Delivery Process for Oversized Displays

• [SITUATION]:
In the direct-to-customer electronics segment, I was assigned to lead a project aimed at enabling the delivery of ultra-large packages (~0.9 cubic meters volume) to premium end customers.
The challenge stemmed from the fact that these products far exceeded standard dimensions, making the regular delivery process unfeasible. Additionally, internal discussions regarding the potential use of cranes led to concerns about excessive logistics costs and operational complexity.

• [TASK]:
My mandate was to design and implement an end-to-end process that would ensure the feasibility and scalability of these deliveries while maintaining a premium customer experience.
The project required cross-functional alignment between Logistics, Customer Service, IT, and Business teams to:
Develop a differentiated and sustainable delivery model.
Define roles, responsibilities, and contracts with specialized carriers.
Implement system adjustments in SAP and WMS to segregate this delivery flow.
Balance customer satisfaction with financial and operational efficiency.

• [ACTION]:
To address these objectives, I:
➢ Designed (with collaboration of Customer Service Team) a pre-delivery technical inspection process to assess the customer’s site, including access points, restrictions, and equipment needs.
➢ Structured a dedicated communication and scheduling flow between Customer Service and Logistics, supported by a single point of contact and specialized last-mile vehicles.
➢ Negotiated with and onboarded carriers with proven expertise in handling large-format electronics, ensuring they received specific training and proper tools (pallet jacks, safety gear, shoulder straps, uniforms).
➢ Partnered with the IT team to configure SAP and WMS settings, enabling order segregation, custom picking logic, and accurate tracking for special deliveries.
Conducted cost analyses regarding the use of cranes and proposed a cost-sharing model where the customer would assume responsibility for lifting services when required, supported by an acknowledgment form.
➢ Led stakeholder alignment meetings to validate risk mitigation plans, service SLAs, and the customer communication framework.
➢ Agreed with internal stakeholders on a final delivery model that maintained standard transportation for the first and middle mile to minimize costs, while preserving a premium experience through a dedicated truck and exclusive team for the last-mile delivery.

• [RESULT]:
➢ The new process was successfully launched within the planned timeframe, achieving full operational readiness and customer acceptance.
➢ The initiative delivered a standardized, safe, and financially viable delivery experience for oversized products.
➢ The new operation surpassed sales expectations in the first six months.
➢ The framework later became an internal benchmark for complex delivery projects involving high-value or large-format items.