Order to Delivery
How a customer purchase moves through checkout, inventory, fulfillment, customer service, and financial reconciliation.
How a customer purchase moves through checkout, inventory, fulfillment, customer service, and financial reconciliation.
The whole customer-facing experience and the operational machinery behind it — from a shopper’s first pre-purchase question, through checkout, to a reconciled book at month-end.
| Scope | Details |
|---|---|
| Start | A customer browses the site or asks a question |
| End | Product delivered, customer serviced, transaction reconciled |
| Channels competing for inventory | 5+ (D2C, Amazon, B2B, Wayfair, Pottery Barn) |
| Warehouses | 7–9 different 3PL systems |
| CS headcount | 20 off-season → 500+ in Q4 (via BPO on Gladly) |
| Finance entities | 8 QuickBooks files; 20+ monthly reconciliations |
| ERP migration | NetSuite targeted for June 2026 (has slipped before) |
graph LR
subgraph Customer
PRE[Pre-Purchase Inquiry<br/>75% of Jul–Oct CS]
ORDER[Customer Order]
end
subgraph Commerce
HYB[Hybris Checkout<br/>Custom / Vercel frontend]
COUP[Coupons & Promotions<br/>Excel → Hybris<br/>Manual entry]
PAY[Payment Processing<br/>Braintree / MX / PayPal]
end
subgraph Operations
ALLOC[Inventory Allocation<br/>5+ channels competing<br/>No real-time visibility]
TRACK[Container Tracking<br/>Podium<br/>4–5 day blind spot]
WMS[3PL Systems<br/>7–9 warehouses]
end
subgraph Service
SHIP[Shipping]
CS[Customer Service<br/>Gladly<br/>20 → 500+ agents]
end
subgraph Finance
QB[QuickBooks<br/>8 entities]
RECON[Monthly Reconciliation<br/>1,000+ transactions<br/>30-day close]
end
PRE -->|3–4% reach Design Consultants| HYB
PRE -->|96% self-service| HYB
ORDER --> HYB
COUP -.->|Promotions applied| HYB
HYB --> PAY
PAY -->|Bank deposits| QB
HYB -->|Snowflake| ALLOC
TRACK -->|4–5 day gap| WMS
ALLOC -->|Manual allocation| WMS
WMS --> SHIP
SHIP --> CS
QB -->|Manual research| RECON
style ALLOC fill:#fecaca,stroke:#ef4444
style TRACK fill:#fecaca,stroke:#ef4444
style COUP fill:#fef3c7,stroke:#f59e0b
style RECON fill:#fef3c7,stroke:#f59e0b
style PRE fill:#dbeafe,stroke:#3b82f6
| Phase | What happens | Primary tools |
|---|---|---|
| Pre-purchase | Chatbot handles initial site questions. High-intent shoppers can book a 45-min Design Consultant Zoom with AR tree placement. Reaches only 3–4% of customers today, generates 4× AOV. | Gladly, Tangible |
| Checkout | Custom Hybris backend with Vercel frontend. B2B currently runs through D2C checkout. European market needs a local-payment gateway. | Hybris, Braintree/MX/PayPal |
| Coupons & promotions | Excel requests from across org → single person → manual entry into commerce back office. 2–3 day SLA. | Hybris, Excel |
| Inventory allocation | Orders allocated via the Warehouse Integration System, which aggregates feeds from 7–9 3PLs. 5 channels share one pool. | WIS, Snowflake |
| Container tracking | Solid from factory to port. After port, drayage provides no real-time tracking. 4–5 day blind spot. | Podium, IIT (legacy) |
| Fulfillment | 3PL picks, packs, ships. Narvar tracks the shipment but only exposes two states (shipped / not shipped). | 3PL WMS, Narvar |
| Shipping | FedEx primary US carrier at ~95% delivery success. | FedEx |
| Customer service | BPO on Gladly scales 20 → 500+ for Q4. AI deflects ~6% of voice volume; auto-email handles routine returns and order status. | Gladly |
| Finance reconciliation | Month-end: Hybris → merchant processors → bank deposits. 20+ reconciliations. 1,000+ transactions researched by hand. B2B discovered via inventory discrepancy. | QuickBooks, Sigma, Excel |
| Period | CS mix | Scale |
|---|---|---|
| July–October | 75% pre-purchase / 25% post-order | CS ramps from 20 → 500+ agents |
| November | 50 / 50 | Peak tracking + fulfillment; dynamic pricing stresses highest |
| December–January | Lower % pre-purchase, higher % delivery/returns | Ramp back down to ~20 agents by end of January |
| Friction | What it looks like |
|---|---|
| Inventory visibility across channels is absent | 5 channel teams Slack ops for stock status because Podium is unusable for self-serve. |
| Port-to-warehouse blind spot is 4–5 days | No drayage tracking. Containers have fallen off ships, discovered manually. |
| WIS feed is fragile | Glitches silently drop entire warehouses. 34K units have reappeared overnight after a feed resumed. |
| Dynamic pricing misreads inventory | Feed glitches and channel reallocations register as sales spikes. D2C prices rise on items that are still available. |
| Narvar only exposes two tracking states | Shipped / not shipped. No in-transit detail without direct FedEx API. |
| 96% of high-intent shoppers never talk to anyone | Design Consultant program is 4× AOV, reaches 3–4% of customers. No pre-purchase AI layer at scale. |
| Finance reconciliation is 30 days of manual work | 1,000+ transactions researched monthly. CS credits and B2B sales bypass the books until inventory reconciliation surfaces them. |
| Coupon pipeline is one person, one Excel | Miskeyed dates or codes hit live customers instantly. Real revenue impact. |
| NetSuite migration has slipped | Was due a year ago; now targeting June. Most inventory + financial visibility work is waiting on it. |
A cohort on Order to Delivery partners with operations, supply chain, customer service, finance, and digital commerce to close the blind spots that currently get covered by human effort.
| Audience | What better looks like |
|---|---|
| Internal customers (ops, CS, finance, channel teams) | Days back for the work only they can do. Confidence in data they share. Capacity to be partners to every growing channel instead of firefighting. |
| External customers (shoppers, delivery customers, retail partners, B2B buyers) | Answers before they buy. Real-time status instead of “shipped.” A version of the workflow that was actually designed for them. |
Places a cohort finds traction:
The June NetSuite migration is a natural integration point for the data side.