Service Delivery Management

In October’s inSight we introduced our six strategic focal points, divided into two different themes: The Basics, addressing the industry basics, and The Future, helping our industry to be ready for future opportunities.

Within the basic focal points, one aim is to provide the industry with a standard and tool for service delivery management that is used by Cargo iQ members: ensuring use as an actual Service Delivery Management tool for all members.

In this issue, we address our focus on the Service Delivery Management and how this fits with Cargo iQ’s projects, for instance the Exception Handling Code Procedure Project spotlighted this month.

Service Delivery Management

Service Delivery Management is the core of Cargo iQ’s value proposition. After all, we are a collaborative, multi-stakeholder, supply-chain community improving the air cargo customer experience by realizing real time end-to-end transparency, offering an industry quality management system, and making sure our Standards and Practices effectively facilitate ever evolving business models and needs.

We interpret Quality Management as working on Planning, Control and Evaluation of our industry’s handling of shipments. The customer value of that quality management, however, isn’t delivered by the organization of Cargo iQ; it is delivered by its members and since our industry’s service delivery model so interconnected, it has to be delivered by our members working together, as per our mission: Plan • Deliver • Learn | Together.

Realizing that our industry’s service delivery is so dependent on multiple parties working together – we refer to that as a distributed service delivery model – Cargo iQ facilitates industry cooperation through reliable process outcomes.

We maintain high level, but detailed process descriptions for the whole shipment journey in our door-to-door Master Operating Plan (MOP), which has gained industry wide recognition and forms the basis for IATA’s Industry MOP.

We have created standard descriptions of process outcomes along the shipment journey that members need to be update each other on, called milestones. These milestones are largely reflected in the MOP and are more and more used by the industry as whole.

We have standard ways through which our members create, share, and update their planning for shipments, called routemaps. These routemaps allow our carriers and forwarders to not merely share the progress of shipments with their customers but to actually create full transparency on execution vs planning. Because only when progress information is accompanied by planning transparency customers can a provider and their customer manage a continuous reliable expectation of service delivery to align their planning and contingencies.