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
 • 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
 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
Introduction
In the dynamic and evolving landscape of perishable food logistics, Ivy stands at a crucial juncture
with its Instant Freight Quote (IFQ) product. This paper presents a detailed strategic plan to assume
full operational ownership of IFQ, reflecting Ivy's mission to empower stakeholders in the food
supply chain. The plan is tailored to Ivy's unique position in the market, addressing the challenges
and opportunities identified in the case study. It aims not only to enhance IFQ but also to lay a
foundational framework for Ivy’s suite of freight products currently in the testing phase. Key areas
of focus include in-depth expertise in IFQ, operational efficiency, leveraging data for insightful
decision-making, integrating customer feedback into product development, forging cost-effective
partnerships, and establishing a robust escalation process.

1. Becoming the Expert in IFQ

In-Depth Learning of IFQ’s Operations
• Current System Evaluation: Conduct a comprehensive analysis of the existing IFQ system.
This involves a detailed study of the manual backend processes currently in use, as outlined
in the case study. Focus particularly on the interactions with the retool dashboard for
tracking quotes, and the extensive manual communication via phone calls and emails.
• Process Mapping: Map out the entire workflow of the IFQ process from quote generation
to load completion. This mapping should highlight areas where manual interventions are
predominant, such as the need for frequent communication with brokers for quote
finalization and load management.
• Technology Assessment: Evaluate the current technological stack of the IFQ system. This
involves understanding the software and tools in use, their capabilities, and limitations. The
goal is to identify potential technological solutions that could automate or streamline the
existing processes.
User Experience Analysis Based on Appendix 1 Feedback
• Feedback Synthesis: Systematically analyze the user feedback provided in Appendix 1.
This includes understanding the challenges faced by users in arranging freight, such as the
time-consuming nature of obtaining quotes, the complexity of faxing details and BOLs
(Bill of Lading), and the hassle of receiving confirmations and invoices.
• User Journey Mapping: Create detailed user journey maps for different user personas
identified among Ivy’s core users. These maps should illustrate the typical process users
undergo in arranging freight, from the initial need identification to the final delivery.
 Emphasize the pain points such as the difficulty in comparing quotes, reliance on produce
brokers, and the importance of tracking and timely delivery.
• Solution Brainstorming: Based on the synthesized feedback and user journey mapping,
brainstorm potential enhancements or features that could be integrated into the IFQ system
to address these specific user needs and pain points.
Studying Industry Best Practices
• Benchmarking Against Competitors: Research competitors in the freight quoting space to
identify best practices and innovative features. This research should focus on how other
companies have effectively used technology to simplify and expedite the freight
management process.
• Technological Innovations: Investigate the latest technological advancements in the freight
and logistics industry. This includes exploring how AI, machine learning, and automation
have been leveraged to optimize freight operations.
• Adaptation and Integration: Develop a strategy for adapting these best practices and
technological innovations to the IFQ system. This involves not only understanding what
others are doing but also how these practices can be integrated into Ivy’s system in a way
that aligns with its unique business model and customer needs.

2. Implementing an IFQ Improvement Plan

The objective of the IFQ Improvement Plan is to address the current manual and time-consuming
aspects of the IFQ system, as outlined in the case study, with a focus on automation, operational
efficiency, and user interface optimization.

Automation of Backend Processes

• Identifying Automation Opportunities: Analyze the existing backend processes,
particularly the interactions with the retool dashboard and manual communications with
brokers, as highlighted in the case. Identify specific tasks within these processes that can
be automated.
• Developing Automated Solutions: Implement automated solutions for tracking incoming
quotes. This could involve developing or integrating AI-driven tools that can automatically
retrieve and compile quotes from various brokers, thereby reducing the need for manual
tracking.
• Enhancing Communication Channels: Automate the communication process with brokers.
Develop a system that can automatically send and receive information from brokers, such
as load details, and generate updates or queries. This system could utilize chatbots or
automated email systems to streamline interactions.
• Integration with Existing Systems: Ensure that these automated solutions are seamlessly
integrated with Ivy’s existing inventory management software and accounting workflows,
to facilitate smooth data flow and process efficiency.
Operational Streamlining
• User Information Collection Process: Revamp the process of collecting user information.
Implement a more intuitive and guided input system on the IFQ platform, which can help
 users provide all necessary information in a structured and efficient manner. This could
involve smart forms that dynamically adjust based on user input.
• Reducing Redundant Communications: Develop a system to minimize redundant email
communications. This system should be capable of identifying and collating all relevant
information in a single interface, thereby reducing the need for back-and-forth emails to
gather additional details.
• Process Re-engineering: Re-engineer the overall process flow of the IFQ service. Analyze
each step of the current process from quote request to load finalization, and identify areas
where steps can be consolidated or removed to enhance efficiency.
User Interface Enhancement
• Feedback-Driven Design Updates: Implement design changes to the IFQ platform based on
specific user feedback from Ivy’s core users. Focus on simplifying the user interface to
make the process of inputting freight needs and receiving quotes more intuitive and less
time-consuming.
• User Testing and Iteration: Conduct user testing sessions with a group of Ivy’s core users
to gather real-time feedback on the proposed interface changes. Use this feedback to make
iterative improvements to the interface.
• Feature Enhancements: Add new features to the IFQ platform that specifically address the
needs highlighted by users. This could include real-time tracking of freight, more
transparent pricing options, and easier access to historical data and previous quotes.

3. Data Tracking and Measurement

In the context of Ivy's Instant Freight Quote (IFQ) system, establishing a robust data tracking and
measurement framework is crucial for assessing the effectiveness of operational improvements
and their financial impact. This involves a detailed and case-specific approach, as delineated in the
case study, to track and analyze various metrics.

Operational Metrics
• Time to Process Each Load: Track the time from when a load request is initiated to when it
is fully processed. This metric is essential to assess the efficiency improvements post-
implementation of automation and streamlined processes.
• Number of Manual Interventions: Record the frequency of manual interventions in the load
processing workflow. In the context of the case, this would particularly focus on
interventions in quote generation and broker communication.
• Accuracy of Initial Quotes: Monitor the variance between initial quotes provided and the
final cost. This metric will help assess the accuracy and reliability of the IFQ system,
addressing concerns raised about pricing and cost effectiveness in the user feedback
(Appendix 1).
Financial Metrics
• Cost Per Transaction: Analyze the total cost incurred per freight transaction, including
operational and administrative expenses. This will help in understanding the financial
efficiency of the IFQ system, especially in relation to manual versus automated processes.
 • Change in Operational Costs: Post-implementation of improvements, track the change in
operational costs. This includes costs associated with manual processing, communications,
and technological investments.
Efficiency Indicators
• Reduction in Manual Interventions: Quantify the decrease in manual tasks required for each
load. This directly relates to the case study's emphasis on the manual, time-consuming
nature of the current IFQ operations.
• Processing Speed: Measure the change in the speed of processing each load. Faster
processing times would indicate successful operational improvements, contributing to
overall business efficiency.
Financial Impact Analysis
• Cost Savings: Calculate the cost savings achieved through operational improvements,
particularly focusing on savings from reduced manual labor and increased process
efficiency.
• Revenue Growth: Analyze any increase in revenue that can be attributed to the enhanced
IFQ system. This includes assessing whether improved operational efficiency and user
experience lead to increased usage of the IFQ service by existing and new customers.
• ROI on Technological Investments: Evaluate the return on investment for any new
technologies implemented. This involves comparing the cost of technology
implementation against the financial gains from improved operational efficiency and
customer satisfaction.

4. Integrating Customer Feedback

In the context of Ivy’s Instant Freight Quote (IFQ) system, integrating customer feedback is crucial
for ensuring that the product continues to meet and exceed user expectations. The feedback
collected from Appendix 1 of the case study provides valuable insights into the users' experiences
and challenges, which can guide the refinement of IFQ.

Feedback Loops
• Structured Feedback Collection: Develop a systematic approach for collecting feedback.
This could include regular surveys, feedback forms integrated into the IFQ platform, and
structured interviews or focus groups with Ivy’s core users - Wholesale Produce Shippers
and Distributors.
• Analysis of Feedback Content: Analyze the feedback in detail, focusing on common themes
such as the difficulty in arranging freight, the desire for automatic processes, concerns
about pricing, and the need for reliable and timely freight management.
• Real-time Feedback Channels: Implement real-time feedback mechanisms, such as in-app
prompts or post-service feedback requests, to capture users' immediate experiences and
reactions. This is particularly relevant for capturing experiences related to the ease of use
of the platform and satisfaction with the freight service arranged.
Product Development Integration
• Feedback Review Meetings: Establish regular meetings between the product development
team and customer service representatives. In these meetings, discuss recent feedback and
identify trends or issues that need addressing. This is crucial for ensuring that the concerns
about manual and time-consuming processes, as mentioned by users, are being actively
addressed in product updates.
• Prioritization of Feedback-Driven Features: Prioritize the development of new features or
improvements based on customer feedback. For example, if users frequently mention the
cumbersome nature of arranging freight and tracking loads, prioritize automation and
tracking features in the development roadmap.
• Feedback-Informed Decision Making: Use customer feedback as a key input for making
decisions about 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 approach to product development,
where customer feedback informs continuous improvements. After each update or new
feature release, actively seek out user feedback to assess the impact and identify further
areas for enhancement.
• Transparent Communication: Keep users informed about how their feedback is being used.
This can be achieved through regular updates or newsletters that outline recent changes
made to IFQ and future plans, reinforcing to users that their feedback is valued and
impactful.

5. Developing Relationships with Brokers and Carriers

In the context of Ivy's Instant Freight Quote (IFQ) system, forging strong relationships with
brokers and carriers is a pivotal strategy. This approach is not only about seeking competitive
pricing and efficient service, as highlighted in the case, but also about building a network that
enhances the overall value proposition of the IFQ system to its core users - Wholesale Produce
Shippers and Distributors.
Strategic Networking
• Targeted Outreach: Initiate targeted outreach programs aimed at brokers and carriers who
are known for their efficiency and competitive pricing. This aligns with the user feedback
in Appendix 1, where concerns about pricing and the desire for efficient freight
arrangements were evident.
• Industry Events and Forums: Actively participate in industry events, trade shows, and
online forums where brokers and carriers are present. This provides an opportunity to
understand current market trends, challenges in the freight industry, and identify potential
partners who align with Ivy's mission and user needs.
• Leveraging Existing Relationships: Utilize existing relationships and networks to get
introductions to key players in the freight industry. This could involve reaching out to
 current partners or customers of Ivy who might have connections with reputable brokers
and carriers.
Negotiation and Collaboration
• Value Proposition Presentation: In negotiations with brokers and carriers, present a
compelling value proposition that emphasizes the volume of business Ivy can provide
through its user base. Highlighting the number of loads moved in H2 2023 (58 loads for 6
customers) as an example of Ivy's potential volume can be persuasive.
• Long-term Partnership Focus: Frame discussions around the potential for long-term
partnerships rather than one-off transactions. Emphasize how a partnership with Ivy can
provide consistent business, leveraging Ivy’s growing market presence in the perishable
food industry.
• Customized Solutions: Work with brokers and carriers to develop customized solutions that
cater specifically to the needs of Ivy’s users. This could involve negotiating special rates
or service agreements for frequent users or for specific routes that are commonly used by
Ivy’s clients.
Building a Collaborative Network
• Regular Communication and Meetings: Establish regular communication channels and
meetings with key brokers and carriers to ensure ongoing alignment and to discuss potential
improvements or challenges.
• Feedback Mechanism: Create a feedback loop where brokers and carriers can provide input
on the IFQ system and the overall partnership. This can lead to continuous improvements
in the service offerings and operational efficiency.
• Performance Monitoring and Evaluation: Implement a system to regularly monitor and
evaluate the performance of the brokers and carriers. This could involve tracking metrics
like on-time delivery rates, pricing competitiveness, and customer satisfaction scores.

6. Escalation Process
The establishment of a structured escalation process for Ivy's Instant Freight Quote (IFQ) system
is critical for managing and resolving issues effectively. This process needs to be tailored to the
specifics of the IFQ system, addressing the concerns of Ivy’s core users - Wholesale Produce
Shippers and Distributors - as mentioned in the case study.

Clear Guidelines
• Criteria for Escalation: Develop clear guidelines defining what constitutes an escalation.
This includes scenarios such as significant discrepancies in freight quotes, delays in load
processing, and issues with freight carriers or brokers. The criteria should be specific,
measurable, and aligned with the operational benchmarks of the IFQ system.
• Escalation Pathways: Establish distinct escalation pathways depending on the nature of the
issue. For example, technical issues with the IFQ platform should follow a different
pathway compared to service-related issues with brokers or carriers.
• Training and Communication: Ensure that all team members are trained on the escalation
guidelines and understand the pathways and processes. Communicate these guidelines
 clearly to all stakeholders, including Ivy’s customers, so they know what to expect in case
of issues.
Escalation Team
• Formation of a Dedicated Team: Form a dedicated team responsible for managing escalated
issues. This team should be composed of members with expertise in various areas, such as
technical support, customer service, and logistics management.
• Empowerment and Resources: Empower the escalation team with the necessary resources
and authority to make decisions. This includes access to critical information, decision-
making power, and the ability to engage with external partners (brokers, carriers) as
needed.
• Training in Conflict Resolution: Provide specialized training to the escalation team in areas
such as conflict resolution, negotiation, and customer relationship management. This is
particularly important given the feedback from Ivy’s users about the complexities and
frustrations in managing freight.
Feedback Loop
• Analysis of Escalated Issues: Regularly analyze the issues that have been escalated to
identify common trends or systemic problems. This analysis should focus on understanding
the root causes of these issues.
• Integration into Product Development: Ensure that the learnings from escalated issues are
fed back into the IFQ system’s continuous improvement cycle. For instance, if a common
issue is the inaccuracy of freight quotes, this should be addressed in the system’s algorithm
or user interface.
• Communication with Stakeholders: Maintain an open line of communication with
stakeholders regarding how escalated issues are being addressed. This could involve
periodic updates to customers about improvements made to the IFQ system based on their
feedback or issues raised.
Assumptions
• The current IFQ system operates with a significant manual component, providing an
opportunity for automation to enhance efficiency.
• Customers prioritize ease of use, cost-effectiveness, and reliability in their freight services,
as indicated by their feedback.
• There exists potential for negotiation and partnership development with brokers and
carriers, which can be leveraged to enhance the IFQ service offering.
• The market conditions are conducive to expanding Ivy's freight offerings, suggesting a
favorable environment for implementing these improvements.
Conclusion
this strategic plan is not just a roadmap for improving the IFQ system; it is a blueprint for Ivy to
achieve operational excellence and become a leader in the perishable food supply chain logistics
sector. The integration of technology, a customer-centric design approach, strategic partnerships,
and a data-driven operational model are the pillars that will support Ivy’s journey towards this
goal. This plan sets Ivy on a path to not only meet the current market demands but also to innovate
and lead in the ever-evolving world of freight logistics.