was sitting.

我常问，你上一次听说国内卡车运输纠纷导致全球经济停摆，或者对全球GDP造成重大影响，是什么时候？

And I always say, it's like, when's the last time you heard of a domestic trucking dispute shutting down the world's economy or having a material impact on global GDP?

这种事根本没人听说过。

You just never hear that.

总是些更平常的事，比如港口拥堵、码头劳资纠纷之类的，这些都会彻底打乱计划。

It's always something a bit more prosaic like congestion out of port or a labor dispute out of port or something like that, which really throws off planning.

我们觉得，国际物流领域里，不同合作伙伴、技术平台和服务提供商之间有六七个垂直领域被零散地拼凑在一起，效率非常低。

So we felt like there were six or seven different verticals that were being stitched together between different partners or technology carriers, service providers in the international space, and it just wasn't efficient.

所以我们一开始的目标就是把这些环节整合起来，主要就是集装箱生命周期管理。

So we set out to unify that primarily, and that was container lifecycle management.

但当你解决了这些问题后，就会接触到新的挑战，逐渐往上游延伸，转向国内运输，甚至打造真正端到端的运营解决方案——这对我们来说是个关键区别。因为说到数据，任何企业、任何业务环节对‘运营级数据’的要求都极高。

But then when you solve those problems, you get access to new problems and have moved further upstream and more into domestic or, like, truly an end to end, solution that is operational, I think is, like, a key distinction for us where it's that if you talk about the data, there's a very high bar for data to be considered operational grade in any enterprise, in any part of the business.

如果数据只有80%完整或准确，那等于0%，因为真正依赖这些信息的人根本不会用。

If data is 80% complete or accurate, it's 0% because the folks that are gonna be relying upon that information just aren't gonna use it.

他们还是会回到老办法，自己去查网站、跑手工报表。

They're gonna go back to their old standard operating procedure of cross checking websites and running their own reports.

所以我们设定了一个非常高的标准，而我认为我们在这方面起到了关键推动作用，这也是我们一直坚持的原则。

So it was a very high bar that I think we were very influential in changing that, and that's what we maintain.

对。

Yeah.

我知道你们后来还注意到财务上的出入和多付款的问题，这跟OSRA 2022有点关系，但也不全是这个原因。

And I know as soon as you guys another problem you guys got alerted to was the financial discrepancies and the overpayments, which I think is a little bit tied to OSRA twenty twenty two, but not just that.

付款是个大难题，因为我根本不知道该付多少钱才对。

So payments is a huge issue because I don't know what the right amount to pay.

海运的账单复杂得离谱，跟陆运完全没法比。

Ocean freight billing is ridiculously complex compared to over the road.

我有个朋友开货运代理公司，他既做国际海运，也做国内运输。

I have a friend who owns a freight forwarding company, and he said he also does a lot of domestic.

他说，乔，陆运这行竞争太激烈了，你得拼死拼活才能抢到生意。

And he said, Joe, he said, you have to compete very hard in the over the road.

但他接着说，到了海运这行，其实没那么拼。

And he goes, when you get to ocean, not really.

他解释，只要你做得靠谱，客户自然会留下来，根本不会在价格上斤斤计较。

He goes, because if you do it right, people just stay with you and they don't particularly quibble about the price.

我当时听了真挺惊讶的。

And I was like, wow.

但如果你真去翻一下账单，就会发现有十二三个收费项目。

But if you ever look at the billing, there's twelve, thirteen categories.

说不定还更多，我最近没仔细看。

I don't know if there may be more.

不过你们平时是怎么处理这些的？

I haven't looked at one lately, but talk about what you guys do with that.

你们是怎么发现财务差错和多付账款的？

How you first identify the financial discrepancies and overpayments.

我们处理所有事情都是一个办法。

It's the same as for everything we do.

我们有一套发票审核系统。

So we have an invoice auditing suite.

什么都能审。

Can we can audit anything.

在物流行业，不管是海运、D&D、滞期费、底盘费，都一样处理。

But in the logistics space, ocean freight, D and D, demerge per diem, chassis, doesn't matter.

但我们发现，在我们这个领域，85%的发票差异都源于物流节点本身的错误，或者物流节点信息不准确。

But what we found out is 85% of all invoice discrepancies in our space are due to the underlying error in the logistics milestone or the logistics milestones.

比如，第三方独立发票审计公司知道每天应该是200美元，但他们不知道集装箱什么时候真正可用，而最后三天的情况我们系统里都有原始记录。

So a third party standalone invoice auditing company knows it's supposed to be $200 a day, but they don't know when the container was made avail available when the last three day we have again, we have that information natively in our system.

所以不管是碳排放计算还是发票审计，我们都会把这部分数据叠加进去，确保你拿到的完全符合合同约定，结果就是一样的。

And so the tech, whether it's carbon emissions or auditing, we overlay that and provide a 100% accuracy on what you bargained for to make sure that and so it's the same.

我一直认为，真正让这个变得更有价值的是人工智能的兴起，我们为此创造了‘主权数据’这个概念，这对我们来说非常贴切。

And I think we've always said that what's made it more relevant is the emergence of AI, which is we've coined the term sovereign data, which is true for us.

我们拥有运营级别的数据，也有主权数据。

Like, we have operational grade data, and we have sovereign data.

所谓主权数据，意思是大部分数据都是我们自己采集并拥有的。

And by sovereign, I mean, we originate and own the data as much of it as we can.

我们不依赖公开来源的数据，也不靠任何第三方数据聚合商。

We don't rely on only public source data or any third party data aggregator.

我们尽可能多地获取原始数据。

We grab as much data as we can.

我们把它整理好、标准化，加上自己的智能分析，从终端开始就直接获取可用日期这类原始数据。

We organize it, normalize it, put our own intelligence on it, originate it, like, at the terminals now with the availability date.

之所以现在变得特别重要，是因为它足够直观，谁都能懂。

And the reason that's become relevant is because it's easy for anyone to understand.

你根本不需要懂AI是怎么运作的。

You don't need to understand AI.

但如果你用的AI方案，依赖的是你系统或公开渠道提供的数据，那最终结果只会趋同于平均水平。

But if you overlay an AI solution that's using data that's being given to it from your systems or public systems, it's all gonna converge to the mean.

这样根本没法让你的业务脱颖而出。

It's not gonna differentiate your business.

你必须用基于自主数据训练的AI，不管是我们的自主物流数据，还是你的自主库存数据，更重要的是——总结一下，我们坚信，从货主的角度来看，你外包给合作伙伴、承运商、服务商的那些数据，其实所有权依然属于你。

You have to have AI that's trained on sovereign data, whether it's our sovereign logistics data, your sovereign inventory and data, or most importantly, and it's a good way to sum all this up, we fundamentally believe that from a BCO's perspective, the data that you outsource across your network of partners, carriers, service providers, whatever it is you decide to outsource, the BCO owns that.

那是你的数据。

That's their data.

我们代表你来管理这些数据，并用它来预警滞箱费和滞港费等问题。

And we manage that on their behalf, and we use it to surface things like demerge and detention alarms.

我们可以把它呈现出来，帮助他们看清物流和运输中那些原本模糊不清的环节。

We can surface it for a variety of reasons and give them visibility to a terrain that is somewhat opaque in logistics and transportation.

不管是AI、碳排放，还是发票审核，关键在于谁拥有这些数据、谁替你管理，而我们能让这些数据真正为你所用。

Whether it's AI, carbon emissions, invoice auditing, like, the importance is who owns the data, who manages them on your behalf, and we can make it usable for you.

对的。

Yep.

几年前我跟杰克聊的时候，记得我们谈过一个根本性的问题，就是集装箱的全生命周期管理。

When I talked to Jake years ago, I remember having this conversation is you have a kind of this foundational problem you wanted to deal with, which was this container lifecycle management.

之后不久，你们又加上了OSRA合规要求。

And then shortly thereafter, you kinda layer on OSRA compliance.

我当然得做这些。

I have obviously, I have to do that.

还有付款、发现差错和超额支付的问题。

And then payments and catching discrepancies and overpayments.

现在又加上了碳排放。

And now emissions.

看起来基础已经打好了，现在却一层又一层地不断加码。

It just seems like the foundation was built, and now it just seems that there's layers and layers of layers that are being put on.

迈克尔，如果明年我还跟你聊，希望如此，我猜咱们讨论的会是别的事情。

I Michael, if I talk to you next year, and I hope that I do, I'm assuming we'll be talking about something else.

大概会是关于AI合规规则之类的新问题吧。

It'll probably be something related to AI compliance rules or whatever.

每年供应链都会冒出新的挑战，这已经成常态了。

And it's every year, there's another challenge that we have to deal with in supply chains.

但我认为我们所有人都需要的——作为工程师，你应该深有体会。

But I think what we all need, and you you know, you can speak to this as an engineer.

我职业生涯的大部分时间都在做工程。

I spent a lot of my career in engineering.

工程师、财务人员、业务人员，一遇到问题，最先要的都是数据，而且是高质量的数据，不是早上从十五个系统里复制粘贴出来的那种。

First thing engineers, first thing finance people want, the first thing business people want when they have a problem is data and good data, not just oh, I cut, copy, pasted it from 15 systems this morning.

哦，那数据更新了吗？

Oh, did it update it?

好的。

Okay.

现在我得重新进去，再做一遍。

Now I'll go back in and do it all over again.

如果我跟Gnosis合作，就能实现统一管理——再说一遍，我这个人喜欢简洁。

I have if I'm working with Gnosis, I have a unified and again, I'm a lean guy.

订单到收款。

Order to cash.

我就要这个。

That's what I want.

订单到收款。

Order to cash.

全生命周期。

Lifecycle.

直接给我。

Give it to me.

等你打开Excel表格的时候，这些信息早就过时了。

So By the time you open an Excel spreadsheet, that information's old.

这工具确实很棒，但同时限制也很多。

It's such a wonderful tool, but so limiting at the same time.

这就是问题所在。

That's the challenge.

对了，我记下来了， definitely 想跟你聊聊一件事。

Anyway, I wrote down I definitely wanted to talk to you about something.

像我这样的人，可能上百万个，一直在关注Gnosis团队的房车旅行。

I, like probably a million other people, was following the Gnosis team on their RV road trip.

说说你们的房车旅行吧。

Talk about your RV road trip.

我觉得你得先说，这一切都从查尔斯顿开始。

Oh, I think you should first say, it all starts in Charleston.

你们团队的绝大多数人都在那里。

That's where the vast majority of your team is.

以前南方根本没什么顶尖科技公司，但最近十年情况完全变了。

Very there's not a whole bunch of super high companies based in the South until now, and that's all changing really in the last decade.

几十年前根本不敢想象会有今天这样。

It'd be inconceivable a generation ago.

现在呢，这儿已经成了一个中心。

Now it's like, that's a hub.

我觉得你们在 Charleston 的科技圈里绝对是领头羊。

And I think you guys are probably the big dog down in Charleston when it comes to tech.

好了，说说你们从 Charleston 出发的这次公路旅行吧。

Anyway, talk about that road trip from Charleston.

谢谢。

Thank you.

对。

Yeah.

不是。

No.

我们公司的总部设在查尔斯顿。

We are headquartered in Charleston.

我们周一到周五都在办公室上班。

We're in the office Monday through Friday.

作为一家科技公司，我们的做法挺传统的，不过我觉得艾ustin当年在这方面很有远见。

We're very traditional for a tech company, but I think people again, Austin was a visionary on that.

后来，其他科技公司也慢慢回归到最基础的方式——面对面工作之类的。

And then you've slowly seen other tech companies go back to the basics, which is in person and things like that.

所以我们搞过几次房车旅行。

So there's been a couple RV trips.

第一次是几年前，我和销售工程副总裁尼克·麦格雷，还有达拉斯的Rela团队一起出发的。

The first one was a few years ago, and me, Nick McGrath, our VP of sales engineering in Austin, we're at Rela in Dallas.

那次旅行周三结束。

That ended on a Wednesday.

TPM则是周日开始的。

TPM started on a Sunday.

我们不想飞回查尔斯顿，再转飞去南加州。

We didn't wanna fly back to Charleston and then fly back to Southern California.

我上大学的时候租过房车。

And I had rented an RV in college.

我知道这事儿能成。

I knew it was possible.

奥斯汀够大胆，给了我足够的空间去尝试，但又保持距离，万一搞砸了也好收场。

Austin was crazy enough to give me enough rope to let me figure it out, but kept his distance enough in case it became a catastrophe.

于是我租了房车，和尼克从达拉斯一路开到洛杉矶，途中停停走走，干了不少疯狂的事。

But I rented an RV, and Nick and I drove it from Dallas to LA and stopped along the way and did crazy stuff.

每天早上我都会醒来发帖分享，大家挺喜欢看的。

And every morning, I'd wake up and post about it, and people liked it.

这事后来有了一点爆红，等我们到TPM的时候，已经成了大家聊的话题。

And it went somewhat viral, and it gave us something to talk about by the time we got to TPM.

作为一家小公司，只要能拿到任何优势，我都想试试。

And as a smaller company, any competitive edge you can get, I was interested in it.

而且比坐飞机和住酒店便宜多了，所以顺利拿到了财务批准。

And it was cheaper than flying and staying in hotels, so we got finance approval.

之后我们和维斯塔股权合伙公司做了一笔交易。

We did a transaction with Vista Equity Partners, equity company after that.

他们挺喜欢这辆房车，但说第二年不许我开车了。

And they liked the RV, but they said I wasn't allowed to drive the next year.

于是我开始找专职司机。

So I went looking for a private driver.

全程都是我开的车，整个过程特别顺溜。

I drove the whole way, and it was pretty much seamless.

中间有点小状况，但最后还是顺利到了。

There was a couple hiccups, but we made it.

我后来找到了高尔夫房车公司，他们做高端旅游巴士租赁，我说服了他们一起做这件事。

So I went looking for a private driver and then found Golf's RV who does high end tour bus rentals, convinced them that we should do it.

我们请了一个纪录片拍摄团队。

We hired a documentary crew.

我们从查尔斯顿一路开到洛杉矶，连续住了十二晚，沿途拜访客户，拍摄了纪录片。

We went from Charleston to LA and for twelve nights and stopped and interviewed our customers and shot a documentary.

之后我们在长滩的会议中心外停了车，参加TPM活动，很多会议都在那儿开，还为来自南方的朋友办了几场烧烤派对——我们可太会搞这个了。

And then we parked it outside the convention center in in Long Beach for TPM and had a lot of our meetings there and threw a couple of tailgates for all from the South, so we know how to tailgate.

结果这辆车就这么火了。

And it just got attached.

大家开始把这辆房车和我们联系在一起。

People started to associate the RV with us.

到了第二年，JOC终于邀请我们把车停到观景平台上去。

And and then the next year, the JOC finally invited us to be up on the promenade.

于是我们把房车又开了回来，停在观景平台上，办活动、开会议，全都在那儿。

So we brought the RV back and parked it on the promenade and had events there and our meetings there.

现在大家见了我都问：你怎么这次没把房车带来？

So now people always ask me, why didn't you bring the RV here?

我们其实没打算再把房车开来了。

We don't come clean the RV.

每次我们都是租的。

We rent it every time.

我真希望能拥有它，开着它到处去见人，这对我们来说是个很聪明的营销方式。

I would love to own it and drive it around to meet with people, but and a clever marketing thing for us.

是的。

Yeah.

我知道这对你来说是个聪明的营销手段，但我觉得它之所以火起来，原因我跟你说，我平时看YouTube比看其他任何频道都多。

I know it's a clever marketing thing for you, but I think the reason it went viral every I can tell you, I watch YouTube probably more than I watch any other channels.

所以我经常在YouTube上看你们，我知道你们也看到了。

So I watch you guys on YouTube, which I know you guys saw.

看你们的视频特别有意思，你们还说请了纪录片团队跟拍。

I it was it was fun to watch, and it you said you had a documentary film crew.

整个感觉特别真实。

It comes off very authentic.

你们公司的那种氛围完全传递出来了。

It's the vibe of the company came through.

看到你们和客户互动，我知道你们肯定希望听到客户说些漂亮话，但感觉特别真实。

Seeing you guys with your customers, and I'm sure I'm I'm sure you wanna catch the customers saying wonderful things, but it felt real.

再说一遍，我觉得一点都不做作。

Again, I don't think it comes off as contrived.

我知道有时候大公司会故意装成小公司的样子。

I I know sometimes you see big companies try and put on the costume of a small company.

我们就是一群普通的小企业主，只想做正确的事，但有时候这种做法反而让人觉得假。

We're just a whole bunch of we're just a whole bunch of small business people trying to do the right thing, and sometimes that comes off creepy.

不会。

No.

你们做得非常好。

You guys did a great job.

如果显得太 corporate 或太做作，根本不可能火起来。

And that that it wouldn't go viral if it came off as too corporate or contrived.

做得真不错。

So nicely done.

干得漂亮。

Nicely done.

而且，我觉得这正是你们在查尔斯顿建立起来的文化。

And, again, I think that's the culture that you guys have built down in Charleston.

我知道你们一直都很谨慎。

And I know how resistant you guys have always been.

我知道你们迟早会扩张，开遍全美，甚至走向全球，但你们这次真的做得很好。

Know you'll eventually grow across the world as you open other offices across the country, but across the world, but nicely done.

对了，如果可以的话，把那些视频片段发给我一下，我们会在节目笔记里加上链接。

That is and by the way, if you can, give me those video clips, and we'll make sure we put a link in the show notes.

我猜这些视频应该都在你们官网上吧。

I'm assuming they're on your website.

是吧？

Right?

在的。

They are.

是的

Yeah.

不过我们可以把它们发给你。

We can get them to you, though.

谢谢。

But thank you.

这可能是最重要的肯定了。

That's the most important compliment.

真是非常棒的表扬。

Very wonderful compliment.

特别感谢Meerkat Media的Mia和Eric。

And shout out to Mia and Eric from Meerkat Media.

纪录片是他们拍的，把我们的文化表现得特别出色。

They were the ones that did the documentary, and they did a magnificent job of conveying our culture.

所以

So

我以前做物流，很少有机会见到客户。

It's also I've worked in logistics for a while, and very seldom do you see your customers.

你可能跟某人合作很久，而对方在查尔斯顿。

You can work with somebody, and you guys are in Charleston.

他们可能在俄勒冈州的波特兰，你也就回一句‘是啊’。

They might be in Portland, Oregon, and you say, yeah.

我们只通过电话联系，从来不会特意跑过去。

We talked to them on the phone, but we never get up there.

一年能去一次就不错了，这行本来就是这样。

We don't get if you get up there once a year, it's just not the nature of our business.

在会议上见过不少人，但能亲眼看到你们，真的挺好的。

People at conferences, but it's really nice to see where you guys are saying, hey.

你们还专门开车过来，那些房车可不便宜。

We're making a road trip, and that's not those RVs aren't cheap.

既然特意跑这一趟，希望值回票价。

So to make that trip, I hope it was worth your while.

差点把我们累垮了，但我们还是开了十二天的房车横跨了整个国家。

It almost killed us, but we twelve days in an RV across the country.

是啊。

Yeah.

希望拍摄团队没拍到他们之间吵架的场面。

There that won't I hope the film crew didn't get the fighting or the the fighting between them.

也许那些片段会当成花絮放出来。

Maybe that's the outtakes.

我们俩在车里吵得不可开交。

Here's us screaming bloody murder at each other.

其实也没到那个地步。

Well, it was never that.

我们相处得特别好。

We actually got along great.

就是后来大家都病得不轻，可能是待在那种

Think we all got super sick afterwards, like, just being in, like, a

吃太多快餐了。

Too much fast food.

是啊。

Yeah.

什么都吃。

Everything.

每天在房车里待八个小时，也没别的事可做，就是喝啤酒、抽烟。

There's not much to do when you're making, like, eight hour days in a RV, except drink beer, and have nicotine.

对啊。

Yeah.

你们横跨全国，简直像摇滚明星一样。

You guys were like rock stars going across the country.

总之，迈克尔，我先总结一下我们今天聊的内容，然后再听你的最终想法。

Anyway, Michael, I'm gonna summarize what we talked about today, then I'm gonna get your final thoughts.

我们今天可聊得真够多的。

Boy, we covered.

我刚才问了你好多不同方向的问题，谢谢你耐心配合。

I kinda went in a whole bunch of different directions with you and I thank you for dealing with me.

那怎么把货运数据转化成符合审计要求的范围三排放报告呢？我们来听听迈克尔·伦茨怎么说。

So how to turn freight data into audit ready scope three reporting with Michael Rentz?

不管你做什么行业，只要涉及运输集装箱，就迟早得报告范围三的碳排放。

Regardless of what business you're in, if you have shipping containers, you are going to have to report on Scope three emissions.

确实有个框架，我们之前简单提过，叫全球物流排放委员会，简称GLEC。

And there is a framework, and we talked a little bit about it, is the Global Logistics Emissions Council, which is GLEC.

他们提供了方法框架，但没给你实际可用的工具。

They give you a framework for doing that, but they don't give you the tools.

而Gnosis提供的正是这些工具。

Gnosis gives you the tools to do that.

我之前提到过，你们五年前、七年前就打下了数据基础，就是集装箱的全生命周期管理数据。

And I I mentioned this foundation that you guys built five, seven years ago of the data, which is from the life cycle of the container or container life cycle management.

你们现在要做的，就是在这些数据基础上做叠加分析。

You have that data, and all you're doing now is overlaying.

之前我们遇到滞箱费和滞港费的问题时，你们就已经提供了符合OSRA 2022的合规解决方案。

So when we had problems with detention demurrage, you guys had an overlay for compliance to OSRA twenty twenty two.

OSRA 2022并没有告诉我们具体该怎么操作。

OSRA twenty twenty two didn't tell us how to do it.

它只是告诉我们必须这么做。

They told us we had to do it.

Gnosis 提供了实际的解决方案。

Gnosis brought the solution.

他们带来了所需的技术。

They brought the tech.

既然你们已经有了这套技术体系，做范围三排放的合规就只是再加一层而已。

Since you have all this technology, doing the compliance for the Scope three emissions is just another layer.

我相信你们一直在不断叠加新功能，数据每年都在进步，新的层级也在持续加入。

I do believe you guys just keep layering on and your data gets better every year and the next layer gets added.

如果有一家公司过来，说：嘿。

And if a company came in and said, hey.

我们想为你们做这件事。

We want to do this for you.

我们是一家外部公司，或者说是外部技术提供商。

We're an outside company or an outside technology.

你们终究还是要找Gnosis帮忙，因为他们知道集装箱实际是什么时候到的，以及你们有多少免费天数。

You would have to get Gnosis' help anyway because they know when the container actually was received and how many free days you had.

一旦你有了这个基础数据，而且每年都在不断优化，那你就什么都有了。

It's once you have that foundational data and it gets cleaner and cleaner every year, you have everything.

接下来就可以一层一层地叠加了。

You can just start layering.

这真是太棒了。

And it's amazing.

不管你是不是工程师、业务人员，还是财务人员，你都需要数据，而且是高质量的数据。

If you're an engineer, if you're a business person, if you're a finance person, you want data and you want it to be good data.

我们现在明白，AI模型的好坏，完全取决于我们能提供什么样的数据。

We now know our AI models are only as good as the data we can feed it.

关于数据，我觉得有一件事特别关键。

One thing on the data I think is critical.

它不是一成不变的。

It's not static.

当我们说我们本质上是一家数据科学公司时，我们做的很多工作其实是数据挖掘和数据采集。

And a lot of what we do when I say we're fundamentally a data science company is what I would say is, like, data excavation and data acquisition.

很多最重要的数据，那些只可意会的行业经验，其实都藏在团队成员的脑子里。

And a lot of the most important data, the tribal knowledge sits in those team members' heads.

他们干这行几十年了，这些经验都是通过邮件和Excel表格传递的。

They've been doing it decades, and they communicate that via email Excel spreadsheets.

但我们做的很多工作，是提供解决方案或工具来取代这种旧方式，同时拓宽数据采集的范围，把那些正在传递的信息都捕获下来，进一步丰富我们的模型，从数据主权的角度打造更深的数据护城河。

But a lot of what we do is provide solutions or tooling to replace that process, but we also expand the data aperture to where we can capture that data that's being transmitted to further enrich our model to increase, like, the data moat from, like, a data sovereignty perspective.

所以就像你提到的，这其实是一个不断扩大的数据池。

So it's an ever like you've alluded to it, it's an ever growing pool of data.

我们能获取的数据越来越多。

We're getting more and more access.

在数据方面，我们与行业巨头的合作越深入越好。

To data, the more embedded we get with the big players across the industry.

我们之前也稍微聊过一些关于数据孤岛和计分系统的问题。

And I think we talked a little bit about the silos and the point systems.

如果你遇到这些问题，就得找Gnosis帮忙。

If you have these problems, you need to talk to Gnosis.

你要是面临数据孤岛和计分系统这些难题，那就得找Gnosis。

You have to have fragmented visibility, the point systems.

如果你的数据里有黑洞、盲区，不管你怎么叫它。

If you have the data, dark holes, black holes, whatever you want to call them.

如果你的维度和滞期费问题一大堆，Gnosis就是你的答案。

If you have a lot of dimension and demurrage issues, you need Gnosis.

如果你的预计到达时间不可靠，想搞清楚怎么回事，Gnosis依然是解决方案。

If you have untrustworthy ETAs and you're trying to figure that out, Gnosis again is the solution.

这些都属于被割裂的数据。

Stuff that is all also siloed.

这就是为什么你需要Gnosis来帮你解决这些问题。

That's bringing Gnosis in to help you there.

还有海洋运输中普遍存在的财务差异和超额付款问题。

And any of the financial discrepancies and overpayments that are so common in ocean shipping.

我不觉得有人故意坑你。

I don't think anyone's trying to rip you off.

我只是觉得这行实在太复杂了。

I just think it's a very complex business.

这时候你就需要Gnosis了。

That's where you need Gnosis.

以前我跟你们聊的都是这些，但现在又多了一项——Scope三审计和GLC。

Those are traditionally what I've talked to you guys about, but now it's just one more thing, is this Scope three audit and GLC.

我不会说‘合规’，因为那只是框架，真正让这些事落地的，是你们提供的工具。

I won't say compliance because that's just the framework, but you guys bring the tools to actually make those things work.

完全没错。

100%.

我会确保在节目说明里放上你的领英主页链接、网站链接，还有你和市场团队推荐的所有链接，以及那个很酷的房车旅行相关内容。

Anyway, I'll make sure I put a link to your LinkedIn profile, a link to your website, any of the links you and your go to market team along with those cool RV tour.

这些都会放在节目说明里。

I'll put those in the show notes.

Michael，关于这个话题，你最后还有什么想说的吗？

Final thoughts on the topic, Michael.

给这个话题做个完美的收尾吧。

Put a big old bow on this one.

我们非常乐意和任何感兴趣的人聊聊。

We we would love to talk to any and everyone.

就像你刚才说的，现在只要你是跟集装箱、在途货物打交道的，不管遇到什么麻烦事，或者老是被重复性工作搞得心烦意乱、找不到出路，我们都很擅长提问，也特别会听，很想看看能不能帮上忙。

I think at this point, like you mentioned, if you touch a container or inventory in transit goods, whatever it may be, and something's a pain in the butt or annoying you or retired doing the same thing over and over again, can't figure out how to get away from it, we're very good question askers and very good at listening, and we'd love to see if we can help in any way.

很多时候，我们一开始的沟通是完全免费的，不收任何费用，就只是

And a lot of the times, we do that where it doesn't cost you anything, where it's

那你的理想客户是谁呢，Michael？

So who's your ideal customer, Michael?

BCO企业，每年运输几百个集装箱以上的都适合。

BCOs, anybody moving a few 100 containers or more per year.

从全球前五大进口商到年运量五百个集装箱以上的客户，我们都能很好地服务。

We're, like, really well within our sweet spot from the top five importers in the world to 500 or more.

还有各类服务提供商。

And then any service provider.

我们手上有大量的运营数据，能帮你提升工作效率。

Like, we have data available, operational data to enhance what you're doing.

我们还为货代公司和集卡运输商开发了专门的软件。

We also have software for freight forwarders, drayage carriers.

这也是我们业务的重要组成部分。

So that's a huge part of what we do as well.

目前，我们已经为铁路运输商、海运公司，以及集装箱支付平台开发了解决方案。

But at this point, we can do we've built solutions for rail carriers, for ocean carriers, the container payment portal.

所以我说，我们专门解决你最头疼的供应链和物流难题。

So, again, that's why I say we solve your most difficult supply chain and logistics problems.

是的。

Yeah.

我觉得我们刚才没明说，但如果你在听，并且遇到了我们没提到、但跟集装箱有关的问题，可以联系Gnosis。

I think we didn't say it necessarily here, but I think if you're listening and you have a problem that we didn't discuss, but it's related to containers, call Gnosis.

因为他们很可能已经听说过这类问题，而且正在着手解决——我每年或隔年都会跟你们聊一次。

Because they're because if most likely, they already heard of it and they're working on it, but I talk to you guys every year, every other year.

总会有新的需求冒出来。

There's always a new layer.

所以我觉得，每一个新需求背后，其实都是不少客户在说：

And so I think each layer is basically a number of customers saying, hey.

我遇到这个问题了。

I got this problem.

你们能帮帮我吗？

Can you help me?

没错。

That's right.

说得太对了。

That's exactly right.

这就成了下一个服务产品。

Becomes the next service offering.

没错。

That's right.

这就是我们的商业模式。

That is our business model.

回到最初，我们从没先造出一个解决方案再去找问题。

And to come full circle, we've never built a solution and looked for a problem.

我们没那个资源这么做，只能倾听客户，然后开发和交付。

We didn't have the resources to do that, and we had to listen and build and deliver.

但我知道你有技术背景。

But it I know you have a technical background.

你有工程和法律学位，而像我们这样的技术背景的人——我也算一个。

You've got engineering and a law degree, but technology people and I would put myself in that category.

我以前在汽车行业待了很久，也在IT领域待过一点时间。

I spent a lot of time in automotive and a little bit in IT.

有时候我们对自己做的东西特别兴奋，就开始说：你看。

Sometimes we get very excited about what we're working on, and we start saying, look.

我做出了一个超棒的产品。

I created this fantastic product.

给你，拿去吧。

Here you go.

这不就是你一直想要的吗？

This is what you've been dreaming of.

结果人家说：我没要这个啊。

And they're like, I didn't ask for that.

对吧？

Right?

但如果他们主动说：你知道吗，我开车最烦的是什么？

And so much better if they say, you know what's driving me crazy about my car?

最好的解决方案，往往来自有人这么说：我遇到个问题，根本想不到会有解决办法。

And the best solutions are always from somebody saying, I have a problem that I can't possibly imagine a solution.

这时候你就说，嗯，我们或许能帮上忙。

And you go, yeah, think we can help you with that.

没错。

That's

对。

right.

先从问题出发。

Problem first.

迈克尔，非常感谢你抽出时间。

Michael, thank you so much for taking the time.

我也非常感谢。

Thank you very much.

我很享受这次交流。

I enjoyed it.

期待下一次的交流。

Looking forward to the next one.

太好了。

Excellent.

非常好。

Excellent.

感谢各位收听我的播客。

And thank all of you for listening to my podcast.

非常感谢你们的支持。

Your support's very much appreciated.

我们下次再会。

Until next time.

继续前进，不断向上。

Onward and upward.

您正在收听的是《物流自驱力》播客，我们与物流和供应链领域的领导者深入对话。

You have been listening to the Logistics Self Logistics podcast where we engage with leaders in the logistics and supply chain community.