Find the friction
Map order capture, exceptions and handoffs. Align service definitions and quantify the baseline.
CUSTOMER OPERATIONS, REIMAGINED
Better orders.
Stronger service.
Measurable value.
Explore an illustrative order-automation business case and service scorecard. These tools support a broader consulting offering across performance management, segmentation, order capture, fractional leadership and AI-agent prioritization.
Explore the opportunity ↗40+people led
50%+increase in no-touch ordering
3%OTIF improvement
10%reduction in staffing needs
Selected outcomes from Tim’s prior leadership experience. Model results below are estimates, not performance guarantees.
01 / BUILD THE BUSINESS CASE
From order entry to opportunity.
Explore the separate inventory-policy scenario ↗
Adjust your baseline. See the economics change in real time.
Order-automation assumptions
Monthly volume is held constant. Manual entry cost should reflect avoidable labor only. Benefits represent capacity value unless spend can actually be removed.
ANNUAL NET AUTOMATION VALUE
Capacity value less recurring technology cost
Year-one net value Simple payback
Annual order-entry cost
Gross capacity value
Additional automated orders / year
Gross value = annual orders × automation rate change × manual entry cost. Net subtracts annual platform costs; year one also subtracts implementation.
02 / MAKE SERVICE VISIBLE
A shared definition of performance.
Balance service, cost, customer experience and working capital—and turn the monthly review into a repeatable improvement process.
MONTHLY OPERATING SCORECARD
One view. Balanced decisions.
Illustrative demonstration data. All values and targets below are fictional, not industry benchmarks or client results. The dashboard is independent of the manual service inputs below. Sparklines show January through the selected month; dashed lines show targets. “Action needed” means a target was missed, not that the trend is worsening.
View monthly KPI history and targets
| Measure | Jan | Feb | Mar | Apr | May | Jun | Target |
|---|
Measure selection informed by APQC’s supply chain measurement guidance; NPS definition follows Bain’s Net Promoter methodology. Cohorts, denominators, cost scope and targets are agreed with each client. Lower cost or inventory is evaluated alongside service and customer outcomes.
THE CRITICAL NEXT STEP / EMBED IMPROVEMENT
Measurement is the starting point. Improvement is the engagement.
I work with your team to embed a disciplined performance-management routine: understand the gap, verify the cause, test a solution and confirm that the result holds.
01 / Diagnose
Segment misses by customer, SKU, lane and reason. Use Pareto analysis, process mapping and 5 Whys to verify root causes.
02 / Solve
Agree countermeasures, accountable owners, due dates and expected benefits. Test changes through a focused PDCA cycle.
03 / Sustain
Review action closure and repeat failures. Verify effectiveness, update standard work and reinforce adoption with managers.
Typical rhythm: daily exception huddles, weekly problem-solving sessions and monthly cross-functional reviews. Deliverables include an action register, root-cause evidence, pilot results and a benefit-verification process.
Explore a service calculation
Use your own order counts below. This calculator is separate from the illustrative monthly dashboard.
Service inputs
Use the same eligible orders, promised date, tolerance and in-full definition. Agree on delivery or shipment timing and exclusions before measuring.
Service scorecard
On-time and in-full percentages are not multiplied to estimate OTIF. Gaps are percentage points; no revenue benefit is assumed.
03 / AN ENGAGEMENT THAT MOVES THE NUMBERS
Diagnose. Design. Deliver.
Build the roadmap
Prioritize automation, ordering policies and dashboard requirements against value and effort.
Make change stick
Pilot with sales and customers, equip the team, and establish a practical performance rhythm.
Bring the customer perspective
into your operations transformation.
Tim Wilson · Customer operations & supply chain advisor
Order capture · Automation · OTIF · KPI design · Team performance