Market-entry operating and fulfilment coordination

We land the first orders of a new Gulf market on terms the group has agreed. We run the selection and the contract terms of the fulfilment, delivery and support partners, set service levels and run the launch calendar until the first orders ship and the partners perform to their terms.

One accountable lead from At Par answers to the board for the whole of it.

• A market-entry operating plan: sites, partners, roles, hand-offs and the launch calendar by week.
• Partner scorecards and a comparison of fulfilment and delivery options on cost, reach and exit terms.
• Service-level schedules to attach to each partner contract, with credits for missed standards.
• An inbound plan for first stock, with receiving, storage and reorder triggers.
• A launch readiness review signed by the leads of operations, finance and customer service.
• A first-90-days performance report, partner by partner, against the service levels agreed.

• The board reads the days from its approval to the first customer delivery.
• On-time delivery is read against the service level written into each partner contract.
• Landed and delivered cost per order in the new market is tracked against plan.
• The group spreads volume across partners, and you read the share held by the largest single partner.
• Stock is counted accurately at launch, and you read stock accuracy at the first count after launch.

New markets are entered through whoever answers first. A single distributor or fulfilment partner is given stock, the data and the customer, and then sets the price of every later service. Exit becomes expensive and the group is a tenant in its own market.

• A distributor has offered to handle stock, orders and customers in the new market for a single margin.
• Contracts for warehousing and delivery have been signed without service levels or exit terms.
• The launch date is fixed by the board but no one holds the checklist that leads to it.
• Stock is already in transit before a receiving location has been confirmed.
• Customer service for the new market has no owner and no hours.

Groups opening in a second or third Gulf market, and international brands arriving with no local team, who need warehouses, carriers and customer service in place on a date the board has promised.

At BaladiMart, part of Al Baladi Group, Qasim Abbas set the capital logic behind a blended last-mile fleet of about 1,000 vehicles. He reads a partner contract by what it costs the group per delivery, and your entry plan carries the same test.

We bring operators and technology platforms in through one accountable relationship. We run the plan end to end, and the operators and platforms contract with the group directly. See how fees work.

Should we use one partner for the whole market?

One partner is the faster route into the market, and split arrangements spread the dependency. We compare both on cost and exit terms and recommend how much concentration the group should hold.

Can you run the market for us afterwards?

Yes. We run the market through launch and the first quarter, and our Managed Operations & Transformation work continues the management from there.

Arrange a private briefing once the board has a launch date in mind. We walk the calendar back from it and tell you which partner decisions are already late.