Strengthening customer fulfillment: Building a strategic stakeholder network

By Kevin Otto, senior director analyst, Gartner Supply Chain Practice

As supply chain management increasingly integrates advanced technologies and data-driven decision-making, customer fulfillment leaders are transitioning from traditional operational roles to strategic positions.

This evolution demands that they not only ensure efficient order processing and delivery but also leverage analytics and customer insights to drive initiatives that enhance customer satisfaction and align with broader business objectives.

For example, Unilever is using AI/ML techniques to optimize granular forecasting and replenishment. In collaboration with Walmart Mexico, it has developed a cloud-based platform making available detailed store inventory data that is regularly refreshed. Unilever’s algorithms continuously monitor for trends and opportunities to fine-tune its approach to forecasting and replenishment at this detailed level.

According to Gartner data, 69% of organizations believe that customer satisfaction will be the paramount metric for strategic decision-making by 2026. However, many customer fulfillment leaders fail to leverage their proximity to the customer due to limited influence and underdeveloped stakeholder networks.

The strategic imperative of customer fulfillment

Customer fulfillment is increasingly recognized as a strategic function, integral to achieving corporate goals. In 2023, 43% of organizations cited customer service delivery and support as the most valuable attribute for corporate success. Despite this recognition, customer fulfillment often remains in a support role, lacking the influence necessary to drive enterprise-wide strategic decisions. By building robust stakeholder networks, customer fulfillment leaders can transition from isolated pockets of influence to consistent, organization-wide impact.

The role of customer fulfillment is not only to ensure that products reach customers efficiently but also to contribute to broader business objectives such as product innovation, service enhancement, and revenue growth. For instance, insights gathered from customer interactions can inform product development teams about emerging customer needs, leading to innovative features that keep the organization competitive. Similarly, by identifying common customer pain points, customer fulfillment leaders can collaborate with service teams to enhance delivery processes, thereby boosting customer satisfaction and loyalty.

Building a stakeholder network: A strategic approach

To elevate the role of customer fulfillment to that of a strategic partner, leaders must cultivate a network of influential stakeholders. This begins with creating a stakeholder map to identify cross-functional allies who can champion customer fulfillment initiatives. Stakeholders may include senior leaders and key influencers across adjacent functions such as warehousing, marketing, and sales. For instance, a chief marketing officer might support customer fulfillment’s real-time order visibility initiatives, leveraging this capability to enhance brand transparency and customer satisfaction.

Creating a stakeholder map involves identifying individuals who have a vested interest in customer fulfillment’s success. These may be individuals who can influence others, have decision-making power or are respected voices within the organization. By understanding the motivations and interests of these stakeholders, customer fulfillment leaders can tailor their engagement strategies to align with organizational goals.

Mapping and engaging stakeholders

Once stakeholders are identified, customer fulfillment leaders should assess their engagement, influence, and stance toward customer fulfillment initiatives. This involves categorizing stakeholders into mobilizers, talkers, and blockers:

• Mobilizers: Key allies who can rally organizational support for customer fulfillment initiatives. These individuals are proactive and can drive consensus across different departments.
• Talkers: Stakeholders willing to engage but lacking the capacity to drive change. While they may not have the influence to enact change, their insights and feedback can be valuable.
• Blockers: Opponents who resist change and prefer stability. Engaging with blockers requires strategic communication to address their concerns and mitigate resistance.

Mapping stakeholders based on their involvement and influence allows customer fulfillment leaders to tailor their engagement strategies effectively. For example, influential opponents require strategic communication and negotiation to align their interests with customer fulfillment objectives. It’s crucial to understand their motivations and find common ground to transform resistance into support.

Developing a stakeholder engagement work plan

A structured stakeholder engagement work plan is crucial for transforming customer fulfillment into a strategic partner. This plan should include:

• In-depth research and insight: Understanding stakeholder priorities and challenges through company reports, meetings, and discussions. This knowledge enables customer fulfillment leaders to anticipate stakeholder needs and align initiatives accordingly.
• Tailored communication: Customizing interactions to address specific stakeholder interests and concerns, thereby fostering stronger connections. Effective communication involves not just sharing information but also actively listening to stakeholder feedback.
• Thought leadership: Sharing expertise through presentations and reports to position customer fulfillment leaders as strategic partners. By showcasing customer fulfillment’s value and contributions, leaders can build credibility and influence within the organization.
• Participation in high-profile projects: Engaging in initiatives that align with stakeholder agendas to strengthen professional relationships. By demonstrating commitment to organizational goals, customer fulfillment leaders can enhance their visibility and impact.

Achieving strategic influence

The ultimate goal for customer fulfillment leaders is to achieve consistent influence across the organization, enabling them to drive strategic decisions that enhance customer satisfaction and corporate success. By systematically building and managing a stakeholder network, customer fulfillment leaders can secure their role as value drivers, contributing to product enhancements, service improvements, and revenue growth.

The strategic importance of customer fulfillment cannot be overstated. By focusing on building a robust stakeholder network, customer fulfillment leaders can transform their function from a tactical support role to a strategic partner, driving enterprise-wide success and securing their place as essential contributors to the organization’s strategic objectives.

About the author

Kevin Otto is a senior research director, analyst working in Gartner’s Supply Chain Practice. His core areas of research are customer fulfillment (maturity, order to cash process, org design, metrics), and customer collaboration.

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