Client:
A $650 million agriculture, food, and beverage manufacturer with a global footprint.
Challenge:
Following an internal audit, the company identified critical gaps in process adherence and cross-functional communication—particularly related to customer relationships, contract management, invoicing, and forecasting. Although some issues had been addressed internally, lingering gaps remained.
Waypost was asked to support follow-up on strategic initiatives, track project performance, and ensure forward momentum. However, early discovery revealed deeper systemic problems: many teams lacked defined processes altogether, and where processes did exist, they were inconsistently followed or poorly communicated.
This shortage of operational rigor contributed to missed growth opportunities, invoicing errors, strained customer relationships, and ineffective internal coordination—especially between sales, customer service, and finance.
Strategic Objectives:
The project aimed to stabilize the operational foundation and enable sustainable execution of strategic initiatives. Objectives included:
- Define, formalize, and roll out standardized processes across key functions (sales, customer service, accounts payable/receivable).
- Establish accountability mechanisms and performance metrics to track initiative progress and improve execution.
- Improve internal coordination and reduce communication gaps, especially where multiple departments interface with customer-facing activities.
- Segment customers and optimize resource allocation in tight supply scenarios.
- Clarify internal ownership structures and reporting lines to improve efficiency.
Approach:
Waypost began with stakeholder interviews and workflow analysis across sales, finance, and customer service. This confirmed that the root cause of many challenges wasn’t technology or tools—but inconsistent (or nonexistent) processes and fragmented ownership.
Waypost outlined three high-impact initiatives to drive meaningful change:
- Contract Management:
Developed a company-wide SOP that standardized contract development, approval, and adherence across sales, accounts payable, and customer service. This helped prevent invoicing errors and improved commercial clarity with customers. - Accounts Payable/Receivable:
Addressed chronic disconnects between contracts and invoicing logic. By mapping the lifecycle of customer contracts through to billing, Waypost helped teams eliminate common delays and miscommunications. - Forecasting Process Optimization:
Improved communication workflows and visibility between commercial and operations teams, particularly where sales forecasts directly impact planning, service levels, and invoice timing.
For each initiative, Waypost delivered an actionable roadmap detailing affected resources, cross-functional interactions, priority sequencing, and implementation timelines. We also created tools to track initiative performance and ensure stakeholder follow-through.
Key Steps:
- Internal stakeholder interviews across functions
- Mapping of broken or missing processes
- Prioritization of initiatives with highest business impact
- Roadmap development and stakeholder alignment
- Implementation coaching and follow-up routines
Assessment Areas:
- Commercial process discipline and documentation
- Sales-to-operations communication handoffs
- Contract lifecycle governance
- Invoicing discrepancy root causes
- Accountability gaps in cross-functional teams
Tools and Methodologies:
- Process mapping and root cause analysis
- SOP development and rollout support
- Stakeholder engagement and alignment workshops
- Performance scorecard design
- Customer segmentation framework
Deliverables:
- Defined SOPs for key commercial processes
- Implementation roadmaps by initiative
- Customer performance scorecard aligned with sales accountability
- Customer segmentation strategy for prioritization during constrained supply
- Organizational structure recommendations for improved team coordination
Conclusion:
The impact of this Waypost engagement extended well beyond project management. With new SOPs in place, the company gained operational clarity, eliminated invoicing friction, and improved cross-team alignment. A monthly customer performance scorecard held sales accountable for execution, aligning their performance with clearly defined KPIs.
Additionally, customer segmentation enabled smarter decision-making in constrained environments, allowing the company to prioritize profitable partnerships. Realignment of transportation and customer service reporting structures further alleviated miscommunication issues that had previously led to service breakdowns.