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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: Apply IFQ platform design modifications in response
to particular user feedback from Ivy's core user base. To make the process of entering
freight requests and obtaining quotations more user-friendly and time-efficient,
concentrate on streamlining the user interface.
 User Testing and Iteration: To get immediate input on the suggested UI modifications,
hold user testing sessions with a subset of Ivy's core users. Utilize these suggestions to
iteratively enhance the user interface.
 Feature Enhancements: Incorporate fresh functionalities into the IFQ platform that target
the requirements indicated by consumers. This could involve simpler access to historical
data and prior bids, more transparent pricing options, and real-time freight tracking.

3. Data Tracking and Measurement

Establishing a strong framework for data collection and assessment is essential for evaluating the
efficacy of operational improvements and their financial effects in the context of Ivy's Instant
Freight Quote (IFQ) system. As outlined in the case study, this entails using a thorough and
particular method to monitor and evaluate several metrics.

Operational Metrics
 Time to Process Each Load: Keep track of the amount of time that passes between the start
and completion of a load request. This measure is crucial for evaluating the gains in
efficiency that occur after automated and streamlined procedures are put in place.
 Number of Manual Interventions: Keep track of how frequently the load processing
workflow involves manual interventions. This would specifically concentrate on broker
communication and quote creation initiatives in the instance.
 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 entails weighing the financial benefits of increased customer
satisfaction and operational efficiency against the expense of implementing new
technologies.

4. Integrating Customer Feedback

Customer feedback must be included into Ivy's Instant Freight Quote (IFQ) system in order for
the product to continue meeting and beyond user expectations. The input gathered from the case
study's Appendix 1 offers insightful information on the difficulties and experiences of the users,
which can direct the improvement of IFQ.

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: Examine the feedback in great detail, paying particular
attention to recurring themes like the challenge of organising goods, the necessity for
automated procedures, worries about costs, and the requirement for dependable and
efficient goods administration.
 Real-time Feedback Channels: Use real-time feedback tools to get users' quick opinions.
Some examples of these mechanisms are in-app prompts or post-service feedback
requests. This is especially important for documenting user experiences with the
platform's usability and the level of satisfaction with the goods service that was
scheduled.

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Product Development Integration

 Feedback Review Meetings: Set up frequent meetings between customer support agents
and the product development team. Discuss recent feedback in these meetings and note
any trends or problems that need to be resolved. 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: Based on input from users, give development
of new features or enhancements top priority. For instance, if users complain about how
difficult it is to arrange goods and manage loads, give automation and tracking features
top priority in the development roadmap.
 Feedback-Informed Decision Making: Consider consumer input while making decisions
on IFQ. This should include not just what features to add or improve but also how to
design these features in a way that addresses the specific needs and pain points of the
users.
Continuous Feedback Integration
 Iterative Development Process: Adopt an iterative strategy for developing new products,
incorporating user input to drive ongoing enhancements. Seek out customer input
following the release of each update or new feature to evaluate its impact and pinpoint
further areas that could use improvement.
 Transparent Communication: Users should be notified about the usage of their input. This
can be accomplished by informing users via frequent updates or newsletters on the latest
IFQ developments as well as upcoming plans, thereby reassuring them that their input is
important and worthwhile.

5. Developing Relationships with Brokers and Carriers

Building trusting connections with brokers and carriers is essential when using Ivy's Instant
Freight Quote (IFQ) system. In addition to pursuing competitive pricing and effective service, as
the case study makes clear, this strategy focuses on creating a network that improves the IFQ
system's entire value proposition for its primary customers, wholesale produce shippers and
distributors.

Strategic Networking
 Targeted Outreach: Launch focused outreach initiatives directed towards brokers and
carriers recognised for their effectiveness and affordable rates. This is consistent with
customer feedback found in Appendix 1, which showed clear concerns over freight
arrangements and pricing.
 Industry Events and Forums: Engage in active participation in trade exhibitions, industry
events, and online forums that attract brokers and carriers. This offers a chance to
comprehend market trends, freight industry difficulties, and find possible partners who
share Ivy's goals and user requirements.
Leveraging Existing Relationships: Make use of your current connections and networks to
arrange meetings with important figures in the freight sector. This can entail getting in
touch with Ivy's present clients or partners who could know trustworthy brokers and
carriers.
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Negotiation and Collaboration

 Value Proposition Presentation: Offer a strong value offer to brokers and carriers during
negotiations, highlighting the amount of business Ivy can provide thanks to its user base.
It can be convincing to use the quantity of loads transferred in H2 2023 (58 loads for 6
clients) as an illustration of Ivy's potential volume.
 Long-term Partnership Focus: Instead of talking about one-time deals, focus
conversations on the possibility of long-term collaborations. Stress how working with Ivy
may bring steady revenue, taking advantage of Ivy's expanding market share in the
perishable food sector.
 Customized Solutions: Collaborate with brokers and carriers to create specialized solutions
that are tailored to Ivy users' requirements. This can entail negotiating discounted prices or
service contracts for regular customers or for particular routes that are frequently traveled
by Ivy's clientele.
Building a Collaborative Network
 Regular Communication and Meetings: In order to guarantee continuous alignment and
to talk about potential issues or improvements, schedule regular meetings and
communication channels with important brokers and carriers.
 Feedback Mechanism: Establish a feedback loop so that carriers and brokers can offer
comments on the IFQ system and the partnership as a whole. This may result in ongoing
enhancements to the range of services provided and the effectiveness of operations.
 Performance Monitoring and Evaluation: Establish a method to track and assess the
brokers' and carriers' performance on a regular basis. Metrics including customer
satisfaction ratings, pricing competitiveness, and on-time delivery rates may be tracked in
order to achieve this.

6. Escalation Process
To properly manage and resolve difficulties with Ivy's Instant Freight Quote (IFQ) system, a
systematic escalation mechanism must be established. The IFQ system's particulars must be
taken into account, and the case study's reference of Ivy's primary users—who are wholesale
produce shippers and distributors—must be taken into consideration.

Clear Guidelines
 Criteria for Escalation: Provide precise criteria outlining what counts as an escalation.
This covers situations like notable differences in freight quotations, load processing
delays, and problems with freight carriers or brokers. The requirements ought to be clear,
quantifiable, and in line with the IFQ system's operational benchmarks.
 Escalation Pathways: Determine several escalation routes based on the type of problem.
For instance, IFQ platform technical problems ought to go through a distinct process than
broker or carrier service-related problems.
Training and Communication: Make certain that every team member has received training
on the escalation standards and is familiar with the procedures. Make sure all parties
involved, including Ivy's clients, are aware of these principles so they know what to
anticipate in the event of a problem.

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Escalation Team
 Formation of a Dedicated Team: Create a specialized group to handle concerns that have
escalated. Members with diverse backgrounds, including technical support, customer
service, and logistics management, should make up this team.
 Empowerment and Resources: Give the escalation team the tools and power it needs to
make judgments. This involves having the capacity to make decisions, having access to
vital information, and interacting with other partners (brokers, carriers) as required.
 Training in Conflict Resolution: Give the escalation team specific training in areas like
customer relationship management, negotiation, and conflict resolution. This is especially
crucial in light of user comments on Ivy highlighting the challenges and annoyances
associated with freight management.
Feedback Loop
 Analysis of Escalated Issues: Analyze the escalated concerns on a regular basis to spot
patterns or systemic difficulties. The goal of this investigation should be to identify the
underlying reasons of these problems.
 Integration into Product Development: Make sure that the IFQ system's cycle of
continuous improvement receives the lessons learned from escalated concerns. For
example, if inaccurate freight quotes are a prevalent problem, this should be handled via
the system's algorithm or user interface.
 Communication with Stakeholders: Keep the lines of communication open with
stakeholders about the handling of issues that have escalated. This can entail informing
clients on a regular basis about enhancements made to the IFQ system in response to their
comments or concerns.

Assumptions
 The IFQ system now in use has a large manual component, which presents a chance for
automation to increase productivity.

 Based on their comments, customers value freight services that are simple to use, economical,
and dependable.

 Potential for negotiating and developing partnerships with carriers and brokers exists, which
can be utilized to improve the IFQ service offering.

 The current state of the market presents an advantageous atmosphere for Ivy to execute these
enhancements, as it is conducive to growing its freight services.

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Conclusion
This strategy plan provides a road map for Ivy to attain operational excellence and emerge as a
leader in the perishable food supply chain logistics industry, not merely for enhancing the IFQ
system. The pillars that will support Ivy's journey towards this aim include data-driven
operational model, customer-centric design approach, technological integration, and strategic
alliances. This strategy puts Ivy on the right track to lead and develop in the dynamic field of
freight logistics, in addition to satisfying the needs of the market today.

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