Across industries, 81% of all customers attempt to take care of matters themselves before reaching out to a live representative. When there is so much information in customer feedback, why do supply chain managers leave such expensive insights on the table? Supply chain touches the product from conception until it arrives in the hands of the customer, and sometimes through the recycling process. Join Irina Rosca, Director of Supply Chain and Customer Success at Helix as she walks through the key questions to connecting the supply chain with the voice of the customer.

1. Why You Should Embed Customer Service
Metrics in Your Supply Chain
Irina Rosca Emily Murphy
With: Moderated by:
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Trends in Supply Chain
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3. About Irina Rosca
Irina is the founder of sustainSCM, a consulting group assisting SMBs to streamline the flow of
products and data through their network with cost and impact efficient methods. As Director of
Supply Chain and Customer Success at Helix, Irina oversees the company’s end to end clinical
supply chain and implements processes to ensure the company continuously improves the
customer experience. Irina is an engaged and results oriented leader with a proven history of
successful operational stewardship improving global operations in various business sectors. Irina
also hosts the weekly Supply Chain Minute where she speaks about the latest opportunities and
challenges impacting global organizations and their supply chains.
About Emily Murphy
Emily earned a Bachelor of Arts from the University of California, Santa Cruz, for her major in Film
and Digital Media and minor in Literature. With experience in writing, publication, and teaching, she
continued her work after college as a research writer and an online blog contributor. She has now
joined the Aggregage team and is the Editor for several sites in our network, including Supply Chain
Brief, Logistics Brief, and B2B Marketing Zone.

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Trends in Supply Chain
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Why You Should Embed Customer Service Metrics
in Your Supply Chain

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Focus of supply chain managers has been to keep costs low.
Focus of customer service managers has been to ensure the customer is satisfied.
Sometimes these siloed goals clash.
An Organizational View
Product
Development
Supply Chain Marketing Sales Finance
Customer
Service

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• Accounts for most customer interactions.
• Voice of the customer within an organization.
• Wealth of information right from the customer, however in recent years trends push more towards
self service approaches.
• 81% of customers will try self service before reaching out to live representative
• Cost per live interaction with caller: $7/ B2C and $13/B2B
• Self service creates significant savings-> knowledge left on the table
• Challenge: As more people help themselves, when they finally reach CS the issues are more
complex and customers disappointed.
Customer Service

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Distance from VOC is Bad for Business
“Our people are woefully ill-equipped to handle today’s customers and their issues. We’re not running a
contact center here. It’s more like a factory of sadness.”
• Reactive
• Outrage on social media
• Customer retention on decline
• Customer satisfaction has been in steady decline across industries for years
• Attrition in the industry is at 24% today
• Marketing costs increase

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Time for Change!
Product
Development
Supply Chain
MarketingFinance
Sales
Customer
Service
Alignment is the assignment.

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• Getting closer to the customer will help the supply chain learn:
• What?
• When?
• Where?
• How Much?
• What improvements are needed and where?
• Customer service will benefit from understanding updates from supply chain:
• Improved ability to provide the customer with a satisfactory answer within the expected time.
• Siloed data sources is a customer experience challenge presented by the supply chain-> Visibility is
an opportunity!
• Historical models no longer valid in current 2020 global supply chain environment!
How Can Alignment Help?

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Multiple phases where customer information and feedback is important for supply chain:
• Pre-Sale
• Forecasting, Supply, Inventory and Network Planning
• During Sale
• E-commerce
• Brick and Mortar
• Post Sale
• Returns, Inventory Planning
• How does the supply chain support in customer retention and acquisition?
Stages of Information Sharing

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• What type of information does supply chain use in planning?
• Who- Who is the customer you solving a problem for?
• Why- What is the expected result?
• What- What product and how much?
• Where- Where is the supply chain center of gravity?
• In what state- FG, RM, Semi FG?
• How about?
• Real time customer feedback
• Regional customer sentiment
Pre-Sale: Customer Persona In the Supply Chain

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• Shopping experience is key!
• Customers’ ability to search, find, select, purchase and receive
what they want depends upon complete, accurate product data.
• Does your website provide real time product availability
information?
• At brick and mortar- is this a pleasant purchasing experience?
• Consumer loyalty is earned or lost in this exchange, so prioritizing
product data quality programs is crucial.
Point of Sale

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• How many orders or products sold resulted in a customer
interaction?
• What was the cause of the interaction and how does that
translate into supply chain action?
• How was the sales experience?
• Was it easy to order?
• Did they receive a notification immediately?
• Late Arrival
• Quality
• Easy to assemble?
• If in retail- was it easy to find?
• Too heavy?
• Damaged?
Post Sale: How Was the Sales Experience?

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• Failures such as late delivery or damaged product directly
impact customer satisfaction and brand loyalty.
• Consumer expectation of continuous improvement in
shopping convenience, free/ fast shipping, wider
product availability, immediate returns and refunds.
• Retaining and analyzing the right data on refunds can
help in contract negotiations and choosing partner- think
last mile services!
Post Sale Feedback

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• Standard customer service metrics:
• Average Ticket Count
• Average Ticket Resolution Time
• Customer Satisfaction
• Customer Retention
• There are direct correlations between these and supply chain metrics.
• OTIF
• Quality
• Inventory Turnover and Carrying Costs
• Freight Cost/ Unit
Customer Metrics-> Continuous Supply Chain Improvement

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• Outline your team’s goals and review with others.
• Work cross-functionally to ensure that efforts align towards the
overall business objectives.
• Define the common data points and cross-functional inputs
necessary to track progress.
• Assign ownership of data management.
• Bring teams together through common data-> gain a unified
view of the customer experience.
Brand and leadership commitment to continuous improvement in
customer experience is essential.
Where to Start?

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• Today historic order patterns provide little valuable insight for demand planning-> Supply chains
need a regional local response and for this they need to understand the environment, demand
and consumer regionally.
• How do we redefine the new supply chain, not all regions are created equal.
• Shifts in demand and supply planning
• Driven not by historical data but by consumption-> capture customer data from across the
network adjust to demand driven supply planning.
• Costs and buying power
• Supply distruption
• Logistics outages
Current Environment: Demand and Supply Shifts

18. Q&A
Emily Murphy
With: Moderated by:
Irina Rosca
Senior Web Content Specialist, Aggregage
Linkedin page: /in/Emily-millard-murphy/
Twitter ID: @scbrief
Website: www.supplychainbrief.com
https://www.supplychainbrief.com/webinar-series/trends-in-supply-chain/
https://www.logisticsbrief.com/webinar-series/trends-in-supply-chain/
Founder, sustainSCM and Director of Supply Chain
and Customer Success Operations, Helix OpCo
Linkedin page: /in/irinarosca/
Twitter ID: @sustain_SCM
Website: https://sustainscm.com/