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But I generally think the 
decisions they are able able to 

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help us with will get them 
bigger and more useful. 

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I also do believe humans will 
still be there and will be 

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absolutely needed. 
Hello and welcome to the Retail 

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podcast. 
As part of our deep dives into 

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supply chain, following the 
Doctor Richard Wilding's 

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fantastic episode where we were 
talking about bimodal Zoomodal's

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supply chain, I thought it would
be interesting to take a look at

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what one of the largest, oh, 
sorry, the largest retailer in 

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the, in the UK is doing and also
one of the largest across the 

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globe. 
And I'm fortunate enough to be 

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joined by Doctor Oliver Wok from
who is the CEO of Transcend, 

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wholly owned company of Tesco's.
Is that right, Oliver? 

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That's right. 
And and do I refer to you as 

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Doctor? 
No, please go on. 

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I'm Oliver. 
OK, fantastic. 

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Well, welcome to the show, 
Oliver. 

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Your ex Amazon, you were, but 
you've been at Tesco's. 

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But maybe if you can just take 
us through your career, what's 

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LED you to this moment? 
And then we'll talk about 

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Transcend. 
Yeah, so thank you for having me

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and really excited to be here. 
I spend most my, my working life

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in this space, right? 
Start my background, this, you 

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know, in, in statistics and 
economics. 

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I, I got the, the, you know, the
retail back when I started 

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working for Amazon and spent 
many, many years there in 

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fulfilment and supply chain. 
But then joining, you know, 

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Tesco in one of the the leaders 
in in grocery and grocery is 

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always regarded as the most, 
although the the most complex 

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operations in supply chain. 
And it's been a fantastic 

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journey within Tesco ever since 
I had multiple roles in here. 

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But my, you know, the the most 
excited 1 to date is the CEO of 

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Transcend. 
Transcend to say business. 

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We, we launched a little while 
back, we only, you know, talked 

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about it now since 2-3 months in
the public, but we are offering 

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the the tried and tested 
solutions which Tesco has 

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developed over many years to 
other retailers in the world. 

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So when when you're talking 
about this, what's the lens that

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you're using to talk about 
supply chain? 

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We like like to focus on on data
on having really, really good 

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systems in place and, you know, 
having the best visibility you 

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possibly can on what is actually
going on and supporting the 

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people in in the supply chain. 
Now, what do I mean by that? 

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Supply chains are alternatively 
operated by people and people 

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make decisions all the time. 
I am a great believer of 

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supporting those decisions with 
the right systems, with the 

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right tools. 
Take as much as those decisions 

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away to make, you know, remove 
the cognitive load and let you 

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know machines where that you 
know that's possible make make 

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those decisions for them. 
Quite often those are better 

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than many, many hundreds of 
thousands of individuals taking 

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certain decisions which are non 
coordinated. 

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Having the right data to support
that decision making is critical

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though. 
I am and the big believer that 

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if you have these things 
present, you can have a far more

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standardised outcome, which 
ultimately we would for more 

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predictable supply chains, more 
predictable operations. 

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Then the results will come, the 
the accuracy will get better, 

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then the execution is better. 
And you know, it all starts with

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data and having the great, great
systems in place to to support 

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people. 
I got you. 

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And one of the things I've 
noticed is how obviously 

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different SAS providers, you 
know, whether it's your 

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fulfilment centre, whether it's 
picking from store, whether it's

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the final mile or, or the OR 
even micro fulfilment centres. 

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Sometimes you see as a retailer,
I'm challenged because I've got 

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15 different softwares that I'm 
running for each each component 

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of my supply chain. 
How, how does that? 

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How's that for Transcend app or 
what? 

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What is it? 
What's the secret that Tesco's 

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has cracked in that space? 
Tesco has been in this space for

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so long that you know, we you 
know, we look at our online 

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operation. 
We our claim to fame is that the

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first online order was placed in
1984, a lady called Jane 

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Snowball who placed a, a grocery
shopping through the TV through,

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you know, dial up version of the
TV at that time, right. 

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So andtesco.com is, is online 
since 2000. 

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So it's, it's been pretty much 
near 1/4 of century that we've, 

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you know, been in this space, 
you know, with, with ever 

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growing volumes and the systems 
were never readily available for

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us. 
It was of such critical 

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importance to have the right 
tool. 

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So we ended up developing many 
of these ourselves. 

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The moment something is at the 
core and it makes sense, we want

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to own the, the logic and, and 
the software ourselves and the 

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systems solutions ourselves. 
And that over time has developed

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into, you know, quite a, quite a
extensive landscape of solution.

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Tesco operates all over the, you
know, the supply chain stores 

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online network. 
It's about putting, you know, 

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your, your, your very specific 
grocery knowledge and, and 

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taking it into your own hands. 
Grocery is very specific. 

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And if, if not the right tools 
are out there, then it was very 

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important to us to build it 
ourselves. 

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That then has, you know, LED us 
away from, you know, having such

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patchwork of many, many 
different solutions and starting

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to tie them more and more 
together, which is what we are 

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now quite proud about and and 
want to share with others. 

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What's top of mind right now? 
What are those big things that 

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are top of mind? 
I think most retailers have this

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conundrum of growing further in 
a very, very competitive market 

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and Gross quite often comes from
an online channel. 

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Online is a is here to stay. 
It's been growing, you know, in 

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most countries across the world.
If you look at the UK, it's a 

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very, very prominent vocal 
market when it comes to to 

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online shopping and very 
predominant here. 

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How that is something you can 
and want to grow seems to be a, 

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you know, a headache because 
quite often the online 

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operations are not that easy. 
They're not very 

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straightforward, yeah, but they 
might not have the best customer

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experience. 
They might not be very, you 

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know, cost efficient. 
And growing something like that 

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is a need, but something people 
don't want to do because it is 

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so challenged in so many ways. 
So for many people, I think the 

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question is how, how can you 
relieve those issues? 

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How can you make a much better 
customer experience? 

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How can you step change your 
cost base so that growing that 

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business is fun again? 
Because if you don't, other 

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people might, you know, take 
that online share and eventually

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that might even hurt the, you 
know, the total growth of the 

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business. 
You know, the growth has got to 

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come from somewhere and getting 
it through the online channel is

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usually one way forward and the 
predominant way forward at the 

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moment. 
So when you marry up, obviously 

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normally when I ask leaders, 
what do you want to do in your 

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business? 
Are you looking? 

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Obviously pre inflation, it was 
all about saving money, right? 

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That was like, because I, I 
sorry, it was about making money

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before the inflation crisis or 
cost of living, I would say to 

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CEO, do you want to make money 
or save money? 

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They'll say, well, I'm not going
to be famous for saving money. 

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I want to make money, right? 
I want to grow the business. 

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Then obviously inflation hit and
everyone was like I need to find

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another than 1215%. 
So efficiency sort of came up 

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in, in the ranks. 
Did you see them balanced in 

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terms of for example, I don't 
know last mile delivery, driving

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efficiency in that or driving 
more better and shorter delivery

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times? 
So Mike, because what you were 

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saying there, happy customers, 
more customers spend more 

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because obviously we're 
providing a better experience 

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than that. 
Where is it? 

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Is it, are they 5050? 
Are they? 

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You can definitely get both. 
I'm, I'm, I'm a firm believer 

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that if you get the efficiencies
right and if you're never 

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satisfied with where you are and
continuously improve your 

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systems, your processes, it will
be the enabler to further 

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growth. 
And now how, how that's invested

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depends on, on, on, on, on every
single situation. 

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But, but broadly, you know, 
everything can be more efficient

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and particularly in in the 
online space, there's huge 

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efficiency still to be had. 
Yeah. 

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And, and reinvesting at least 
some of this into your growth is

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for sure the right thing to do. 
My worry is that if you don't go

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after the growth, someone else 
will take it because it is a 

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highly, highly competitive 
market. 

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What's your opinion on 
fulfilment? 

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I just I'm just curious on your 
opinion in what what's better? 

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Do I allow picking from store or
should I be looking as a as a 

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retail organisation building 
more of my dark stores or or my 

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fulfilment sensors? 
There is a place for all of 

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those things. 
The beauty of a dark story is 

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that they are close to the 
customers. 

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So having short lead times, same
day or even faster is usually 

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only enabled at scale across the
whole country. 

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If you utilise your stores, you 
have got other great benefits. 

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I mean the people already there,
the inventory is already there. 

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But as you say, it's about how 
to use that and effectively so 

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you know that with labour cost, 
particularly labour 

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availability, you get the most 
out of that store. 

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Having the right tools to do 
that job, having the right 

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solutions can and will make your
stores a great way to fulfil. 

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However, in larger urban areas 
and in big cities, having, you 

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know, perhaps a, you know, a 
stand alone facility, perhaps 

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even automated facility can 
absolutely make sense just 

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because of the sheer volume. 
Eventually you can overload a 

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store, I guess too much volume 
coming out of it. 

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Eventually you might end up not 
having enough labour to keep 

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picking manually from store. 
And then in those selected 

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cases, in those select 
locations, automating that 

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journey I think is absolutely 
the right thing to do. 

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However, you'll have to have 
enough volume to do it. 

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So for for a handful of orders. 
Usually the balance does not 

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stack up in order to to invest 
into the capital outlay you'll 

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00:10:59,800 --> 00:11:02,520
need for some of these these 
solutions, you'll need a big 

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enough problem to to solve. 
Until then, a manual operation, 

185
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I think is the right thing to 
do, particularly when you talk 

186
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immediacy, right. 
So when you talk now, right, 30 

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minutes, 20 minutes utilising, 
you know, the smaller stores 

188
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which you know many retailers 
have got many of very, very 

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00:11:21,920 --> 00:11:25,880
dispersed across the countries 
and and cities gives great 

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00:11:25,880 --> 00:11:30,120
fulfilment points to deliver, 
you know, pick an order in 10 

191
00:11:30,120 --> 00:11:33,600
minutes, deliver it in 10 
minutes, something which as you 

192
00:11:33,600 --> 00:11:37,320
know, a standalone single 
facility in a larger city could 

193
00:11:37,320 --> 00:11:39,560
never do. 
They're great for saying next 

194
00:11:39,560 --> 00:11:43,480
day volume in the vicinity. 
They are not great for 

195
00:11:43,480 --> 00:11:46,080
immediacy. 
That's why there's a place for 

196
00:11:46,080 --> 00:11:47,440
all of it. 
There is there has to be a 

197
00:11:47,440 --> 00:11:50,680
balance. 
For most retailers, having a 

198
00:11:50,680 --> 00:11:55,440
very, very efficient and in 
store operations step, changing 

199
00:11:55,440 --> 00:12:00,440
that is a good way forward into 
the growth until you're very 

200
00:12:00,440 --> 00:12:03,040
sure of your volumes and then 
you can start automating into 

201
00:12:03,040 --> 00:12:05,200
more centralised other 
facilities if needed. 

202
00:12:06,080 --> 00:12:09,080
Well, one of the things I've 
been super impressed by Tesco's 

203
00:12:10,600 --> 00:12:16,280
compared to, you know, I won't 
name the US sells food, but main

204
00:12:16,760 --> 00:12:19,560
food is not its main business. 
It's a big box retailer. 

205
00:12:19,960 --> 00:12:24,400
Is the fact that out of stock at
Tesco seems to be managed so 

206
00:12:24,400 --> 00:12:26,240
well, right? 
You're, you're fulfilling, I 

207
00:12:26,240 --> 00:12:30,280
don't know, like 1.3 million 
weekly orders online. 

208
00:12:30,480 --> 00:12:34,480
But when you go into store, yes,
there there's always a there was

209
00:12:34,480 --> 00:12:37,320
always that product that that 
may be out of stock. 

210
00:12:37,920 --> 00:12:40,600
I'm just curious in terms of 
Transcends, because you said 

211
00:12:40,600 --> 00:12:44,120
it's about the data, how much, 
how deep do you go into that 

212
00:12:44,120 --> 00:12:48,000
like in terms of shelf edge 
availability, is that like 

213
00:12:48,080 --> 00:12:52,200
another system you're, you are 
all about the logistics about 

214
00:12:52,200 --> 00:12:55,400
the, the, the products? 
Yeah, where does it start and 

215
00:12:55,400 --> 00:13:01,000
stop and the data outcomes? 
I'm a, I'm a great believer that

216
00:13:01,280 --> 00:13:04,160
every, you know, system you 
have, let's say, to pick the 

217
00:13:04,160 --> 00:13:08,320
items. 
Yeah, has to be 100% embedded 

218
00:13:08,320 --> 00:13:11,600
into the store environment into 
into these operations. 

219
00:13:11,600 --> 00:13:15,800
So if your operational clock is 
not aligned right and you'll 

220
00:13:15,800 --> 00:13:18,360
start picking because before 
you've replenished, you know, 

221
00:13:18,360 --> 00:13:20,680
these are very easily avoidable,
all guards. 

222
00:13:20,720 --> 00:13:25,160
So what we typically do is not 
only provide a software 

223
00:13:25,160 --> 00:13:29,280
solution, but to embed this 
solution into the stores in a 

224
00:13:29,280 --> 00:13:34,360
very, you know, purposeful way. 
So an, an operating clock is, is

225
00:13:34,360 --> 00:13:36,960
one of them, right? 
Training for the colleagues is 

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another. 
And obviously then providing the

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right data as a, as another 
very, very helpful tool to, to 

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make the store better. 
What we see is that stores with 

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an online operation usually are 
better performing stores as a 

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whole because they get better 
information from your online 

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customer, right. 
If an in store customer doesn't 

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find a certain product, they 
might not tell you about it. 

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Your online customer will. 
And as you get this information 

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because your picker can't pick 
the item, it is on to you. 

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How you manage that will provide
all of this information and 

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ultimately the in store customer
will have a better customer 

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experience, installs with an 
online inspiration because you 

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provide the store manager and 
the local team with more data. 

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How do you utilise that? 
What you make out of it and all 

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of that comes with it. 
Any you know the greatest 

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software in the world is never 
as good as it could be unless 

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you embedded properly into the 
environment, and that's where 

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all of these things come to 
line. 

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So then do you maybe I should 
have we should have qualified 

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this early on the conversation. 
So it's transcend then you're 

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looking at the strategy as well 
as like, you know, best practise

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as well as technology, right? 
It's not just pureplay 

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technology then is that is that 
is that I understand that 

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correctly? 
That is right. 

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We can help with strategic 
thinking in this space and and 

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can consult retailers on on 
their journey and you know how 

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they want to develop over time. 
That includes 510 year plans. 

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That's going to be an investment
plan that you know, that can be 

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bought packs. 
That can be all the things you 

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need to consider as you embark 
on this journey. 

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As much as we provide, you know,
software solutions, hardware 

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solutions for micro fulfilment, 
right, and all these things 

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along the whole and all of that 
underpinned, where is 

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operational consulting. 
We'll train the people, we'll be

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with you install, we hold the 
hand along the whole journey. 

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It is not just software by any 
means. 

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Tesco's has done such a 
fantastic job globally and you 

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know, is a beacon that people 
look to, especially in these 

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areas. 
What's that one metric for you 

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that's a sign of success? 
As you know, maybe looking back 

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in your old supply chain, what 
was the one thing that you 

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always try to achieve? 
Is this speed of delivery? 

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Is it is it a data point that 
people haven't thought about? 

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I'm just curious. 
Customer action CSAT stores What

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is the sort of. 
Measures cumulatively, it's the 

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customer focus, right? 
You, you have to have a, you 

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know, and whether you measure an
NPS, whether it a seat, whatever

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number you're looking at, the 
customer satisfaction will be 

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what the, the most telling 
outcome of it or now there are 

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many leading and lagging 
indicators and all these things.

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But alternatively, if your 
customers like what you do day 

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in day out, your business will 
grow. 

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And starting there with, you 
know, with a customer in mind, 

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working backwards through the 
proposition into the execution, 

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you know, every single day if 
the customer is happy, you can 

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manage the cost along the 
process, you have the right 

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tools to do the job, the growth 
will come. 

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What I'm curious about is a 
vision of the future over the 

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next five years with robotics. 
With so much different positive 

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technologies and solutions 
coming into the retail space, 

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what's your vision of the future
if you were to paint it rather 

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than not? 
Not where will would be, but 

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what what the possibilities? 
What do you think? 

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We, we spoke at the beginning 
over supporting the individuals,

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the humans in this process. 
And I think that is already 

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something we do quite well by 
supporting with the right 

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decision making so that the 
execution day-to-day can be so 

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much more streamlined, 
standardised and so much easier 

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for the people along the supply 
chain. 

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And I think the tools will be 
more and more capable to level 

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up the decision making and 
supporting individuals. 

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The people will never go away, 
but having a better foundation 

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for making, you know, decisions.
And eventually, you know, the, 

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the degree of strategicness of 
those decisions will increase as

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we get into a world where the 
tools can be ever more capable 

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00:18:05,960 --> 00:18:10,320
of making larger decisions. 
So that it isn't just a yes or 

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no, this or that question, but 
a, a more broader approach on, 

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00:18:14,960 --> 00:18:17,280
on, on strategic. 
Now that might be 5-10 years 

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00:18:17,280 --> 00:18:21,760
out, but I genuinely think the 
decisions AI will able to help 

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00:18:21,760 --> 00:18:25,400
us with will get a a bigger and 
more useful. 

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00:18:25,640 --> 00:18:29,160
I also do believe humans will 
still be there. 

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00:18:29,560 --> 00:18:32,200
And yeah, human in the. 
Loop, the word that I learnt 

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00:18:32,200 --> 00:18:35,720
that I love. 
I never knew that phrase human 

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00:18:35,720 --> 00:18:36,400
in the. 
Loop OK. 

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00:18:37,720 --> 00:18:40,360
So, Oliver, one of the things 
that obviously has been on my 

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00:18:40,360 --> 00:18:44,200
mind as we've been talking is 
about my data as a grocer. 

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00:18:44,200 --> 00:18:48,080
That's my business, right? 
I live and die by the data my 

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00:18:48,080 --> 00:18:53,080
business is creating. 
And you know, whether it's in 

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00:18:53,080 --> 00:18:55,840
Europe and USI don't think 
Tesco's will will be a direct, 

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00:18:55,840 --> 00:18:58,440
maybe some sort of some places 
in Europe you may be a direct, 

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00:18:58,960 --> 00:19:00,560
but what's your approach to 
data? 

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00:19:00,560 --> 00:19:04,680
How do you protect me as a 
retailer and my my data as a 

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00:19:04,680 --> 00:19:07,800
retailer? 
So, so it is really, really 

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00:19:07,800 --> 00:19:11,880
important to us that data and 
all degree of information is 

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00:19:11,880 --> 00:19:15,440
absolutely safe. 
It is 100% kept away from Tesco.

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00:19:15,440 --> 00:19:18,120
We are a separate legal entity, 
separate systems. 

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00:19:18,120 --> 00:19:21,960
We will provide you with your 
own computing cloud instance. 

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00:19:21,960 --> 00:19:25,080
So your data is hosted 
separately, not shared with 

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00:19:25,080 --> 00:19:28,360
anyone else. 
So no other retailer can can get

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00:19:28,360 --> 00:19:31,840
access to those to this. 
And you know, we'll, we'll take 

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take great care of your data for
sure. 

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So then any of the efficiencies,
any of the learnings that I'm 

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00:19:36,640 --> 00:19:38,920
getting from my data remain 
mine. 

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00:19:39,600 --> 00:19:42,320
Absolutely. 
They remain yours and we keep 

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00:19:42,320 --> 00:19:46,480
developing the solution and and 
any improvements we'll do, we'll

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00:19:46,480 --> 00:19:49,600
share with you as we go along. 
But your data is yours and is 

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00:19:49,600 --> 00:19:51,120
not being shared with any other 
retailer. 

333
00:19:51,720 --> 00:19:54,400
Fantastic. 
Thank you so much for that. 

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00:19:54,400 --> 00:19:56,200
But where? 
Where can I find out more about 

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00:19:56,200 --> 00:19:58,520
you guys? 
So you can look at 

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00:19:58,520 --> 00:20:02,560
transcendretailsolutions.com 
where you find more information 

337
00:20:02,560 --> 00:20:05,640
about us. 
You're very welcome to come and 

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00:20:05,640 --> 00:20:08,200
visit us in the UK and have a 
look at our solutions. 

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00:20:08,200 --> 00:20:11,920
Get in touch, we'll talk more 
about how you can see what we 

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00:20:11,920 --> 00:20:13,760
are doing. 
You can also come and see us at 

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00:20:13,760 --> 00:20:17,320
the NRF. 
We will have a booth and we 

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00:20:17,320 --> 00:20:19,320
bring a bit of a demonstration 
with us so. 

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00:20:19,600 --> 00:20:21,320
Yeah, see the booth at NRF. 
Sorry. 

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00:20:21,480 --> 00:20:24,400
I don't remember to booth and 
and we can show you our 

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00:20:24,400 --> 00:20:28,040
solutions there and we'll have 
a, you know, a live 

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00:20:28,040 --> 00:20:30,760
demonstration going. 
So yeah, do come and visit would

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00:20:30,760 --> 00:20:32,080
be great. 
OK, well, I'll, I'll, I'll 

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00:20:32,080 --> 00:20:34,400
definitely come and pop by and 
say hi, Oliver. 

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00:20:34,400 --> 00:20:35,760
Thank you so much. 
Good. 

350
00:20:35,760 --> 00:20:38,000
Good luck and all the best for 
2025. 

351
00:20:38,280 --> 00:20:40,000
Thank you very much. 
Thanks for having me.