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Fleet Management

Client
AB-Inbev | Zé Delivery
Designing with
Last Mile Team
Operations team
Product Manager
Engineering Team
Commercial Team
Stakeholders
Services
Framing problems, Connecting strategy & UXEstruturando problemas, conectando estratégia e UX
Date
2023
ContextZé Delivery (AB InBev) is a beverage delivery app connecting consumers, partner stores (POCs) and 34k+ independent couriers.
ProblemCourier initiatives were running in circles, with no shared vision connecting onboarding, orders, delivery and payouts to the company’s value proposition.
My roleLed discovery and service design with the Last Mile, Operations, Product and Engineering teams: field research, stakeholder interviews, blueprints and prioritization.
OutcomeResearch with 948 couriers and 462 stores (95% confidence) turned into four acting pillars and a Now / Next / Later roadmap tied to Fill Rate, churn and CSAT.

To foster a vision of future for the activity of couriers in the Zé Delivery ecosystem, we received the objective to design a long-vision roadmap based on success metrics and impact on the company’s value proposition. Our challenge was to connect all the dots between the final product and to who would deliver it, considering all the touchpoints: onboarding, receiving an order, delivering and getting paid.

Diverging
Process

1

Understand the legacy

• Understand past activities
• Connect initiatives with objectives
• Relationship between Couriers and Sellers
• Opportunity solution tree

2

Define a method

• Bibliography selection
• Third party logistics x fourth part logistics (3PL x 4PL)
• Logistics Service Pyramid
• Pillars to achieve knowledge

3

Gather data

• Field research
• Stakeholders interview
• Quantitative researches
• Pillars to achieve knowledge
• Final analysis

4

Iterate on objectives

• Couriers main targets
• Seller main targets
• Quantitative researches
• Opportunity overview
• Problem statement

Modeling a service Blueprint considering the relationship between Couriers and Sellers
Courier × Seller blueprint (Miro) ↗
Initiatives overview x objectives, showing that we were walking in 'circles', and defining pillars of acting, based on Martin Christopher bibliography.

Field research

Taking notes and validating situations based on the 4 pillars of acting: Visibility, Sizing, Cost and Acquisition /Retention.

Stakeholders interviews

Following the plan on validate the 4 pillars of acting, we made a round of conversation with Local Key Accounts (leadership and senior levels) and Last Mile Supervisors. Those interviews generated a full list of inputs to move forward onto the research with Couriers and Sellers.

Quantitative interviews

We published a research for the Couriers and Sellers, via inbox and WhatsApp. With data from both sides, we could deliver insights based on statistics.

Courier Research 🛵
Number of users on the platform: 34.793
Number of answers: 948
Confidence level: 95%
Error margin: 3%
Seller Research 🍻
Number of POC's on the platform: 2727
Number of answers: 462
Confidence level: 95%
Error margin: 3%
Acquisition and Retention (%)
Visibility (%)
Sizing and flexibility (%)
Cost (%)

Converging
Process

1

Generate Inputs

• Cross-data
• Opportunities
• Objectives
• Opportunity solution tree

2

Define Value Proposition

• Who and Why
• Mission
• Problem Statement
• Stakeholder alignment

3

Ideate

• 4 pillars overview
• Assemble target
• Fishbone method
• Voting on outcomes

4

Roadmap Delivery

• Classifying opportunities
• Fleet Management Matrix
• Effort x Value scoring
• Now / Next / Later roadmap

Converting Statistic Data to Objectives

With a clear view on the ecosystem pains, we could separate the subjects in four common objectives, sorted by relevance in their own context.

To define our mission, we invited stakeholders and different teams to set up our problem statement.

Time to ideate! There is no right or wrong, it's time to bring a lot of ideas!

X-Ray of our ecosystem, draw in a form of diagram, which relay impacts and give a clear sight where / when we want to outcome with results.

We're getting there - prioritizing activities based on Effort x Value dynamic, with the engineering team and product managers

This is it. A Now-Next-Later roadmap, considering last mile metrics and responding to the Fill Rate indicator

Now
Scale visibility
• New users
• Base Churn
• DAU
Store Profile
• CSAT
• Fill Rate
• MAU
Payment Business Rule
• Markup
• Last Mile Cost
• MACO
Next
Quality profile
• LTV
• Revenue increase
• MAU
Driver get Driver
• Churn
• Fill Rate
• WAU
Order queue
• CSAT
• Revenue Index
• Demand Coverage
Later
Store rating by delivery person
• NPS
• Churn
• DAU
Consumer Rating
• CSAT
• Fill Rate
• Revenue Index
Idleness distribution
• Revenue index
• Churn
• LTV

What this deliveredO que foi entregue

A shared visionUma visão compartilhadaFour acting pillars (visibility, sizing, cost, acquisition and retention) that connected scattered courier initiatives to the value proposition.Quatro pilares de atuação (visibilidade, dimensionamento, custo, aquisição e retenção) que conectaram iniciativas soltas de entregadores à proposta de valor.
Evidence, not opinionEvidência, não opinião948 couriers and 462 stores surveyed (95% confidence, ±3%), plus field research and stakeholder interviews.948 entregadores e 462 lojas pesquisados (95% de confiança, ±3%), além de pesquisa de campo e entrevistas com stakeholders.
A prioritized roadmapUm roadmap priorizadoOpportunities scored effort × value with engineering and PMs, and sequenced into Now / Next / Later.Oportunidades pontuadas por esforço × valor com engenharia e PMs, e organizadas em Now / Next / Later.
Metrics on every itemMétricas em cada itemEach roadmap item carries its success metrics (Fill Rate, churn, CSAT, LTV), so delivery could be measured, not just shipped.Cada item do roadmap tem suas métricas de sucesso (Fill Rate, churn, CSAT, LTV), para medir a entrega, não só lançar.

Thanks for reading!