MODULE 3

CUSTOMER SERVICE AND LOGISTICS

Customer Service in Event Management

Pre-Event:

 Prompt Communication: Ensure timely responses to inquiries.

 Comprehensive Information: Provide detailed schedules, venue details, and

logistics.

 Streamlined Registration: Facilitate an efficient ticketing process with personalized

assistance for special requests.

During the Event:

 Welcoming Staff: Employ knowledgeable and friendly team members and

volunteers.

 Effective Crowd Management: Use clear signage and efficient crowd control.

 Quick Issue Resolution: Address attendee concerns promptly.

 Quality Food and Beverages: Ensure high standards for food service when
applicable.

Post-Event:

 Collect Feedback: Send follow-up surveys to gather attendee insights.

 Express Gratitude: Send thank-you messages to attendees and stakeholders.

 Analyze and Improve: Evaluate feedback to enhance future events.

Customer Service Standards:

 Timely Replies: Respond to inquiries within 24 hours.

 Professional Demeanor: Maintain a positive and professional attitude.

 Empathy in Service: Show understanding when resolving attendee issues.

 Proactive Solutions: Anticipate and address potential problems.

 Clear Communication: Utilize effective signage and consistent messaging.

Customer Service Roles:

 Event Coordinator: Manages the overall event and service quality.

  Customer Service Representatives: Provide direct support to attendees.

 Box Office/Registration Staff: Handle ticketing and event entry.

 Volunteer Managers: Oversee volunteer activities and support.

 Event Ambassadors: Enhance attendee engagement and experience.

Technology Integration:

 Online Registration: Use digital platforms for ticketing.

 Mobile Applications: Offer real-time updates and event information.

 Social Media Engagement: Connect with attendees and promote the event.

 Automated Communications: Send reminders and updates via email and SMS.

Benefits of Exceptional Customer Service:

 Higher Satisfaction Rates: Happy attendees create positive experiences.

 Positive Word-of-Mouth: Satisfied guests share their experiences.

 Loyalty and Repeat Business: Attendees are more likely to return for future events.

 Enhanced Reputation: Strong customer service improves the event's credibility.

 Stronger Stakeholder Relationships: Builds trust with sponsors and partners.

Challenges and Solutions:

 Long Wait Times: Implement efficient registration processes and crowd management
strategies.

 Communication Issues: Ensure clear signage and provide regular updates to

attendees.

 Last-Minute Changes: Communicate changes promptly and have contingency plans

ready.

LOGISTICS IN EVENT MANAGEMENT

INTRODUCTION

The word logistics originated from the Greek word logistikos, which means ‘skilled in
calculating.’ Historically this term was used by the Romans for the administration of their
armies. The term got evolved to refer to the practical art of the relocation of armies. In the
context of event management, it is concerned with the execution of planned event activities.
Thus, we can describe logistics as the discipline of planning and organizing the flow of
goods, equipment, services and people to their point of use. The Chartered Institute of
Logistics and Transport (UK)) defines logistics as the time-related positioning of resources to
meet user requirements, where resources may be transport, storage, information, flow of
customers and customer services.

IMPORTANCE OF LOGISTICS IN EVENT MANAGEMENT

Logistics is important for event management because it ensures that all the details are taken
care of, so the event runs smoothly and attendees have a great experience:

 Coordination

Logistics helps coordinate all the different vendors, such as caterers, decorators, and
audiovisual technicians, so they work together seamlessly.

 Transportation

Logistics helps arrange transportation for attendees, speakers, VIPs, and equipment and
supplies.

 Venue setup

Logistics ensures that the event venue is set up correctly, with all the necessary equipment
and supplies in the right place.

 On-site management

Logistics helps manage any issues that may arise during the event, such as last-minute
changes, equipment malfunctions, or unexpected circumstances.

 Staff training

Logistics helps ensure that staff members understand their responsibilities and are prepared to
respond to emergencies.

 Customer service

Logistics helps ensure that staff members are friendly, approachable, and able to handle any
customer inquiries or issues.

 Communication

Logistics helps ensure that everyone involved understands their roles and responsibilities, and
that requirements are shared clearly .

ELEMENTS OF LOGISTICS
 1. SUPPLY OF CUSTOMERS

Customers are attendees of the event. They can be audience (concert), visitors (exhibition),
participants (workshop), spectators (sports), delegates (conferences), or client (corporate
event).

1.1 Marketing and Promotion:

Planning of logistics is closely linked to the marketing of an event. The supply of
customers is an outcome of marketing activities done to publicize the event. The
numbers, geographical location and expectations of the customers will affect the
logistics planning. For instance an event organized for the customers of its own
company versus an event which has done a nationwide publicity to invite customers
from all corners of the country will vary at large in terms of their logistic planning.
Popular events such as road shows or concerts attract large audiences from various
parts of a region and audience increases if publicity is spread nationwide. This
provides opportunities for special negotiations with hotels and transport facilities such
as buses, trains and flight companies. Hence there is a direct linkage of logistics with
marketing of an event.
1.2 Ticketing: Corporate events and many public events are mostly free of cost. But you
must be aware by now that not all events are free of cost. In events where there is an
entrance fee, ticketing becomes one of the major sources of income. Though printing
and pricing do not directly fall under logistics, the onus of distribution, collection and
security fall directly on logistics. Ticket collectors should be trained to deal with
public, directing the public to move through the entrance and to make sure that access
is controlled at appropriate areas. Selling tickets at gates and counters give rise to
 security problems in the collection, accounting and deposition of funds. Security
considerations such as holograms on the ticket are also important. As a logistic
manager, one has to monitor several aspects like artwork on the ticket, printing
schedule, distribution, collection of tickets, and accounting. Also crucial is to monitor
outlets to be used for the sale of tickets (such as retail, internet, mobile phone, or at
the venue gate); method of payment to be used (by both customers to ticket distributor
and ticket distributors to event authorities); schedule of payment for ticket distributors
to event authorities; ticket collection procedure at the gates; ticket depositing of
system; reconciliation of number of tickets; and auditing of accounts.
1.3 Queuing: Queuing at the entrance for tickets, parking or for just entering the event
premise is often a first experience that a customer has at the event. Once the
customers are inside the event, they might face queues at food counters, seating and
toilets. Queuing or waiting time in any of the above-mentioned areas becomes one of
the contributing factors in evaluating the event performance. Logistic manager
therefore, must make adequate arrangements for avoiding queues. Sometimes over-
supply of customers is due to excessive marketing and sometimes free events attract
too many customers. The logistic manager must anticipate these situations before
hand and make a plan accordingly. Pre-sale of tickets can help the logistic manager in
estimating the count of expected customers and thus making sufficient arrangements
for them. The factors, which one can keep in mind while addressing queuing are:
number of queues and possible bottle necks; adequate number of personnel
controlling the crowd, collecting tickets or security allocated; time and duration of the
queues; venue size; proper signage, lighting of routes and crowd friendly barricades
for customer’s movement; adequate sun and rain protection; and first aid for
emergencies.
1.4 Transport: The time consumed in commuting to an event often becomes a deciding
factor for attending the event. Certain events such as concerts, workshops and
conferences require the audience to arrive almost at once. Event manager describes
this type of arrival as ‘dump’. While, there are other events such as festival
celebrations, exhibitions, ‘melas,’ camps and fairs where the audience come and go
over a larger period of time. This type of audience movement is referred to as
‘trickle’. Each of these requires a different logistics strategy. Aspects such as arrival
and departure are a part of event hospitality experience. Parking facility and traffic
control create a lasting impression of the event on the audience. Logistics problems
like parking and transport can become a significant issue for event managers and are
an essential part of license requirements for an event. Selection of the venue is
directly linked with method of transport to be used which in turn influences the
overall cost of the event. Venue selection takes into account the availability and cost
of transport to and from the site, and also to other facilities. For large events, festivals
and republic day parades, logistic elements for the transport of customer to the event
involve permissions from the transport department or police, road closures and
sufficient signage to reach the event for ensuring quick arrivals of customers and
equipment, with minimum trouble to the local community. Informing the local taxi
service is also a way to promote the event. For an event manager, the checkpoints
 which need to be kept in mind while handling transport and parking are: means of
public transport available along with their frequency; services of taxis; contacting
relevant authorities Planning of Logistics (municipalities and police) for information
and permission; proper signage system; facility of parking, personnel at parking and
issue of towing; back up transport system; own transport system; provision for private
buses and space for their turning circle in venue area; distance of the event site from
the parking area; facilities for disabled customers; and at what rate the customers are
estimated to arrive.
2. Supply of Products
Every event has its own product portfolio, which means a variety of products and
services to be presented to the customers. Unanimously, these activities on the product
portfolio create an event experience. For instance - in a large festival, the product
portfolio may include stalls of traders from different states and state wise performing
groups for entertainment; in a small conference, the product may include just the
speaker and video material. The launch of a mobile phone brand called Asus Zenfone
2, by the Mumbai based Event Planning Company EO2, included a product portfolio
consisting of a performance by singer Aditi Singh Sharma, and unveiling of the phone
by Bollywood actor Saif Ali Khan at this grand event. It should be noted that a
product can also include venue facilities, the audience and their networking with each
other, in which case people become part of the product portfolio. This is why the term
‘event experience’ is used to cover all aspects of the customer experience. Various
products in a product portfolio of an event management have their own requirement
for logistics. These individual logistic needs require to be integrated into a main
logistics plan to have a comprehensive logistics plan.

Transport: If the product portfolio includes a cultural dance performance by

performers from overseas for a festival, the transport would be of products such as
equipments, dresses, artists, support performers from overseas. It is the responsibility
of the logistics manager that s/he provides the clearance which could include issues
such as licensing, taxes on goods, clearance for all the equipment and goods to be
used by the artists, and receiving them from pick-up point that could be an airport or
railway station to the site. A large account with the airline company will allow the
event manager or logistics manager to negotiate for savings, discounts, free seats or
free excess charges. The ‘meet and greet’ at the airport and the journey to the event
site will enable familiarizing of the artists with the event. Site map, accommodation,
rehearsal times , location of restrooms, dressing rooms, props, equipment and
transport for the performers could be included in the event kit for them.

Accommodation and needs on-site: Every artist expects a special treatment and this
should be anticipated by the logistics manager beforehand. Artists such as performers,
speakers, chief guests and entertainers should be given separate accommodation,
different from the accommodation provided to the audience. In business management,
until and unless we do not invest on a particular commodity, we cannot expect the
best out of it. Similarly, in event management, accommodation and comfort of artists
have to be seen as a means of investment. The objective is to get the best out of the
‘product.’ Substandard accommodation definitely reduces their value and ultimately
defeats the event goal. The location of the accommodation should be accessible to the
event site, and on priority of tasks for the event / logistics manager.
Besides this, every artist has needs such as food, transport on-site, drink (if required,
as in the agreement), movement of equipment specific to their performance, stage and
back stage facilities, and storage needs, which need to be catered to. An effective way
to approach this is to be sensitive to their needs and think from their perspective. An
efficient event manager anticipates the needs and requirements (on-stage and off-
stage) of an artist beforehand. This skill often comes with experience.

SUPPLY OF FACILITIES
Supply of facilities to the event site include storage of consumables (food and drink)
and equipments and the maintenance of equipment, water supply, power, toilets,
generators, fencing, catering, security, tent and sound system. However, these
requirements vary from venue to venue. In case, the event manager goes for
permanent venue, such as in the case of small events such as evening parties,
conferences and exhibitions, then most of the facilities are supplied by the venue
itself. The catering, toilets, power, security, generator, water supply, and storage
facilities are mostly part of the venue in such cases. For large events, or more
innovative events, such as an outdoor festival or an event held in the open, facilities
such as sound systems, fencing, generators, security, earth moving equipment, and
sometimes even toilets have to be sourced in. Facilities also travel with different
festivals. In case of an innovative event such as one which is to be done in an
abandoned warehouse or a wasteland, arrangements of equipments require a long lead
time due to the requirements of rare props and equipments for unusual venues.
Marquee hire and booking of sound systems need to be done in advance.

LOGISTIC ON-SITE
So far we have understood that logistics is the management of the flow of goods,
services, information and other resources, including energy and people, between the
point of origin and the point of consumption. Thus, the flow of materials and people
around the site, and the communication networks become a very important areas of
logistics.

Flow: Events feature a large amount of movement on the site. Even for a normal
event many factors of traffic flow must be considered. Artists will move from
accommodation to equipment storage areas, then to rehearsal area and from rehearsal
area to stage. After the performance, the artists will return via the storage area to
return equipment, to go to the green room to take rest. As the performers are
transported around the site, the media, audience and VIPs are on the move. VIP will
move from the seating area to stage. Suppliers will move with their equipments.
Customers will move once the event starts. This movement of people on the site is
known as the ‘flow’ and movement of people is often referred to as ‘event traffic’.
Each event contains surprising factors in traffic flow. In the Festival de Cannes or the
Cannes Film Festival, coordinating thousands of limousines, mostly containing
celebrities, together with other cars and traffic, could cause significant logistics
problems while moving in the city. In a large festival, access to roads during the event
will have to accommodate: artist and equipment transport, emergency fire and first aid
access and checking, waste removal, stall set up, continual supply and removal, food
and drink supply, security, maintenance and removal, staging equipment set up, and
site communication. As the event grows in size, the flow of event traffic grows more
complex
A small event like an anniversary celebration with a gathering of 100 people may just
have a flow of caterers and venue people during the set-up and flow from kitchen to
dining area when the event has started. However, a large event such as a trade fair
with large numbers of venues within the event site will have hundreds of suppliers
(such as caterers, audio-visual suppliers, entertainers with their equipments, security
personnel, electrical engineers, staging set producers, first-aid operatives, tent
suppliers, waste removal people, cleaning and toilet suppliers). All of these suppliers
need to be able to flow within the site in such a smooth manner that their movements
do not obstruct any other activity.

Later on once the event starts, these movements need to be controlled in a much more
efficient way as event traffic grows harder with the increasing movement of
customers when movement of suppliers is still on. This event traffic needs to be given
due importance by the logistics manager. Arrangements are important such as:
creating a separate path and parking area for the suppliers so as to have least
obstruction with customer flow during the event; and not allowing the suppliers to
move during peak times such as guests’ arrival, tea-breaks or lunch sessions.
For instance it could be impossible or unsafe to move anything around the venue
during a football tournament or large catering equipments in a seminar when it is on.
These peaks and lows have to be anticipated by the logistic manager in the overall
event logistic planning. The Vodafone Ball, organized by Euro RSCG Skybridge
Group is an example of successful logistics, where because of meticulous planning,
11,500 guests sit down to a silver-service meal each time, with 2500 catering staff to
coordinate. This successful planning has earned a place in the Guinness Book of
Records for the largest silver-served sit-down meal in the world. Logistics should also
consider people with disabilities and people during emergency.

Backdrops, Staging and Lighting: The backdrop or staging not just depicts the
location of a screen but is also a place where corporate or marketing image is
demonstrated. The backdrop could be a simple screen with a banner and little bit of
special lighting or could involve technical expertise that incorporates stage design
elements. These elements could be anything from preparation and construction of
stages to back projection and theatrical-style lighting. Light projectors are mostly used
for backdrops. Project screen designs could be purposemade with a company logo or
any required theme, to be used a backdrop. For special and large scale events such as
concerts, video walls consisting of TV monitors are used so that audiences can see the
performers. Usually the event production company works regularly with a particular
venue. But if this is not the case, the production company may have to take up
preparatory site work to assess factors such as available space, the open ground or
banquet hall, power and structural capacities. In order to ensure that everything gets to
the right place when needed the event coordinator or logistics officer plays a
significant role. Lighting up of venues involves provision of ambient lighting, to
highlight artists, speakers, to light backdrops and to enhance the atmosphere. There
could be decorative illumination in VIP rooms, dining areas and foyers.
The major function of lighting should be to provide adequate illumination in both
public and support areas, for their proper functioning and to provide a pleasant
general ambience. Corridors, toilets, reception and foyers should be well-lit. Priority
of the purpose of lighting should be safety, making people feel secure, especially in
terms of traffic flow and routes, in and around the venue. The scalar illumination of
public rooms should be 200 lux typically. Emergency lighting is important and is a
legal requirement. Exits should be properly illuminated and emergency lighting
sufficient enough for escaping the venue. Due to expensive equipment like computers,
security lighting is also necessary and also in car parks. Lighting control systems,
dimmers and sensor switches should be given due consideration.

The Communication Set-up: Communication helps us to keep connected and have a

coordinated approach. We had learnt about communication skills and methods in Unit
7 of Course 1. On-site effective communication among the staff members, organizers
and suppliers should be a key concern for logistic manager. In small events, this
objective of effective communication can simply be achieved by mobile phones or
loud hailers. However, for the events as large as trade fairs, these methods will prove
impractical, expensive and inefficient. At the same time, communication in such
events has to be highly targeted, timely enough to allow people to act on it. Also, the
communication system needs to be robust enough to remain active and functional at
the time of emergency. Keeping these

requisites in mind, the event manager considers a variety of communication methods

and devices. These include two-way radios, signage, runners, loud hailers, flags, short
range FM radios, wi-fi, bluetooth, and bulletin boards. In fact, in large events, the
logistics plan must contain an on-site communication plan. Communication, in a large
event must allow the communicator to pass a message to multiple people in one go.
For example, when an extremely large event takes place in an arena-type venue, a
need for communication between more than one technician and between the event
coordinators can happen effectively by providing a communication ring. This can be
done with the help of a land line, radios or cell phones. To allow crews to set up
systems, and to allow frequencies for events’ radio communications, sufficient time
must be given. The communication plan usually contains the list of names (staff /
event organizers), their position, on-site location, mobile numbers, radio numbers,
responsibility assigned, and line of manager. The logistics officer should prepare a
contact listing that acts as an event phone book, both for internal and external
contacts. The logistics officer, working with the marketing officer and the overall
event-coordinator, must organize pre-event meetings and use tools such as site maps,
bulletins and newsletters to convey issues to the staff, crew, artists, volunteers and
helpers, for achieving coordination of efforts.

Amenities and Cleaning: Cleaning and clearing are aspects that are sometimes
neglected in the servicing of venue sites and events. At some convenient point during
the programme there should be a break so that there is an opportunity to clear the
bins, minor rubbish and other stock. The logistics manager should plan this to happen
at regular intervals and this is called ‘preventative’ action. Sometimes matters may be
as simple as clearing a broken glass, or sudden when a guest who has over-indulged at
dinner throws up on the way to the toilet, resulting in a messy vomit in the corridor. If
there is delay in clearing up such a mess or responding to cleaning needs, it shows
lack of correctly planned equipment apart from negligence by cleaning staff. Hence
cleaning equipment and materials should be within access of the support staff and be
always available. The site map showing amenities is an indispensible tool for the
event manager. Amenities are facilities such as health clubs or swimming pools that
are for people’s convenience or enjoyment. For big events such as festivals and
exhibitions, amenities are shown in a logistics site map. The logistic manager while
planning is not only required to plan for amenities and incorporate them into an event
plan but is also responsible of cleaning and maintenance of those amenities. For open
events such as marathon races, open air concerts, motor racing or other sport activity
where public amenities such as roads are to be used, the logistic manager should liaise
with local bodies and local communities for traffic management, parking
management, waste management, drainage considerations, safety and noise control.
The logistic manager should be able to anticipate the impact on environment that the
event would have.
Another concern for the audience in any event is the provision of well maintained
toilets. The Health and Safety Executive (HSE) provides guidelines in this regard.
provision of toilets depends on the type of event and duration of the event. There
should be adequate provision of toilets separately for females and males.
Handwashing facility should be provided sufficiently. Logistic manager should also
make provisions for people with special needs. Solid waste management is another
important area that needs to be addressed. This aspect requires planning, from placing
enough bins to finally disposal of the waste collected. The number of bins and
workers, shifts, timelines for collection and removal of skips should all be contained
in the logistics plan. Apart from the above basic amenities, the logistic manager can
include cloak rooms, first aid, swimming pool, ATM facility, internet café, crèche,
waiting areas for senior citizens, and meeting points depending on the type of events.
An HSE for every country would be an ideal source to provide guidelines for health
and safety in events

Consumables: Logistics aspects of the consumables that include food and beverage
deal with its storage and distribution. Food stalls and beverages come under the
management of a stall manager / food committee as food and beverages (F&B) have
regulations to be followed. However, from a logistic perspective, the logistic manager
is primarily concerned with its storage and distribution. The food committee works
out the need for transport, gas, electricity and plumbing and sends it to the logistics
manager.
The key factors that should be considered are - space, stall design, position and menu
requirements; licensing in case of liquor; infrastructure required to set up the stall;
health and safety regulations, insurance and payment to workers; arrival, setup, and
leaving time; cleaning arrangements; and any special security needs. Stallholders
understand the need for ongoing health, electricity and waste disposal inspection.
One of the aspects which need attention is the organization of catering. Catering
varies with the type of event, event size and type of venue. Catering arrangements has
been dealt with in detail as a separate Unit in Course-3. For most events food supply
is usually not problematic. Small events may have in-house staff for catering. In some
cases buffets systems are popular at events and catering is required only to the extent
of water, beverages and snacks. For large events provision of sufficient stock of pre-
cooked or semi-cooked food such as french fries (to be cooked later at the event site)
may require their getting imported from another region, while ensuring adequate
supply of onions may require sourcing from a local vegetable supplier. For those
events that run over multiple days, logistics of fresh supplies to be delivered overnight
and food storage will have to be worked out, for which staff and security will be
required. Nowadays catering is mostly included in the contract while booking the
venue, and in some cases catering is outsourced. For feeding the public, the manager
would need requirements of the staff and volunteers. The logistics manager must take
into account that catering for VIPs, guests, sponsors and artists requires a separate
plan from the general catering. Leftover food which has to be distributed to welfare
organizations and poor people. The disposal of leftover food will also need close
scrutiny.

Technical, Media and VIP requirements:

Media coverage has its own set of requirements which need to be assessed. For
instance, television cameras require special lightings that usually shine into the eyes
of the audience, and separate microphones during recording or broadcast of speeches
or music is required. Production crew and requirements for television power involve
movements which can be distracting during the live performance. Hence such
arrangements cannot be left until the date of the actual performance. All the more, the
artists would need to be informed about these otherwise it might disrupt their live
performances. Today’s technical requirements are becoming increasingly
sophisticated to the extent that event managers sometimes outsource the hi-tech needs
of clients to production or multimedia companies. Multimedia can include video,
computer generated texts and graphics, transfer of pictures from digital sources and
insertion of sound or video into presentations. Development in communications
nowadays enables use of video conferencing and, at large-scale events, uses satellite
links from one continent to another, enabling presentation (PPT) of a speaker for
example in India to be made on a video call to Australia. Sound reinforcement is
another requirement that is provided by loudspeakers, microphones and amplifiers.
For using soundtrack, prior permissions need to be sought as per laws of that region,
as there could be issues of copyright for music and video. Venues that make suitable
equipment along with venue management and technical staff available, should request
the presenters to visit the venue and test their equipment at least a week before the
event. For hi-tech presentation and computer based presentations this is particularly
important.
VIPs requirements entail special security measures as their needs are to be given
importance along with their separate seating arrangement, and separate food areas.
Both, media coverage and VIP requirements add to the cost of the event. The event
manager has to weigh the benefits in calling VIPs, the political implications in having
them for the event, and has to draw a balance between the increase in marketing of the
events due to media coverage, VIP and extra resources that are needed for them.

Emergency Procedures: A plan to handle the emergency situation must be well

incorporated in the logistics plan. Emergency procedures could be anything ranging
from staff qualified to do first aid, to using ambulances, to the compilation of a major
disaster or incident plan. This aspect cannot be skipped or underestimated. Since
emergencies do not give time to get prepared when they occur, an experienced event
manager does not wait for emergencies to occur in order to make a plan to handle it,
rather s/he is ready with the action plan to handle the emergency situation if these
arise. This area is so important that local bodies will not allow to execute an event, if
they found the event not complying with their regulations that concern emergencies.
The development of emergency plan may require a combined effort from logistics and
risk assessment committee as well. Facilities to be used during emergency must be
indicated in the site map as far as possible. For instance - the location of first aid,
emergency passages, emergency exits, emergency vehicles, ambulance points, holding
areas for performers, workers and audience all these must be indicated in the site map.
The HSE defines a major incident as one ‘that requires the implementation of special
arrangements by one or more of the emergency services, or the local authority for
treatment, rescue and transport of a large number of people, and associated issues,
such as dealing with enquiries and the media.
All the emergency measures should keep functioning at the time of emergency.
Whether it relates to the condition of the ambulance / emergency vehicles or the width
of the passage or emergency lightening and communication system, these should be
able to operate without any fail during emergency. As suggested by Toole and
considering different events, following aspects should be considered when building a
major incident plan for any event:
• Identification of key decision makers • Stopping the event • Identification of
emergency routes, exit gates, and access to emergency services • Requirements of
people with special needs • Identification of holding areas for performers, workers
and audience • Identification of staff responsible for making announcements, and
other alert/ communication procedures including public warnings • Procedure for
evacuation and containment • Identification of points for ambulance loading, other
meeting points for emergency services and temporary mortuary • Location of nearest
hospitals, traffic routes, fire station, and police station. Planning of Logistics •
Preparing contact list with accountability of each person listed and communication
plan • Location of emergency equipment and its availability • Identification of other
emergency services like alternate accommodation in case of evacuation An
emergency plan influences the design of the site.

Shutdown
Unlike in businesses, in events things are not set to be permanent. As mentioned
earlier in this Unit, events are organized for a specific period and have a definite
preparation, lead up, execution and shutdown. Since event is a temporary affair; the
place has to be left as it was before the event, so that it could be prepared for the next
event. Also called teardown, the shutdown activity involves many elements such as
dismantling set-ups / structures; packing the equipment; returning items to
contractors; cleaning and repairing; final payments; thanking donors, sponsors,
contractors, workers, staff and performers; and loading the supplies for return. If
dismantling needs to happen immediately after the audience has left, sufficient staff
will be required and at that time everyone is usually exhausted, thus increasing
chances of safety risk. If teardown does not happen immediately, security staff will
have to be deployed to monitor the site until all materials and equipment are removed.
Some of the materials are particularly expensive, and could get lost, damaged or
stolen. Most of the difficulties arise in inaugural events, large events and multi-venue
events.
The time spent on the shutdown of an event increases as the size and creativity of that
event increases. In a small sized event, where most of the logistics are supplied by
venue only, the logistics manager might not require to develop the shutdown plan.
However, in big events such as Olympics and trade fairs, where, there are multiple
venues, the time taken in shutdown may be as long as in the preparation itself. Most
of the difficulties arise in inaugural events, large events and multi-venue events. Here,
the logistics manager works out a detailed plan with responsibility list.
While preparing the responsibility list, it is advisable that we first list out all the areas
and then list the task under them so that we do not skip any particular task The tools
of project management can be used to manage the shutdown process. The shutdown
plan should include a work breakdown structure, a task / responsibility list and a
schedule with critical path. The plan should also be subject to risk analysis. Whether it
is a sporting event or a convention or a concert, major work in shutdown starts once
the crowd leaves the site. Small tasks could be initiated when the crowd is still in the
event premises, however, starting with major work could pose a threat to crowd’s
 safety. After all the tasks are complete in shutdown, the staff member needs to walk
on the site to check whether anything has been left behind. This is called the ‘idiot
check’ in music industry.
No event is over until it is evaluated for its performance. Same goes with the logistics
management. The logistics plan as well as the logistic management needs to be
assessed for its effectiveness. However, evaluation is only possible when we have
recorded the results from field. Therefore, the logistics manager needs to create a
mechanism during event planning itself, wherein the feedback, responses, and
suggestions could be collected from customers, contractors, staff, volunteers and
organizers. Once we have information from the ground, we are in a position to
compare the expectation verses reality

VENDOR COORDINATION

In event management, various vendors play crucial roles to ensure a successful event. Here’s
a breakdown of common vendor types and their functions:

1. Catering Services

 Provide food and beverages.

 Handle dietary restrictions and menu planning.

2. Audio-Visual (AV) Companies

 Supply sound systems, lighting, and projection equipment.

 Assist with technical support during the event.

3. Venue Providers

 Offer the physical space for the event.

 Handle logistics like seating, setup, and permits.

4. Decor and Design Vendors

 Create event themes through decor, floral arrangements, and furniture.

 Ensure aesthetics align with the event's purpose.

5. Event Staffing Agencies

 Provide personnel such as ushers, security, and waitstaff.

 Help manage crowd control and guest services.

6. Transportation Services

 Arrange for shuttles, buses, or car services for attendees.

  Coordinate logistics for vendor transport.

7. Entertainment Providers

 Supply performers, speakers, or DJs.

 Manage rehearsal schedules and performance logistics.

8. Photography and Videography

 Capture event highlights through photos and videos.

 Provide post-event editing and deliverables.

9. Printing Services

 Produce event materials such as programs, signage, and badges.

 Ensure branding consistency throughout materials.

10. Event Technology Providers

 Offer registration platforms, event apps, and live streaming services.

 Enhance attendee engagement through tech solutions.

VENDOR COORDINATION PROCESS

Research and Selection:

1. Define vendor requirements

2. Research potential vendors

3. Evaluate vendor reputation and reviews

4. Request proposals and quotes

5. Conduct vendor interviews and site visits

6. Compare vendor options and pricing

7. Select and shortlist vendors

8. Negotiate contracts and terms

Contract Negotiation and Signing:

1. Review and revise contracts

2. Clarify scope of work and deliverables

3. Establish payment terms and schedules

4. Define cancellation and termination policies

5. Ensure compliance with event regulations

6. Sign contracts and confirm vendor details

7. Store contracts and documents securely

8. Communicate contract details to stakeholders

Communication and Planning:

1. Schedule vendor meetings and calls

2. Share event timelines and schedules

3. Discuss logistics and setup requirements

4. Coordinate vendor deliveries and installations

5. Plan for contingencies and unexpected issues

6. Establish communication protocols

7. Share contact information and emergency contacts

8. Review vendor questions and concerns

Logistics and Timeline Management:

1. Create detailed vendor timelines

2. Coordinate load-in and load-out schedules

3. Arrange for vendor parking and access

4. Ensure vendor compliance with venue rules

5. Manage vendor setup and teardown

6. Confirm vendor equipment and supply needs

7. Plan for vendor breaks and meals

8. Review vendor logistics and timelines

Quality Control and Monitoring:

1. Conduct vendor site inspections

2. Monitor vendor performance and quality

3. Address vendor concerns and issues

4. Ensure vendor compliance with contracts

5. Evaluate vendor communication and responsiveness

6. Review vendor invoices and payments

7. Document vendor interactions and issues

8. Provide vendor feedback and evaluations

Payment and Invoicing Management:

1. Review vendor invoices and payments

2. Verify vendor expenses and charges

3. Process vendor payments and invoices

4. Manage vendor deposits and refunds

5. Track vendor expenses and budgets

6. Ensure timely payment and invoicing

7. Communicate payment details to vendors

8. Store payment records and documents

Evaluation and Feedback:

1. Evaluate vendor performance and quality

2. Collect vendor feedback and reviews

3. Conduct vendor debriefing sessions

4. Identify areas for vendor improvement

5. Develop vendor relationships and networking

6. Share vendor feedback with stakeholders

7. Update vendor records and documentation

8. Plan for future vendor collaborations

BENEFITS OF EFFECTIVE VENDOR COORDINATION

Operational Benefits:

1. Streamlined logistics and timelines

2. Improved communication and collaboration

3. Enhanced quality control and monitoring

4. Reduced errors and last-minute issues

5. Increased efficiency and productivity

6. Better resource allocation and management

7. Simplified contract management

8. Improved risk management

Financial Benefits:

1. Cost savings through negotiated contracts

2. Reduced expenses through efficient logistics

3. Improved budget management

4. Enhanced revenue potential

5. Minimized financial risks

6. Optimized resource utilization

7. Reduced waste and unnecessary expenses

8. Improved return on investment (ROI)

Relational Benefits:

1. Stronger vendor relationships and networking

2. Improved communication and trust

3. Enhanced collaboration and partnership

4. Increased loyalty and retention

5. Positive referrals and recommendations

6. Access to exclusive services and discounts

7. Priority scheduling and availability

8. Mutual benefit and growth

Event Benefits:

1. Enhanced attendee experience

2. Increased event reputation and credibility

3. Improved event execution and logistics

4. Reduced stress and risks

5. Increased flexibility and adaptability

6. Better alignment with event objectives

7. Improved post-event evaluation and feedback

8. Increased repeat business and referrals

Strategic Benefits:

1. Competitive advantage through unique vendor partnerships

2. Access to innovative and cutting-edge services

3. Enhanced event differentiation and creativity

4. Improved event strategy and planning

5. Increased scalability and flexibility

6. Better alignment with organizational goals

7. Enhanced reputation and brand image

8. Long-term vendor relationships and partnerships

Best Practices:

1. Develop a vendor management plan.

2. Establish clear communication channels.

3. Negotiate comprehensive contracts.

4. Monitor vendor performance and quality.

5. Plan for contingencies and unexpected issues.

6. Evaluate vendor feedback and improve.

7. Maintain vendor relationships and networking.

8. Continuously review and refine vendor coordination processes.

FACTORS TO CONSIDER FOR THE SELECTION OF VENDORS

Price

The prices in international trade are already at incredibly high levels. Costs related to freight
carriage, drayage, loading and unloading, documentation, and other aspects contribute to the
high expenses. Therefore, businesses need to consider the most cost-efficient option for
vendors to keep the overall operational costs under control. Essentially, businesses need to
strike a balance between quality and price. This means that material purchases that fall in the
low-cost-low quality bracket should not be considered.

Quality

Quality essentially represents the ability and willingness of a vendor to meet your demands
and specifications regarding material quantity and quality. If the vendor agrees to sell high-
quality materials for reasonable prices, that is a good sign for businesses.

Size of vendor's business

This can be a subjective choice for businesses during vendor discovery. There are many trade
experts who recommend that businesses should make large purchase orders from large
businesses. However, they may be able to get better offers and personalization from smaller
suppliers. So, this parameter is one that is open to interpretation from the supplier's
perspective.

Location

Local vendors may have issues with delivering quality materials, but the speed of delivery is
definitely higher for such suppliers. Therefore, this is another metric in which a given
business needs to decide the balance it needs between quality and speed. Essentially, local
suppliers are a better option when material quantities required are small, whereas distant,
more accomplished suppliers can be relied upon to deliver larger consignments.

Delivery speed

Arguably, the most significant aspect when it comes to vendor selection. This plays a huge
role in determining the lead time of the supply chain. Needless to say, the vendor must be
quick to deliver the goods.

Delivery guarantee

The last thing a business needs is vendors leaving them stranded on the day of material
delivery. Therefore, vendors must be willing to assure businesses in writing about making the
deliveries on time. In case they fail to deliver these consignments on time, such vendors will
face legal ramifications of the same.

An assurance clause will be included in the service contract for this guarantee to enter the
supplier-buyer agreement.
With these metrics in place, businesses can follow a set procedure to optimize their vendor
management.