The customer's measurement of you,
not your measurement of yourself.
DIFOT measured from the customer's PO confirmation. SIFOT measured from your inbound suppliers. Reconciled to customer vendor scorecards (Lulu, Carrefour, Coles, Woolworths). Built on Microsoft Fabric for APAC and GCC supply chains.
Who this is for
A DIFOT dashboard built around your role
DIFOT reporting for supply chain, logistics, planning and operations leaders — the view each one opens, mapped to the delivery failures they own.
Supply Chain / Customer Service Head
The problem
DIFOT gets reported once a week, keyed in by hand, and by the time you see it the miss has already reached the customer scorecard. You cannot tell which customer, lane or carrier is dragging the number down.
What we build
A DIFOT dashboard broken out by customer, lane and carrier, with drill-through to the exact failed deliveries — built on a governed Microsoft Fabric model over your ERP, WMS and TMS, read live on Direct Lake.
One reconciled DIFOT number, not a hand-built weekly report
Logistics Manager
The problem
When a carrier misses, the evidence sits across the TMS, the WMS and a chain of emails, so disputes take days and the quarterly carrier review runs on anecdote rather than a lane-by-lane record.
What we build
DIFOT per lane and per carrier with drill-through to the shipment that missed and why — a reliability record you can hand to procurement, sourced from TMS and WMS data in OneLake.
Carrier disputes settled from shipment-level evidence
Planning Lead
The problem
Most DIFOT failures start upstream — a stock shortage or a production delay two weeks earlier — but the warehouse takes the blame because nothing connects the miss back to its root cause.
What we build
A reason-code view that moves DIFOT root cause upstream, tying each failed delivery to stock position, replenishment lead time and inbound supplier OTIF on one governed model.
Root cause surfaced in the planning meeting, not the chargeback dispute
COO
The problem
You get one internal OTIF figure that reconciles to nothing the customer measures you on, so the leadership review debates the number instead of acting on where deliveries are failing.
What we build
A single DIFOT view across customer, lane and carrier that reconciles to the customer scorecard, with drill-through to failed deliveries — governed on Microsoft Fabric, current on Direct Lake.
A DIFOT number the leadership review can act on
The Problem
Patterns we see in every engagement
If your customer is Lulu, Carrefour, Coles, Woolworths, Spinneys, Choithram or a Tier-1 APAC retailer — their vendor scorecard runs on DIFOT. Your internal OTIF is 4–7 points higher. The gap is real, not noise.
Internal OTIF reconciles to nothing.
Your OTIF is 95%. The Lulu scorecard says 89%. The Carrefour scorecard says 91%. Three different numbers, three different definitions. The S&OP meeting has no way to talk to all three at once.
Chargebacks land 30 days after the miss.
By the time the customer scorecard arrives, the miss is unrecoverable. Your team cannot act on it — they can only dispute it. Most disputes get rejected because the evidence is buried in three different systems.
DIFOT failure root cause is not where you think.
Most DIFOT misses originate upstream of the warehouse — production delay, stock shortage, paperwork lag. Your warehouse team is being blamed for misses that started two weeks earlier.
Supplier OTIF predicts your DIFOT — but nobody tracks it.
SIFOT (inbound supplier OTIF) is the leading indicator. If your suppliers are missing now, your customers will get missed 2–4 weeks from now. The DIFOT dashboard shows the inbound signal alongside the outbound result.
What we build
What we build
Seven dashboards. Each one reconciles to a real customer scorecard or surfaces a real upstream signal.
DIFOT per customer per week
Replaces
The internal OTIF that does not reconcile to the customer scorecard arriving 30 days later.
- Measured from customer PO date (where EDI 850 confirms) or required delivery date — not your dispatch
- Per customer per week with 13-week and 52-week trend
- Threshold alert when any top-20 customer drops below the agreed SLA
- Reconciliation row to the customer's published scorecard — gap explained per miss
Internal number reconciles to customer scorecard. Dispute conversations have evidence.
DIFOT per SKU — where the stock issue is
Replaces
The 'DIFOT issue' that everyone discusses as a logistics issue but is actually a stock issue on three SKUs.
- DIFOT broken out per SKU per customer — surfaces the SKUs that systematically fail
- Drill to inventory position, replenishment lead time and recent forecast accuracy
- Connects to inventory-analytics to show whether the issue is forecast, lead time or perpetual accuracy
- Action plan per chronic SKU surfaces in the demand-planning meeting, not in chargeback dispute
DIFOT root cause moves upstream — from logistics blame to supply planning fix.
DIFOT per lane and per carrier
Replaces
The carrier conversation that happens at quarterly review, six weeks after the miss pattern emerged.
- DIFOT per origin-destination lane per carrier
- Drill to the specific shipment that missed and why
- Per-carrier reliability scorecard you can hand to procurement at the next contract review
- Mode-shift signal where the same lane has a more reliable alternative
Carrier conversations move from quarterly review to weekly evidence-based discussion.
Reason-code waterfall
Replaces
The 'we missed DIFOT this month' line with no breakdown of why.
- Stock-out vs production delay vs carrier delay vs paperwork vs customer-side delay
- Percentage of misses by cause — Pareto chart, not a table of every order
- Drill from the cause to the named orders so the action is specific
- Reason codes captured at miss time via Power Apps form — not retro-reconstructed at month-end
DIFOT root cause stops being narrative. It becomes a measured Pareto.
SIFOT — inbound supplier OTIF
Replaces
The 'our suppliers are unreliable' line that has no evidence and no scorecard.
- SIFOT measured per supplier per category per week
- Per-supplier reliability scorecard — basis for the next QBR with each supplier
- Leading indicator for your DIFOT 2–4 weeks ahead
- Threshold alert when a top-20 supplier degrades — escalation to procurement
Procurement gets evidence-based supplier conversations. Production planning gets early warning.
Customer scorecard reconciliation
Replaces
The monthly Carrefour / Lulu / Coles scorecard PDF that lands and starts a chargeback dispute with no internal data to defend.
- Side-by-side internal DIFOT vs customer scorecard
- Reason for the gap per disputed order — customer-side delay, paperwork, accessorial
- Auto-prep of dispute pack with shipment-level evidence
- Chargeback exposure visible in real time, not at month-end
Dispute success rate rises. Chargeback exposure moves from reactive to managed.
Perfect-order rate composite
Replaces
The DIFOT number that ignores invoice accuracy, damage and return rate.
- DIFOT × invoice accuracy × damage-free × return-free
- Per customer per quarter — the number the CFO and Commercial Director actually care about
- Drill to which component is dragging the composite down
- Trend so quality drift is visible quarter-on-quarter
Customer experience metrics consolidate into one composite the leadership team uses.
How we work
From scorecard import to live DIFOT in 5–6 weeks
We start with the customer scorecard. The internal DIFOT must reconcile to it — otherwise the dashboard becomes another disputed number.
01
Discover — pull scorecards, map gaps
Two weeks. Pull 6 months of order data, dispatch records and customer scorecards. Reconcile internal OTIF to customer DIFOT for the top 5 customers. Identify the systemic gap pattern.
02
Prototype — top 5 customers
Two weeks. Build the DIFOT dashboard for the top 5 customers. Validate against actual scorecards for 2 cycles. Operations and Commercial both see the same number.
03
Deploy — all customers, SIFOT for top 20 suppliers
Three to five weeks. All customers. SIFOT for top 20 suppliers. Wire reason-code Power Apps form for customer service and planning. Train chargeback dispute team on the auto-prep pack.
Technology stack
Lakehouse
Visualisation
Operator Capture
EDI Integration
ERP & Order
Customer Scorecards
Common questions
What buyers ask us
We are 92% OTIF. Is that good?
Depends what your customer's scorecard says. If their DIFOT requirement is 98%, you are failing it by 6 points and the chargebacks tell that story before the dashboard does. We start with the scorecard, not the internal number.
Coles / Woolworths / Tesco / Carrefour give us a scorecard. Why build our own?
Three reasons. Their scorecard arrives 30 days late — you cannot act on it. Their scorecard does not show root cause — you cannot fix it. The disputes get arbitrated commercially — you need evidence. Internal DIFOT plus reconciliation to customer scorecard is how you close all three.
Can we do this without EDI integration?
For customer side, mostly yes — order data lives in your ERP. For carrier side without EDI 214, you will rely on manual track-and-trace and the dashboard will have ETA latency. Worth doing; not perfect. We recommend phasing EDI for top 3 carriers in parallel.
How long until DIFOT actually improves?
Visibility lands in 6 weeks. Sustained improvement is a 6–9 month change-management curve — production planning, demand planning and customer service all need to use the new data. We support that but it is your team's lift.
How much does it cost?
We work in fixed-scope, fixed-fee phases — Discover, Prototype, Deploy — never open-ended time and materials. The fee for each phase is quoted precisely after Discover, once we have seen your ERP, your WMS and how DIFOT is currently measured, because those are what actually move the number. What we commit to upfront is the timeline: first working output in 6 weeks, not a 50-slide roadmap. Book 30 minutes with Amit and you will leave with the shape of the engagement and what it takes to scope it.
Ready to move
Book a 30-minute DIFOT diagnostic
30 minutes with Amit. No slides. No pitch deck. No obligation to proceed. We walk through your customer scorecards and the gap to internal OTIF.