Customary POP Aren’t Perfect Enough

Customary POP Not Business-Centric

Many business executives see promise in customary Perfect Order Programs (POP). But, some are skeptical about their correlation to superior profit margins, earnings-per-share and return-on-investment as touted in press rhetoric. Why?

Fundamentally, a customary POP is a tool to help improve customer satisfaction. In particular, such a program examines opportunities to fix or enhance order management processes. It is designed to help companies improve the number of ‘perfect orders,’ or reduce the number of ‘imperfect orders’ the company delivers to its customers. So, customary POP are very much focused on the company’s customers. But, it is this very narrow customer-centric focus of customary POP that provides insight into the skepticism.

Customary POP Skepticism Explained

Cambar understands that business executives need deeper and broader operational performance insight than customary POP are able to provide: insights relative to all trading partners not just for customers; insights relative to exception handling costs and profitability; insights relative to problem and opportunity diagnosis; insights relative to trading partner collaboration; and insights relative to the alignment of operations with business strategy. With these insights, Cambar Solutions explains some of the skepticism - customary POP are just not ‘perfect’ enough.

Cambar Solutions has developed new thinking and overcome the shortcomings of customary POP. Cambar’s Perfect Order Performance Solution provides a better resource for business executives to understand, measure and manage the performance, costs, profitability and alignment of order management processes; and delivers ‘perfect’ perfect order performance.