Enhancing Customer Satisfaction through Supply Chain

Gain a data-driven understanding of your customer through Importance-Performance Maps. In today's competitive business world, differentiating your brand by understanding and delivering what truly matters to your customers is crucial. That’s where Importance-Performance Maps (I-P Maps) come in, providing a powerful visual tool to drive strategic decisions. What exactly is an I-P Map? It's a two-by-two grid that allows you to evaluate how well your brand performs in the areas that are important (as well as *not* important) to consumers. The vertical axis represents the importance of various attributes in consumers' eyes, while the horizontal axis shows your brand's performance in those areas. You can include other brands in your market, too, in order to see how your brand stacks up against the competition along those. When done correctly, every critical attribute of your offering -- whether it's product quality, customer service, or pricing -- is plotted on the I-P Map based on these two dimensions. Why does it matter? I-P Maps reveal your brand's strengths and areas where improvement is needed. Here's a breakdown of the quadrants: - Keep It Up (High Importance, High Performance): These are your strengths—attributes that are both highly important to customers and where your brand performs well. Maintain focus here to keep your competitive edge. - Concentrate Here (High Importance, Low Performance): These are critical areas where your brand is underperforming, despite their high importance to customers. Improving performance here can significantly boost customer satisfaction. - Low Priority (Low Importance, Low Performance): Attributes that are less important and where performance is lower. These areas may not require immediate attention but should be monitored for any shifts in customer priorities. - Possible Overkill (Low Importance, High Performance): Here, your brand may be over-delivering in areas that are not as important to customers. Resources invested here might be better allocated to areas of higher impact. How do I use I-P Maps? Use I-P Maps to make informed decisions backed by data that align with customer expectations. Fix those areas of underperformance that are important to consumers. Stop investing in attributes of your product or service that consumers just don't care about. Prioritize investment in product offerings, elevate aspects of customer service, or reallocate resources to close competitive gaps or strengthen your advantages. Use I-P Maps to make informed choices that improve your business performance in impactful and efficient ways. Art+Science Analytics Institute | University of Notre Dame | University of Notre Dame - Mendoza College of Business | University of Illinois Urbana-Champaign | University of Chicago | D'Amore-McKim School of Business at Northeastern University | ELVTR | Grow with Google - Data Analytics #Analytics #DataStorytelling

A or B? Which scenario maximizes customer satisfaction when you have capacity constraints? 𝗜𝗻 𝘀𝗰𝗲𝗻𝗮𝗿𝗶𝗼 𝗔: Virtually 𝘈𝘓𝘓 customers will become dissatisfied because of the unrealistic schedule commitments that have been made. These promises will fail because of one undeniable fact: YOU DON'T HAVE ENOUGH CAPACITY! Initially, everyone is happy under the false illusion that delivery dates will be met. Then, when reality raises its ugly head, orders that were once declared "on time" now become "past due" and customers' expectations are shattered. 𝗜𝗻 𝘀𝗰𝗲𝗻𝗮𝗿𝗶𝗼 𝗕: Your capacity and capabilities are well understood and you've put mechanisms in place to ensure that you only enter into customer commitments that are realistically feasible. Some customers may not initially like your longer lead times, but you DON'T violate your own capacity constraints, you prioritize orders to your benefit, and customers will recognize that they can count on your promises. Note that 𝗧𝗛𝗜𝗦 𝗜𝗦 𝗡𝗢𝗧 𝗔 "𝗟𝗘𝗧'𝗦-𝗝𝗨𝗦𝗧-𝗠𝗔𝗞𝗘-𝗟𝗘𝗔𝗗-𝗧𝗜𝗠𝗘𝗦-𝗟𝗢𝗡𝗚𝗘𝗥" 𝗦𝗧𝗥𝗔𝗧𝗘𝗚𝗬! You are instead establishing an integrated purchasing and manufacturing control system that is rigidly attached to customer requirements, fully utilizes your supply chain resources, and efficiently promotes on-time execution. 𝗦𝗨𝗠𝗠𝗔𝗥𝗬: 1) Scenarios A and B both generate the same revenue because they are both subject to the same capacity constraints. 2) Scenario B is 𝗺𝗼𝗿𝗲 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗹𝗲 because expensive overtime and expediting are avoided. It is also more conducive to keeping existing customers and attracting new sales. --- Ensuring on-time purchasing and manufacturing is our specialty. 👉 Go to our website or to the bottom of the "About" section of my LinkedIn profile to schedule a free no-obligation phone call. #AltemirConsulting #manufacturing #leanmanufacturing #supplychainmanagement #supplychain #erp #operationsmanagement

As CX programs are being cut, it’s becoming clear that those focused solely on survey scores are at risk. To truly drive value, B2B CX programs must tie their efforts to financial outcomes—a critical connection many programs miss. One simple but powerful metric to consider is order velocity—the frequency of customer orders, regardless of size or type. By combining the order data with good survey questions, you can track how improved customer experiences lead to faster order velocity. While it’s not the final financial metric, it gives you an early indication of CX impact. Order velocity works especially well in industries with less frequent transactions, like B2B insurance. For example, if brokers typically average six policies yearly, an improved experience should lead to more orders the following year. If not, it could signal that your surveys aren’t targeting the right issues or that other factors, like pricing, are having a larger impact. Remember, there’s often a delay between shifts in customer attitudes and changes in behavior. In industries like health insurance, a boost in CX scores during mid-year could drive more orders by Q4. In manufacturing, the timeline might vary—tactical orders may rise quickly, while long-term sales like turbines could take years to reflect the change. For a more holistic view, pair order velocity with client-specific metrics like margin per client or number of categories ordered. Order velocity is relatively easy to track and is a great entry point for deeper insights. Reporting on this invites questions from leadership—and when the right questions are asked, it paves the way for gathering more valuable data. #CX #CXROI #Customerexperience

The MOST critical metric you can use to measure customer satisfaction: (This changed everything for my company) We had a daily deal site with 2 million users. Sounds great, right? But about 18 months in we had a massive problem: → Customer satisfaction was TANKING (we were in the daily-deals business, largest Groupon competitor) Why? Our customers weren't getting the same experience as full-paying customers. They were treated as “coupon buyers”, so they: - Had long wait-times - Didn't get the same food - Got given the cr*ppy tables at the back They went for the full service and they got very low-quality service. And it was KILLING our business model. We tried everything - customer service calls, merchant meetings, forums. Nothing worked. Then I learned about NPS (Net Promoter Score) at EO and MIT Masters. It was an ABSOLUTE revelation. NPS isn't a boring survey asking "How happy are you with our service?" It's way more powerful. It asks, on a simple scale of 0-10: → "How likely are you to recommend this service to a friend or colleague?" 10-9 → Promoters (Nice!) 8-7 → Passive (no need to do anything) 6-0 → Detractors (fix this NOW) It’s such a simple shift on our end and so easy to respond on the customer end: “Hey, would you recommend me or not, out of 10?” “Hm, 7.” “Ok, thank you” — that’s it. Simple reframe, massive impact. We implemented it immediately. But here's the real gold: → We contacted everyone (one-on-one customer service) who used our service and provided a NPS score. They scored us less than 6? - Give them gift cards - Interview them to make them feel heard - Do ANYTHING to flip detractors into promoters Because if they’re scoring you less than 6, they’re actually HARMING your business. These are going to be like e-brakes in your company. NPS became our most important metric, integrated into everything we did. The results? - Improved customer satisfaction - Increased repeat business and customer LTV - Lower CAC (because happy customers = free marketing) - Higher AOV (people were willing to spend more) But it's not just about the numbers. It's about understanding WHY people aren't recommending you and fixing it fast. (Another great feature is that people can also add comments to get some real feedback, but just using the number is POWERFUL). If you're not using NPS, stop what you're doing and implement it tonight. Seriously. And if you are already using it? Double down on those 0-6 scores. Turning your detractors into promoters is where the real growth potential lies. Remember: in business, what gets measured gets managed. And NPS is the ultimate measure of how satisfied your customers REALLY are. So, what's your score? — Found value in this? Repost ♻️ to share to your network and follow Ignacio Carcavallo for more like this!

Imagine Barry's frustration as 40% of his e-commerce margins vanished into shipping costs. 📦💸 His business was growing, but profitability felt like an endless battle against logistics expenses. Ever faced a similar challenge? Barry's situation was all too common in our industry. Expensive carriers for every shipment, oversized packaging driving up costs, and zero visibility into supply chain operations were creating the perfect storm. Here's how we streamlined operations at our state-of-the-art facilities and achieved a remarkable 60% cost reduction: 🚀 Optimized carrier selection: We analyzed shipping patterns and matched each order type with the most cost-effective solution, reducing average shipping costs by 35% 📦 Right-sized packaging solutions: Implemented automated packaging optimization that eliminated dimensional weight charges and cut material costs by another 15% 🏢 Strategic 3PL partnerships: Connected Barry with facilities in optimal locations, cutting warehousing costs by 25% while improving delivery times 📊 Enhanced real-time visibility: Integrated inventory management systems that prevented costly stock discrepancies and boosted customer satisfaction scores by 40% The results went far beyond cost savings. Barry's delivery times improved from 5-7 days to 2-3 days for 97% of his customers. Through white label fulfillment solutions, his brand maintained its identity while customer complaints dropped by 70%. Most importantly? Barry shifted from wrestling with daily logistics fires to focusing on business growth and scaling his operations. The key insight: Complex supply chain challenges require strategic, data-driven approaches rather than quick fixes. What logistics challenge is currently holding your business back? 🤔 #EcommerceSolutions #LogisticsExcellence

Transparency as a supply chain leader. Let's talk about it. 📣 One of my consistent "positive feedback areas" from cross-functional business partners is around my willingness to share information transparently, especially when there is a supply issue or a challenge with a new product launch. Sound easy? Any supply chain professional will tell you: it's not. In fact, I would say this is one of the most frustrating challenges for up & coming supply chain talent. For better or for worse, sharing bad news is part of a supply chain role. We are the first to know when there is a problem, and we need to rely on judgement and experience to determine the communications approach. Share too soon and you may cause panic. Share too late and you might be asked the dreaded question: "how long did we know about this"? When coaching a team member recently on this topic, I wrote out my decision process for when faced with an emerging issue.. (and then realized it sounded like a linked in post.... so here it is!): 1. Alert as soon as you have concrete, factual information to share that is at least one level into root cause. For example, "the truck is late" is almost certainly too soon. "The truck is late because it was on fire" is a real root cause. 2. Be transparent about everything you can - what/ why/ how AND what you don't know yet (things will evolve. leave room for it.) Also, remember that your business partners are usually not subject matter experts in supply chain. Simple language that can be understood by a middle schooler is a good litmus test (No offense, marketing friends... we don't understand everything you're saying either! 😃 ) 3. Share what will be done to mitigate the issue. 4. Share the expected timing for closure and/or the next report out if that is not clear yet. Leveraging a consistent process in this space can reduce the heartache and hand-wringing that comes with each piece of tough news. Over time, transparent, detailed sharing (coupled with good judgement of not crying wolf over every issue) will build trust in you as a Supply Chain leader. #supplychain #decisionmaking #leadership #riskmanagement #escalation #Communication

Dear My Network, I'm wrapping this series on Segmentation with the following key Takeaways: • ML and Agentic AI are powerful enablers of E2E supply chain segmentation by enhancing agility, automation, and intelligence across supply chain processes. • These technologies can dynamically adapt segmentation strategies based on real-time data, customer behavior, and changing market conditions. • It can identify profitable clusters, predict disruptions, and automate scenario planning across multiple supply chain models. • Agentic AI brings autonomy to processes—executing tasks, learning, and optimizing supply chain responses without constant human intervention. The insights for 4-part series are drawn from my chapter in our new book: https://lnkd.in/gVNSdWsW Lets close with another Example: Global Consumer Electronics Manufacturer - Context: A multinational consumer electronics company sells both premium and value-tier products across multiple channels—direct-to-consumer (DTC), big-box retailers, and e-commerce platforms. Each segment had distinct demand patterns, service expectations, and profitability margins. - Challenge: They were using a one-size-fits-all supply chain model, leading to: • Stockouts of premium products during product launches • Overstocking of slower-moving value-tier items • High logistics costs due to expedited shipments - E2E Segmentation in Action: 1. Planning Phase They used ML algorithms to profile and cluster customers and products based on buying behaviors, seasonality, margin contribution, and service requirements. 2. Implementation Phase They designed virtual supply chains: • One for high-margin flagship unpredictable products with make-to-order and expedited fulfillment • Another for value-tier SKUs using a low-cost, forecast-driven model with bulk shipments • A third for e-commerce with decentralized inventory and last-mile delivery partners 3. Sustain Phase Agentic AI systems monitored these segments in real time, dynamically adjusting planning parameters and alerting teams when service levels or cost thresholds were breached. - Results: • 15% reduction in working capital tied to inventory • 10% improvement in on-time delivery for premium products • Faster decision-making and fewer fire drills • Greater alignment between sales, supply chain, and finance This example reflects the core principles outlined in my book chapter on segmentation, showing how advanced technology and structured transformation can drive real business value. Now, How are you planning to use AI to enable e2E segmentation in your supply chain? Please share your thoughts in the comments!

Customer Success Leaders—If you're not actively shaping the Product Roadmap, you're missing a critical opportunity. The most effective organizations don’t treat CS as a participant—they rely on it as a strategic partner. Product teams should be co-designing the future with their customers. That means: ✅ Understanding emerging use cases and evolving needs ✅ Enhancing the product based on real customer insights ✅ Prioritizing with business impact and revenue in mind In today’s market—where consolidation, cost-cutting, and efficiency are top priorities—building a product that truly solves business challenges is the difference between success and irrelevance. So, how do you drive better alignment between CS and Product? Here’s what I've seen work: 1️⃣ Lead with Data & Insights -Identify the most adopted and least adopted product features -Pinpoint where customers are dropping off and why -Find personas and use cases that drive the most value -Look for patterns and trends across your customer base 2️⃣ Support Data with Customer Stories -Conduct interviews and surveys to capture direct feedback -Dive into workflows and edge cases to understand nuances -Align product evolution with customer goals and business objectives 3️⃣ Prioritize Product Feedback Strategically -Leverage customer data to rank impact and urgency -Tie feedback to revenue—renewals, expansions, and upsells -Ensure recommendations align with the broader product vision 4️⃣ Maintain an Open Dialogue -Establish a structured collaboration rhythm (bi-weekly syncs, Slack channels, shared roadmaps) -Keep all teams informed on designs, timelines, and priorities -Be clear, concise, and adaptable—Product is balancing competing priorities across the org 5️⃣ Close the Loop—Every Time -Set clear expectations with customers early and often -Enable Product teams to engage directly with customers for firsthand learning -Continue gathering feedback even after launch (beta programs, customer advisory boards) At the end of the day, great products are built by teams who stay close to the customer. CS should not be a passive observer in product development—it should be a driving force. When you get this right, you influence retention, expansion, and advocacy. And that’s a business win. __________________ 📣 If you liked my post, you’ll love my newsletter. Every week I share learnings, advice and strategies from my experience going from CSM to CCO. Join 12k+ subscribers of The Journey and turn insights into action. Sign up on my profile.

Transforming Supply Chain Management with Large Language Models (LLMs) In the dynamic world of supply chain management, staying ahead means embracing the latest in technology. Enter Large Language Models (LLMs), the game-changers that are set to revolutionize how we understand, predict, and optimize our supply chains. Why LLMs in Supply Chain? - Predictive Analytics: Imagine being able to forecast demand, supply disruptions, or logistic bottlenecks with unprecedented accuracy. LLMs can analyze vast datasets, identify patterns, and predict outcomes, helping businesses stay one step ahead. - Automated Decision-Making: From automating routine tasks to making complex supply chain decisions, LLMs can process information and suggest actions much faster than traditional methods, reducing human error and increasing efficiency. - Enhanced Customer Service: LLMs can power chatbots and virtual assistants to provide real-time, personalized customer support, order tracking, and FAQs, improving the customer experience and freeing up human resources for more strategic tasks. - Sustainability Insights: By analyzing data on supply chain operations, LLMs can identify areas where improvements can be made for sustainability, helping companies reduce their carbon footprint and meet ESG goals. - Risk Management: LLMs can monitor a multitude of sources to identify potential supply chain risks, from natural disasters to geopolitical tensions, providing businesses with the insights needed to mitigate these risks proactively. Real-World Applications: - A leading logistics company uses LLMs to optimize route planning, reducing delivery times and fuel consumption. - A global retailer leverages LLMs for demand forecasting, significantly reducing overstock and stockouts. - A manufacturing firm utilizes LLMs for supplier risk assessment, enhancing resilience in its supply chain. The Future Is Now: The integration of LLMs into supply chain management marks a pivotal shift towards more agile, efficient, and resilient supply chains. As these technologies continue to evolve, the possibilities are limitless. Get ready to embrace the future of supply chain management with LLMs #SupplyChainInnovation #LLMs #AI #TechnologyInSupplyChain #FutureOfLogistics

We surveyed 1,244 product teams over the last 6 months and uncovered a reality that blew our minds: While all product teams are trying to create products that better satisfy customer needs, over 80% of product teams do not agree on what a customer "need" even is! Teams define "needs" as exciters and delight-ers, pains and gains, specifications and requirements, features, value drivers, wants and benefits, wishes, aspirations... ...and the list goes on, as if any of these inputs will correctly inform the innovation process. Here's the problem: THEY DON'T! Just like any process, only precise inputs lead to a great result. So what is the right input? We know that people buy products and services to get a "job" done. So, let's start by defining customer "needs" as the metrics customers use to measure success when getting a job done. If we know how customers measure success, we can create solutions that help them get their jobs done better--and win in the marketplace. These metrics, which we call the customer's desired outcomes, are tied to the customer's job-to-be-done and are unique in many ways. They are: - measurable and controllable, - actionable, - unambiguous, - solution independent and, - stable over time. When listening to music, for example, a music enthusiast may want to: “minimize the time it takes to get the songs in the desired order for listening.” This is one of many outcomes associated with the job of listening to music. Using these customer inputs as customer need statements, you're able to: 1. Understand how your customer measures success. 2. Measure how well your solutions get the job done. 3. Give your team clear instructions on how to improve your solutions. Watch your team transform when they're aligned with the metrics your customers use to measure success. #CustomerNeeds #InnovationProcess