Connected for real!

Connecting the supply chain to commerce is the ultimate aspiration for most manufacturers, with some even daring to envision integrating their shopfloor. However, dreams like these seldom come true without a robust blueprint and often, without, the leadership courage.

A recent experience while moving houses got me thinking: the challenges we face are strikingly similar, whether in a business-to-consumer or business-to-business supply chain. Ultimately, everything links back to a consumer. Like most house moves, mine involved a series of mini-transfers, such as switching my broadband, security systems, utilities and other essential services.

The Good: My Security Vendor

I had a relatively smooth experience with my security provider. They requested a simple action on my part, which I completed. They committed to a specific day and price, showed up as promised, installed everything, and left the system running perfectly. The entire process took no more than 30 minutes of my time. Throughout, they kept me informed via timely emails and text messages—clear, concise, and only when necessary.

The Not-So-Good: My Broadband Provider

My broadband provider, a well-known name, was a different story altogether. Due to an action on their part, I was left without broadband for over 2.5 weeks. They had overestimated their capabilities and, when things went wrong, failed to rectify the situation. Instead, they simply provided me with a new installation date, over two weeks away.

To add to the frustration, when I tried to adjust my package, I discovered they had signed me up for a 24-month contract, replacing my previous month-to-month arrangement. When I confronted them, they were indifferent, more comfortable with me leaving in 14 days after 14 years of loyalty than correcting their mistake. Their excuse? The "system" didn’t allow changes for existing customers, only new ones. I may have signed something in the small print, but surely a long-standing relationship should count for something?

The move happened nevertheless, and I did anticipate some challenges, but what I didn't expect is to waste time and resources on someone else's inefficiencies.

Above two example highlight trust and customer centricity. Here is my simple take on five Indicators of a Trusted, Customer-Centric Supply Chain.

Be Transparent with Product or Service Information

Your customers should have access to clear, unambiguous information about your products and services. They should be able to make informed decisions based on product origins, ingredients, and other relevant details. This starts with how you market, publish and what channels you enable for your customers to interact with your offerings.

Make Honest Commitments

Provide transparency on delivery timelines, total costs, and terms. Many make small print even smaller, because of their insecurities, I believe in making the small print bigger, being upfront, be bold. Trust begins with being trustworthy, and that means ensuring customers know what to expect upfront. Don't mistake that trust is not human thing, your systems and process need to be trusted, so build them with the required care and attention.

Communicate with Clarity

Keep customers informed at relevant stages with concise, meaningful updates. Do you homework that you are going to be able to deliver what you have promised. If you cannot meet a promise, be the first to notify them. Proactive communication fosters trust and loyalty.

Let Information Flow Autonomously

Ensure that sales information flows to operations autonomously, without relying on spreadsheets, emails, or phone calls. Empower your team to build processes and systems in a safe environment and be confident in making decisions when challenges arise as they inevitably will.

Commit to Innovation and Learning

Continuously prioritise innovation and experimentation. It is mind boggling how many operations are still lagging behind but your customers have moved on. A truly customer-centric supply chain should operate autonomously (well almost), allowing your team to focus on learning and improving in new areas, driving sustained growth and excellence.

At InspireXT , we have been privileged to work with visionary clients who not only believed in their ambitions but also entrusted us to create the blueprint and design solutions to bring them to life. Unfortunately, many COOs and CSOs face challenges in turning these aspirations into reality. This often stems from a lack of genuine belief, where ideas are treated as mere rhetoric, or from embarking on the journey without a sound plan. At times, their "why" is misplaced—focused solely on profit.

While profits are undeniably important, they are an outcome, not the purpose. True success is rooted in customer excellence, which in turn is driven by operational excellence. Achieving this synergy requires seamless communication between customers and operations. This is a harmony that transforms ambition into reality.

Share your thoughts on what you think makes your supply chain trusted and customer centric or what more can you do to enhance it.