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Introduction .................................................................................................................................................. 4
1. Becoming the Expert in IFQ....................................................................................................................... 4
In-Depth Learning of IFQ’s Operations ..................................................................................................... 4
 Current System Evaluation: ........................................................................................................... 4
 Process Mapping ........................................................................................................................... 4
 Technology Assessment ................................................................................................................ 4
User Experience Analysis Based on Appendix 1 Feedback ....................................................................... 4
 Feedback Synthesis ....................................................................................................................... 4
 User Journey Mapping .................................................................................................................. 4
 Solution Brainstorming ................................................................................................................. 5
Studying Industry Best Practices ............................................................................................................... 5
 Benchmarking Against Competitors.............................................................................................. 5
 Technological Innovations............................................................................................................. 5
 Adaptation and Integration: .......................................................................................................... 5
2. Implementing an IFQ Improvement Plan.................................................................................................. 5
Automation of Backend Processes ........................................................................................................... 5
 Identifying Automation Opportunities .......................................................................................... 5
 Developing Automated Solutions ................................................................................................. 5
 Enhancing Communication Channels ............................................................................................ 5
 Integration with Existing Systems ................................................................................................. 5
Operational Streamlining .......................................................................................................................... 5
 User Information Collection Process ............................................................................................. 5
 Reducing Redundant Communications ......................................................................................... 6
 Process Re-engineering ................................................................................................................. 6
User Interface Enhancement .................................................................................................................... 6
 Feedback-Driven Design Updates: ................................................................................................ 6
 User Testing and Iteration: ............................................................................................................ 6
 Feature Enhancements ................................................................................................................. 6
3. Data Tracking and Measurement .............................................................................................................. 6
Operational Metrics .................................................................................................................................. 6
 Time to Process Each Load ............................................................................................................ 6
 Number of Manual Interventions ................................................................................................. 6

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 Accuracy of Initial Quotes: ............................................................................................................ 6

Financial Metrics ....................................................................................................................................... 6
 Cost Per Transaction: .................................................................................................................... 6
 Change in Operational Costs ......................................................................................................... 7
Efficiency Indicators .................................................................................................................................. 7
 Reduction in Manual Interventions............................................................................................... 7
 Processing Speed: ......................................................................................................................... 7
Financial Impact Analysis .......................................................................................................................... 7
 Cost Savings ................................................................................................................................... 7
 Revenue Growth: .......................................................................................................................... 7
 ROI on Technological Investments ................................................................................................ 7
4. Integrating Customer Feedback ................................................................................................................ 7
Feedback Loops ......................................................................................................................................... 7
 Structured Feedback Collection: ................................................................................................... 7
 Analysis of Feedback Content ....................................................................................................... 7
 Real-time Feedback Channels ....................................................................................................... 7
Product Development Integration ............................................................................................................ 8
 Feedback Review Meetings ........................................................................................................... 8
 Prioritization of Feedback-Driven Features: ................................................................................. 8
 Feedback-Informed Decision Making ........................................................................................... 8
Continuous Feedback Integration ............................................................................................................. 8
 Iterative Development Process ..................................................................................................... 8
 Transparent Communication: ....................................................................................................... 8
5. Developing Relationships with Brokers and Carriers ................................................................................ 8
Strategic Networking ................................................................................................................................ 8
 Targeted Outreach: ....................................................................................................................... 8
 Industry Events and Forums .......................................................................................................... 8
 Leveraging Existing Relationships ................................................................................................. 8
Negotiation and Collaboration.................................................................................................................. 9
 Value Proposition Presentation: ................................................................................................... 9
 Long-term Partnership Focus ........................................................................................................ 9
 Customized Solutions .................................................................................................................... 9

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Building a Collaborative Network ............................................................................................................. 9

 Regular Communication and Meetings ......................................................................................... 9
 Feedback Mechanism.................................................................................................................... 9
 Performance Monitoring and Evaluation:..................................................................................... 9
6. Escalation Process ..................................................................................................................................... 9
Clear Guidelines ........................................................................................................................................ 9
 Criteria for Escalation: ................................................................................................................... 9
 Escalation Pathways ...................................................................................................................... 9
 Training and Communication: ....................................................................................................... 9
Escalation Team ...................................................................................................................................... 10
 Formation of a Dedicated Team.................................................................................................. 10
 Empowerment and Resources: ................................................................................................... 10
 Training in Conflict Resolution: ................................................................................................... 10
Feedback Loop ........................................................................................................................................ 10
 Analysis of Escalated Issues......................................................................................................... 10
 Integration into Product Development ....................................................................................... 10
 Communication with Stakeholders ............................................................................................. 10
Assumptions ............................................................................................................................................ 10
Conclusion ................................................................................................................................................... 11

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Introduction
With its Instant Freight Quote (IFQ) offering, Ivy is at a pivotal point in the dynamic and
changing world of perishable food logistics. This document reflects Ivy's goal of enabling all
parties involved in the food supply chain by outlining a comprehensive strategy plan for
assuming complete operational management of IFQ. The plan addresses the possibilities and
difficulties noted in the case study and is customized to Ivy's distinct position in the industry. In
addition to improving IFQ, it also intends to establish the groundwork for Ivy's line of freight
goods, which are already undergoing testing. Comprehensive knowledge of IFQ, operational
effectiveness, using data to make informed decisions, incorporating consumer input into product
development, forming economical alliances, and developing a strong escalation procedure are
among the main areas of concentration.

1. Becoming the Expert in IFQ

In-Depth Learning of IFQ’s Operations
 Current System Evaluation: Perform a thorough examination of the current IFQ system.
This entails a thorough analysis of the case study's described manual backend procedures.
Pay close attention to the interactions with the quote tracking retool dashboard and the
substantial manual correspondence via email and phone calls.
 Process Mapping: Draw out the IFQ process's complete workflow, from the creation of
the quote to the conclusion of the load. This mapping ought to draw attention to the
places where manual interventions are most common, including the requirement for
regular broker communication in order to finalize quotes and manage loads.
 Technology Assessment: Assess the IFQ system's present technology stack. This entails
being aware of the capabilities and constraints of the tools and software being used.
Finding viable technical alternatives that could automate or simplify the current
procedures is the aim.
User Experience Analysis Based on Appendix 1 Feedback
 Feedback Synthesis: Examine the user reviews in Appendix 1 in a methodical manner.
This entails being aware of the difficulties consumers encounter when setting up freight,
like the drawn-out process of requesting quotations, the intricacy of faxing information
and Bills of Lading (BOLs), and the inconvenience of getting invoices and confirmations.
User Journey Mapping: Make thorough user journey maps for the many user personas
that Ivy's main users have identified. These maps ought to show the general steps that
users take to arrange freight, from the first step of determining needs to the last step of
delivery.Draw attention to the problems, such as the challenge of comparing prices, the
need for produce brokers, and the need of tracking and on-time delivery.
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 Solution Brainstorming: Come up with ideas for possible additions or enhancements that
may be added to the IFQ system to address these particular user wants and pain areas
based on the user journey mapping and synthesized feedback.
Studying Industry Best Practices
 Benchmarking Against Competitors: Examine rivals in the freight quotation market to
find cutting-edge features and best practices. This study ought to concentrate on the
efficient technological applications that other businesses have made to streamline and
accelerate the freight management procedure.
 Technological Innovations: Examine the most recent technical developments in the
logistics and freight sector. This involves investigating the ways in which automation, AI,
and machine learning have been applied to improve freight operations.
 Adaptation and Integration: Create a plan for integrating these cutting-edge techniques
and technology advancements into the IFQ system. This entails knowing what other
people are doing as well as how to incorporate their methods into Ivy's system in a way
that suits its own company strategy and clientele.

2. Implementing an IFQ Improvement Plan

As stated in the case study, the goal of the IFQ Improvement Plan is to remedy the laborious and
manual parts of the IFQ system that are already in place, with an emphasis on automation,
operational effectiveness, and user interface improvement.

Automation of Backend Processes

 Identifying Automation Opportunities: Examine the current backend procedures, with a
focus on the case-highlighted manual communications with brokers and the interfaces
with the retool dashboard. Determine which particular steps in these processes can be
automated.
 Developing Automated Solutions: Establish automated systems to monitor incoming
quotes. This can entail creating or incorporating AI-driven technologies that can gather
quotes from several brokers automatically and combine them, eliminating the need for
manual tracking.
 Enhancing Communication Channels: Automate the broker communication process.
Create a system that can automatically construct queries or updates and send and receive
data from brokers, including load details. To expedite conversations, this system can
make use of chatbots or automated email systems.
 Integration with Existing Systems: To promote efficient data flow and process efficiency,
make sure that these automated solutions are seamlessly connected with Ivy's current
accounting procedures and inventory management software.
Operational Streamlining
User Information Collection Process: Redesign the procedure for gathering user data.
Improve the IFQ platform's input system to make it more user-friendly and directed.
Users efficiently and methodically supply the required information. This might entail
intelligent forms that adapt on the fly to user input.

 Reducing Redundant Communications: Create a mechanism to reduce the amount of

unnecessary email correspondence. There should be less need for back-and-forth
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to obtain further information if this system is able to locate and compile all pertinent data
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into a single interface.

 Process Re-engineering: Redesign the IFQ service's entire process flow. Examine every
stage of the present process, from the request for a quote to the finalization of the load,
and find areas where steps might be streamlined or eliminated to improve efficiency.
User Interface Enhancement
 Feedback-Driven Design Updates: Implement changes to the IFQ platform design in
response to specific user comments from Ivy's core user base. Focus on simplifying the
user interface to make the process of entering freight requests and obtaining quotations
more expedient and user-friendly.
 User Testing and Iteration: Hold user testing sessions with a subset of Ivy's core users to
receive feedback on the suggested UI changes right away. Make use of these
recommendations to improve the UI in iterative fashion.
 Feature Enhancements: Add new features to the IFQ platform that address the needs that
customers have expressed. This could entail real-time freight tracking, more transparent
pricing alternatives, and easier access to historical data and previous bids.

3. Data Tracking and Measurement

In the context of Ivy's Instant Freight Quote (IFQ) system, assessing the effectiveness of
operational improvements and their financial impacts requires establishing a robust framework
for data collection and assessment. This involves monitoring and assessing multiple variables
using a specific and comprehensive approach, as described in the case study.

Operational Metrics
 Time to Process Each Load: Record the duration of a load request from the moment it
begins until it ends. This metric is essential for assessing the increases in productivity that
follow the implementation of automated and optimized processes.
 Number of Manual Interventions: Monitor the frequency of manual interventions in the
load processing procedure. In this case, the focus would be on activities related to
quotation creation and broker communication.
 Accuracy of Initial Quotes: Keep an eye on the difference between the first estimates you
receive and the total price. This measure will address issues with cost-effectiveness and
price brought up in user feedback by evaluating the IFQ system's accuracy and
dependability (Appendix 1).
Financial Metrics
 Cost Per Transaction: Examine the entire cost associated with each goods transaction,
taking into account both administrative and operational costs. This will make it easier to
comprehend how financially efficient the IFQ system is, particularly when comparing
automated and manual operations.

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 Change in Operational Costs: Following the introduction of enhancements, monitor the

shift in operating expenses. This covers the price of investments in technology,
communications, and manual processing.
Efficiency Indicators
 Reduction in Manual Interventions: Calculate how many fewer manual chores are needed
for each load. This is closely related to the case study's focus on how labor-intensive and
manual the existing IFQ procedures are.
 Processing Speed: Track the variation in each load's processing speed. Increased business
efficiency would result from successful operational changes, which would be indicated
by faster processing times.
Financial Impact Analysis
 Cost Savings: Determine the cost savings from operational enhancements, paying special
attention to the savings from less manual labour and improved process efficiency.
 Revenue Growth: Examine any revenue growth that results from the improved IFQ
system. This involves determining whether enhanced operational effectiveness and user
experience encourage both current and potential users to use the IFQ service more
frequently.
 ROI on Technological Investments: Analyse the return on investment of any newly
installed technologies. This means balancing the cost of adopting new technologies
against the financial returns from higher customer happiness and operational efficiency.

4. Integrating Customer Feedback

For Ivy's Instant Freight Quote (IFQ) technology to continue meeting and beyond user
expectations, customer feedback must be incorporated. The feedback obtained from the case
study's Appendix 1 provides valuable insights into the challenges and experiences of the users,
which can guide IFQ's enhancement.

Feedback Loops
 Structured Feedback Collection: Create a methodical strategy for gathering input. Regular
surveys, feedback forms incorporated into the IFQ platform, and focus groups or
organised interviews with Ivy's primary users—who are wholesale produce shippers and
distributors—could all be examples of this.
 Analysis of Feedback Content: Take a close look at the feedback, noting any reoccurring
themes such as the difficulty in arranging items, the need for automated processes,
concerns over expenses, and the need for dependable and effective goods administration.
 Real-time Feedback Channels: Utilize real-time feedback technologies to quickly get user
opinions. In-app prompts and post-service feedback requests are a couple of instances of
these methods. This is particularly crucial for recording user impressions on the
platform's usability and the degree of contentment with the planned goods offering.

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Product Development Integration

 Feedback Review Meetings: Organize regular meetings between the product development
team and customer service representatives. In these meetings, talk about the latest
feedback and identify any patterns or issues that still need to be fixed. This is essential to
make sure that the user-voiced issues regarding manual and time-consuming operations
are being actively addressed in product updates.
 Prioritization of Feedback-Driven Features: Give the creation of new features or
improvements top priority, taking customer feedback into consideration. For example, if
customers express dissatisfaction with the complexity of managing loads and arranging
goods, prioritize automation and tracking capabilities in the development roadmap.
 Feedback-Informed Decision Making: Take customer feedback into account when
deciding on IFQ. This should cover not only what features to add or enhance, but also
how to build them to meet the unique wants and problems that the users have.

Continuous Feedback Integration

 Iterative Development Process: When creating new products, employ an iterative
approach and include user feedback to drive continuous improvement. After a new
product or update is released, get feedback from users to assess its impact and identify
other areas that could use improvement.
 Transparent Communication: Users ought to be informed when their input is being used.
This can be achieved by providing users with regular updates or newsletters about IFQ
developments and future plans, which will reassure them that their participation is valued
and significant.

5. Developing Relationships with Brokers and Carriers

When utilizing Ivy's Instant Freight Quote (IFQ) system, it is imperative to establish reliable
relationships with brokers and carriers. As the case study illustrates, this strategy is not just about
offering competitive price and efficient service, but also about building a network that enhances
the whole value proposition of the IFQ system for its main clients, wholesale produce shippers
and distributors.

Strategic Networking
 Targeted Outreach: Start targeted outreach programs aimed at brokers and carriers who
are known for their efficiency and reasonable prices. This aligns with the comments
received from customers, as indicated in Appendix 1, which expressed unambiguous
concerns regarding freight arrangements and cost.
 Industry Events and Forums: Participate actively in industry events, online forums, and
trade shows that draw carriers and brokers. This presents an opportunity to understand
market trends, challenges facing the freight industry, and identify potential partners who
align with Ivy's objectives and user needs.
Leveraging Existing Relationships: Utilize the relationships and networks you already
have to set up meetings with influential people in the freight industry. Reaching out to
Ivy's current clients or partners who might know reliable brokers and carriers can be one
way to do this.
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Negotiation and Collaboration

 Value Proposition Presentation: During discussions, provide a compelling value offer to
brokers and carriers, emphasizing the volume of revenue Ivy may generate because of its
user base. Using the number of loads moved in H2 2023 (58 loads for 6 clients) as an
example of Ivy's potential volume can be persuasive.
 Long-term Partnership Focus: Have discussions about the potential for long-term
partnerships rather than one-time deals. Emphasize how partnering with Ivy might result
in consistent income, leveraging Ivy's growing market share in the perishable food
industry.
 Customized Solutions: Work together with carriers and brokers to develop customized
solutions that meet the needs of Ivy users. This may mean haggling over service
agreements or reduced rates for loyal clients, or for specific routes that are often taken by
Ivy's customer base.
Building a Collaborative Network
 Regular Communication and Meetings: Arrange regular meetings and communication
channels with key carriers and brokers to ensure ongoing alignment and discuss any
problems or enhancements.
 Feedback Mechanism: Create a feedback loop so brokers and carriers can provide
feedback on the cooperation and the IFQ scheme. This could lead to continuous
improvements in the scope of services offered and the efficiency of operations.
 Performance Monitoring and Evaluation: Provide a system for routinely monitoring and
evaluating the carriers' and brokers' performance. To do this, metrics including on-time
delivery rates, pricing competitiveness, and customer satisfaction ratings may be
monitored.

6. Escalation Process
A methodical escalation structure needs to be put in place in order to effectively manage and
address issues with Ivy's Instant Freight Quote (IFQ) system. It is necessary to evaluate the
specifics of the IFQ system as well as the case study's mention of Ivy's main users, wholesale
produce shippers and distributors.

Clear Guidelines
 Criteria for Escalation: Give specific guidelines defining what constitutes an escalation.
This includes instances where there are significant discrepancies between freight quotes,
delays in load processing, and issues involving freight carriers or brokers. The
requirements should be precise, measurable, and consistent with the operational
benchmarks of the IFQ system.
 Escalation Pathways: Depending on the nature of the issue, identify multiple paths for
escalation. For example, technical issues with the IFQ platform should follow a different
procedure than those with brokers or carriers.
Training and Communication: Ensure that each member of the team has been trained on
the escalation standards and is conversant with the protocols. Ensure that everyone
concerned, including Ivy's clients, is aware of these guidelines so they know what to
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Escalation Team
 Formation of a Dedicated Team: Form a dedicated team to address issues that have
become more serious. This team should be composed of individuals with a variety of
backgrounds, such as those in technical support, customer service, and logistical
management.
 Empowerment and Resources: Assign the escalation team the authority and resources it
requires to make decisions. This entails having the ability to decide, having access to
essential data, and communicating with other partners—brokers and carriers—as needed.
 Training in Conflict Resolution: Provide specialized training in areas such as negotiation,
dispute resolution, and customer relationship management to the escalation team. This is
particularly important because user comments on Ivy have brought attention to the
difficulties and annoyances that come with freight management.
Feedback Loop
 Analysis of Escalated Issues: Examine the elevated concerns often in order to identify any
trends or systemic issues. Finding the root causes of these issues need to be the aim of
this inquiry.
 Integration into Product Development: Ensure that the lessons learnt from escalated
complaints are included into the IFQ system's cycle of continuous improvement. For
example, the system's algorithm or user interface should manage the issue if erroneous
freight quotes are a common occurrence.
 Communication with Stakeholders: Maintain open channels of contact with all relevant
parties regarding the resolution of elevated situations. This may mean providing regular
updates to clients regarding improvements made to the IFQ system in response to their
feedback or issues.

Assumptions
 There is potential for increased efficiency through automation of the current IFQ system,
as it primarily relies on human processes.

 Customers seem to prefer freight services that are easy to use, affordable, and trustworthy
based on their feedback.

 The IFQ service offering can be enhanced by leveraging the potential for negotiating and
forming partnerships with carriers and brokers.

 The existing condition of the market creates a favorable environment for Ivy to implement
these improvements because it supports the expansion of its freight services.

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Conclusion
Not just for improving the IFQ system, this strategy plan gives Ivy a roadmap to achieve
operational excellence and become a leader in the perishable food supply chain logistics sector.
The data-driven operating model, customer-centric design approach, technological integration,
and strategic relationships are the pillars that will assist Ivy's journey towards this goal. This
approach not only meets current industry demands but also positions Ivy for growth and
leadership in the fast-paced world of freight transportation.

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