Tom Goldsby

The ecommerce industry has been steadily growing over the last few years, accelerated by the Coronavirus pandemic which led to a surge in demand for online products and services. This is great news for online retailers; however, as we know, competition online is fierce. Retailers who aren’t offering an exceptional customer experience risk losing their business to a competitor. A key part of a great customer experience is delivery and returns, and customer expectations in this area are high. 60% of consumers will buy again from a retailer if they were satisfied with the delivery. Returns are equally important and 78% of consumers consider the quality of a returns service when choosing where to shop. Customers know what they want, and they will choose stores based on where they will get the best experience. However, not all customers are the same. Offering a personalised e-commerce experience that meets customer expectations is vital in the right to acquire and retain today’s digital customer where customer loyalty is only as good as the last shopping experience. The Custom Approach to Delivery and Returns When it comes to delivery, retailers who think a “one size fits all” approach will work underestimate the needs…

Special Guest Blog Post written by Dyci Sfregola   Why planning, procurement, and leadership must move beyond coordination theater Collaboration is one of the most overused (and misunderstood) words in both modern supply chain and construction management. Everyone claims to value it. Few organizations design their operating models to make it work. In a recent conversation, Scott Luton sat down with Dyci Sfregola, author of Next Level Construction Management, to unpack what real collaboration looks like in practice; and why so many well-intentioned efforts fail to deliver measurable results.   What “True” Collaborative Planning Really Means According to Sfregola, real collaboration isn’t about more meetings or more dashboards. It’s about working together to create one plan, one set of assumptions, and real tradeoff analysis – – all owned collectively across functions. That includes finance, commercial, marketing, manufacturing, planning, and procurement all working from the same reality. Capacity, labor, cash flow, and constraints are visible. Decisions are documented. Actions actually change what happens next. The most common failure? Confusing information sharing with alignment. Teams often circulate data and emails and call it alignment, but no one in the room has clear decision rights – – or the authority to commit resources…