When understanding the general public sentiment related to your company, almost nothing compares to your average customer’s experience from discovery to purchase to support. There will be specific factors that may lead to churn, such as a negative experience when calling customer support or receiving a product that just doesn’t meet expectations. 

Delivering on time and including everything the customer ordered are key to succeeding in the supply chain. So how should you measure your performance in this area?

As an operations leader in today’s hypercompetitive landscape, you’re always on the lookout for ways to reduce lead times to better satisfy internal stakeholders and, ultimately, delight the customer. In a volatile time with so many supply chain disruptions, the companies able to put products on shelves and in carts are the ones that get orders.

Most operations leaders know that service is the number one differentiator between suppliers. If you can consistently deliver on time and in full, you will win customers. On the other hand, if you can’t do those things, don’t hold your breath waiting for new customers and don’t expect to keep the ones you have for very long.

When you need workers, you don’t want to spend so long finding them that it slows your business down. At the same time, you want to take time to vet candidates so that you get good workers instead of bad apples. So how do you balance these two priorities?

Maybe you’ve heard of on-demand labor and you thought it sounds like a great solution for finding workers when you need them. But what goals can you achieve in a logistics operation with on-demand labor?

Sure, on-demand labor sounds like a great solution for finding workers when you need them. But what business goals can you achieve with on-demand labor?

You’ve probably reached what you thought was the limit of how far your cycle times could be reduced. And when that happens, you start to wonder if there’s something else to be done so that you can deliver to the customer faster and quit feeling like you’re treading water just to stay afloat. 

In the world of modern manufacturing and distribution, operations leaders are evaluating production metrics every day – a blue-collar version of the NYSE Big Board.  And as businesses race to keep up with this modernization, they acquire technology that allows real time, 24/7 access to these same production metrics.  The result is a NYSE Big Board that never closes for the day…  these operations leaders wake up, grab their smart phones and check the numbers.  They check the numbers when they get to the office and again at lunch.  They get one last check before the commute home and then one more peek before the lights go off at night.  Production metrics are everywhere, hunting down the operational bottlenecks, shutdowns and challenges.