ROI of the Mobile Worker

Over the past several months, I’ve been listening to the way customers describe their return on mobility investments.  The answers are impressive.  Answers range from increases in worker speed of task completion, to task accuracy, to month to recognize complete return on dollar investments, reductions in man-hours for cyclical process completions, reductions in seasonal headcounts, reductions in worker training time, and more.  The measurements of return on mobility investment are impressive percentages and yield significant dollar-value savings to each of the companies I’ve heard from.

What is really interesting is how companies can measure their return on investment in such vast and different ways. In some cases, the measure is dollars saved by reducing errors.  In others, it is increased shipments that yield additional dollars per package shipped.  In still others, the savings is recognized by a reduction in seasonal labor, or less worker hours dedicated to completing a specific task.  Whatever the measurement, there are two things that remain true: Every measurement ties to a dollar-value savings that can prove a mathematical return on investment for the dollars spent enabling mobility.  Even more importantly, the measurement each company used to describe their ROI told far more about the problem each was attempting to solve.

Enterprises deploy mobility to achieve a higher level of productivity, but it is not done just Warehouse worker using mobile devicefor the sake of using mobile technology. There is an underlying pain that the company is trying to address – some way of improving a process to gain efficiency, or to recognize a cost savings.  There is a problem to be solved by deploying mobility – and one recommended approach to begin defining the best mobility solution is to start with an operations audit that can help find the weaknesses and inefficiencies in current processes.  By adding automation and voice-enablement, Speakeasy has consistently shown productivity gains for mobile supply chain workers of over 35%. That’s like getting an extra day of productivity from every worker – for every three days worked. Now that’s a fast ROI!

What problems are you aiming to solve with mobility in your enterprise? What measurements are you tracking to determine ROI?  Email me with your objectives at: