Multi-provider performance governance

We install the governance a group needs when warehousing, carriers and fulfilment sit with several providers: a single scorecard measured on the group's data, a quarterly business review cycle, defined escalation steps and an annual decision on who keeps which volume.

The board gets one place to see provider performance, and every provider gets one standard to meet.

• A provider scorecard with defined measures, data sources and weights, held in the group's own systems.
• A review calendar of monthly operational meetings and quarterly business reviews with agendas.
• An escalation ladder from warning to service credit, remedial plan and volume reallocation.
• A decision log recording commitments made by each side.
• An annual provider review paper for the board with a recommendation on volume.

• Scorecard measures come from the group's own data.
• On-time and in-full delivery is compared by provider, on one definition.
• Service credits claimed are set against service credits due, so a provider's miss has a price.
• Open remedial actions are listed by age, and you see which ones have outlived a review cycle.
• Volume moves between providers on performance, and the board sees how much moved in the year.

Each provider supplies a monthly report in its own format, selected to look favourable. No one reconciles them, so service failures are argued case by case, and no provider faces the cost of an underperforming quarter. Volume stays where it is because moving it is hard, and not because it is earned.

• You receive three provider reports and cannot compare them.
• Service credits exist in contracts and are never invoked.
• Review meetings with providers are held when something goes wrong.
• The group has never moved volume from one provider to another on performance.
• Operations managers hold the provider relationship personally, with no record of agreements made.

Chief executives and chief operating officers of groups with two or more logistics providers, and boards that hear about provider performance only when something has failed.

Qasim Abbas has spent more than 16 years inside Gulf family-based and venture-backed groups, where many parties report to one calendar and one set of numbers. Governance applies that discipline to your providers, with a record of what each party agreed.

We build the scorecard on your order, shipping and ledger systems, including Xero and NetSuite. We chair the quarterly reviews for the first year with your executive at the table, then hand the chair across. See how fees work.

Who runs the quarterly reviews?

We chair them for the first year, with your executive at the table, and then hand the chair to your team.

What goes on the scorecard?

The board sees on-time and in-full delivery by provider on one definition, service credits claimed against service credits due, and open remedial actions listed by age.

List the providers the group uses and what you receive from each every month. We set out your first scorecard at a private briefing with the Managing Partner.