WINNING THE CUSTOMER

EXPERIENCE BATTLE IN THE

HYPERCONNECTED WORLD
PAVING THE PROFITABLE WAY FOR INTEGRATED LOGISTICS
Table of Contents
01 Introduction.................................................................................................................................................... 01

02 Revolutionise Customer Experience in the logistics industry..................................................... 02

03 The Connected Customer Experience................................................................................................. 03

Orchestrating the Connected Experience – the secret to delivering exceptional customer service............... 03

Understanding and optimising customer service costs............................................................................. 04

Use cases of automation and cloud adoption logistics in contact centre.................................................. 08

04 Transforming the Connected Network Experience........................................................................ 10

Networking in the logistics industry......................................................................................................... 10

Primary cost pressures on logistics service providers............................................................................... 11

05 Hyperconnected Ecosystem powers Connected Experiences................................................... 14

Building blocks of a Hyperconnected Ecosystem..................................................................................... 15

Delivering winning Customer Experience while optimising Cost to Serve – A roadmap for logistics

providers............................................................................................................................................................................................. 15

Creating cost efficiencies in the Connected Network Experience............................................................. 21

06 Conclusion...................................................................................................................................................... 24
01 | Introduction
The logistics industry is undergoing massive changes in the post-COVID era. The aftermath of this disruption and continued
geo-political uncertainty has seen fluctuating availability1 and pricing2 issues. When Gartner asked supply chain professionals for
their top 3 logistics priorities, the respondents identified the following:

(37%) (31%) (29%)

Improve or update Cost reduction/cost Increase customer
technology optimisation satisfaction

It turns out that transforming technology is a driver to increasing

customer satisfaction through improved CX and cost optimisation.

This whitepaper will discuss the evolution of technology in the logistic

industry and how industry leaders can optimise cost to serve their
customers. We will also highlight the value Tata Communications can
add to logistics providers as they embark on their Connected Customer
Experience and Cost Transformation journeys. We will explore the
potential for further enhancements, innovations, and long-term benefits
that Tata Communications can deliver so that logistics providers’ contact
centre operations remain at the forefront of excellence and efficiency.

1https://www.ship-technology.com/features/global-shipping-container-shortage-the-story-so-far/
2https://www.livemint.com/industry/red-sea-attacks-send-shockwaves-through-indian-exim-business-container-costs-up-400-freight-rates-soar-11704796039879.html
3https://www.gartner.com/en/newsroom/press-releases/2021-12-14-gartner-survey-finds-74percent-of-logistics-leaders-expect-their-logistics-outsourcing-budget-to-increase-in-the-next-2-years
01
02 | Revolutionise Customer Experience in the logistics industry
The global shipping, freight, and logistics industry is a dynamic, constantly evolving business where technologies are being
rapidly adopted. World-class customer service can be both a differentiator and a game changer for logistics providers seeking to
carve out a unique position for themselves versus their competition.

In the post-pandemic world, customer behaviour has undergone a profound shift. This requires companies to adapt to changes
in consumption, channel shifts, and customer expectations, particularly with increased demand for speed and convenience.
However, this changing consumer behaviour has placed new pressures on the cost structures of logistic companies. Customer
service is expensive, and businesses are pressured to find innovative ways to reduce customer service costs while improving
customer experience.

For a supply chain leader, this means investing in new-generation technologies to create a connected experience that will
increase its customer service team’s efficiency, productivity, and effectiveness and provide customers with a consistent
experience across all touchpoints. As per a APQC survey report:

7 out of every 10 respondents* agree that the “Amazon effect”

changed customers’ expectations

6 out of 10 respondents observed increased use of digital channels and

increased desire for a consistent experience across all touchpoints

There are two broad levers that can help logistics companies to
transform their cost of Customer Experience.

Transforming the Connected Customer Experience

Transforming the Connected Network Infrastructure

Let’s look at both these levers

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https://cloud.esker.com/fm/others/apqc-report-optimizing-customer-service.pdf 02
03 | The Connected Customer Experience
3.1 | Orchestrating the Connected Experience
The secret to delivering exceptional customer service

In this digital-first world, a connected experience is not a choice anymore but is critical for businesses to drive innovation,
productivity, and consistent customer service across all brand touchpoints. Consistency in customer service creates a positive
experience and builds customer trust and loyalty. In this Hyperconnected Ecosystem, two key elements that drive a connected
experience are the Connected Customers and the Connected Workforce. Enterprises can drive a compelling and differentiated
experience for their customers and workforce as shown below.

CUSTOMER EXPERIENCE WORKFORCE EXPERIENCE

Create a seamless journey: Provide a Boost productivity: Provide training to

consistent experience as customers transition front-line staff to handle customer queries
between channels efficiently
Faster and better response: Empower customer-
Provide a positive environment: Lower
facing teams with the right information and tools to
turnover rates reduce agent workload, thus
address customer needs promptly to avoid churn
ensuring continuity in customer relationships
and service quality
Invest in self-service options: Enable simple
issue resolution via conversational virtual
Simplify agent connectivity: Utilise call
assistants
routing to ensure customers are put in touch
with the right person to resolve their issues
Expand communication channels: Provide
easily
multiple channels for customers to engage with
a brand on their terms Provide 360-degree customer view: Enables
personalised conversations that can result in
Minimise customer effort: A 360-degree crosssell / upsell
customer view for effective customer engagement
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3.2 | Understanding and optimising customer service costs
Focusing on delivering a great customer service experience improves customer relationships and reduces the cost to serve.
Well-integrated contact centres provide their agents with a comprehensive picture of customers and their needs. This enables
focussed, contextual interactions, faster and more efficient responses, and reduced repeat conversations.

A US-based contact centre solution provider- RDI Connect, has developed an illustrative model to calculate the contact centre
operation cost. As per this analysis, per hour, per employee cost of running a contact centre is USD 33.76, with the cost breakup
as follows:

Hourly Cost/per
Cost Component Definition Calculation Assumptions
employee

Cost of compensating Contact Centre

Wages
Representatives (CCR) USD 15.00 -

Such as health care, dental care, life,

Benefits
disability insurance etc USD 3.45 Employee benefits are ~25% of base cost

Around 25% more than its CCRs Supervisor paid 25% more than rep = USD
Supervision
(plus benefits) USD 1.54 23.06 per hour/15 reps per team

Time the CCR is not logged into the Shrinkage factor of 20% (i.e., full-time employees are
Shrinkage Cost system and unavailable to work. It can USD 4.00 available for customer interaction 32 hours (40 FT
range from 15 to 40%. hours X 80%) each week)

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 Hourly Cost/per
Cost Component Definition Calculation Assumptions
employee

Utilisation is the difference between

Utilisation available-to-work time and actual time spent USD 2.00 10% of USD 19.99 (fully loaded agent rate)
working.

Assumes one FTE per 100 CCRs for Training/QA.

Training/Quality Cost of CCR training and ongoing CCR
Assurance development USD 0.23 Training/QA earn 25% more than CCR = USD 23.06 per
hour/100 CCR’s

Wages, training costs and turnover costs due 25% additional cost burden due to 25% attrition with a
Attrition Costs
to attrition USD 5.00 base cost of USD 23.06

At a cost of USD 17 per square foot for base rent, NNN

Facility cost consists of direct space used USD 10, utility USD 5 =USD 32 per square foot per
by the agents, Triple Net Charges (NNN) employee* 72 square feet per employee=USD 2,304
Facilities
(Insurance, Tax, “common space” space that USD 1.10 annual cost for Facilities per person / 2,080 payroll
is shared in the facility), and utilities costs hours per year=USD 1.11 per hour cost per person/
workstation

Assumes 1,000 employees and USD 1MM in annual

costs (licenses, telecommunication usage costs,
Equipment (licenses, telecommunication hardware, and software purchases), i.e. USD 1,000 per
Overhead (Equipment
and Management)
usage costs, hardware and software USD 1.44 employee/2,080 hours per employee= USD 0.48 per
purchases) and indirect management costs payroll hour cost due to Equipment
Management Cost is estimated to be USD 2MM in
Management Support for 1,000 employees (i.e., USD
2,000 per

*Assuming that an employee will cater to ~10 calls per hour, the cost-per-call rate will be around USD 3.4
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Reducing costs doesn’t mean compromising on customer service quality; it is about driving more efficiency into existing
processes and resources without damaging the employee experience or service capacities. It might seem challenging to maintain
a balance between customer service efficiency and superior customer experience, but it can be done by:

Consolidating the Automating low- Providing customers Creating processes

technology stack effort tasks with self-service options that shift demand to
lower-cost channels

Achieving this balance is feasible, and businesses can realise significant costs and
handle customer inquiries more effectively. Let’s see how this can be achieved.

Artificial Intelligence (AI) and Automation: Conversational AI can

automate contact centre customer interactions through online
chatbots, voice assistants etc. This will lead to reduced time errors
and improved cost efficiency on repetitive customer support
interactions, thus freeing agents to focus on more involved customer
matters.

• USD 80 Bn reduction in agent labour costs by 2026 with

conversational AI deployments within contact centres - Gartner

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Integrated software and cloud-based contact centre services: Several
studies show that the cloud is winning the battle against legacy premise-
based contact centres. While leveraging the cloud offers increased agility,
flexibility and scalability, businesses can save on the costs of the on-
premise setup. With the cloud, agents can work remotely, thus saving
the costs associated with leasing or maintaining an office. Moreover, with
Customer Relationship Management (CRM) integration, it becomes easier
for agents to offer omnichannel support and handle customer inquiries
more efficiently and quickly.

15% to 40% IT operating cost saving for enterprises that opt for cloud
solutions - BCG report.

Companies can reduce the cost of ownership by 77%, maintenance-based

call centre costs and expenses by 7%, and IT staff costs by 14% by opting
for a cloud system instead of an on-prem solution - Call Centre Studio.

AI-powered central knowledge base: With all information at a single

source, agents can quickly retrieve relevant information and offer accurate
and faster customer responses, thereby improving the First Contact
Resolution (FCR). Improved FCR implies improved agent productivity as
they spend less time dealing with repeat calls, thereby lowering operational
costs.

14% increase in agent productivity due to generative AI assistant - Stanford

University and the Massachusetts Institute of Technology.

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3.3 | Use cases of automation and cloud adoption in logistics contact centres

200% revenue growth with a cloud solution (Read more)

Steam Logistics, a US-based third-party logistics company, adopted Nextiva’s cloud communication services, enabling it to
scale its operations rapidly. Nextiva’s services allowed the company’s salesforce and customer representatives to:

Work from anywhere Transfer calls from Handle multiple calls Rapidly set up new Get real-time in-
fixed telephony to at once, take calls accounts and add sights on sales rep
their own mobile after work hours and new lines/users performance
phones transfer calls to
teammates

200% business growth and 107% employee growth

achieved in one year.

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Moving to the cloud significantly reduced facility and maintenance costs (Read more)
DHL transitioned from an on-premise system to VCC Live’s cloud-based solution, thus enabling its employees to access contact
centre software anytime, anywhere, making work-from-home a reality. This helped DHL reduce facility and software maintenance
costs and increased agent productivity and effectiveness.

63% reduction in call volume with self-service channels and automation (Read more)
UPS engaged its customers digitally with effortless self-service options. Customers can track package delivery, coordinate
alternate arrangements such as pickup at the store, route to different locations, make payments, or upload documents. This is a
perfect example of proactive customer service with an easy option to connect with the contact centre.

30% increase 63% reduction

in customers’ preference in calls made to the 
for self-service channels contact centre

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04 | Transforming the Connected Network Experience
Logistics providers address global supply chain needs. As a result, the cost of the network that underpins all digital programmes,
including the Connected Customer initiatives, cannot be separated from the overall cost to serve discussion.

4.1 | Networking in the logistics industry

Few businesses need robust, global connectivity solutions like the logistics service provider. In an era where enterprises demand
real-time shipment information, logistics providers must connect every element of their business, from trucks and warehouses to
containers, ships, aircraft and more. The diversity of the connectivity needs is often reflected in the complexity of the networks
that support logistics providers.

A key enabler of the Connected Customer Experience is instant data availability from multiple sources for contact centre
agents and other customer interaction systems. This requires a network that can transport data from diverse sources and offer
a platform for seamless, high-quality customer interactions. But with each passing year, the cost of these networks grows at a
rapid pace.

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02
4.2 | Primary cost pressures on logistics service providers
There are four types of cost pressures that logistics companies must manage when it comes to their networks.

1 | Cost of network media

According to GlobalData, the cost of most network media, from SD-WAN to Managed Network Services, is poised to grow at a
CAGR of 8% until 2027. This means that technology leaders must strive to optimise their architecture and procurement strategies
to stay ahead of the cost curve.

NETWORKING COSTS CAGR (2022 - 2027)

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Source: GlobalData, 2023
 2 | The rising cost of cyberattacks

With the rapidly expanding digital estate, cyber risks are higher than
ever. And these cybersecurity events are expensive. According to
IBM’s Cost of a Data Breach Report 20235, the cost per data breach
in the transportation industry increased from USD 3.59 mn in 2022
to USD 4.18 mn in 2023, owing to the highly connected nature of the
sector and growing digitisation.

Preventing cyberattacks is not merely a consideration of digital

security – it is about managing Business Risks that ensure service
continuity and near-zero business disruption in the event of a
security breach. Digital security ensures that logistics enterprises
can continue to innovate while securing their operations,
applications, and data from cybercriminals.

Failure to adopt such an approach can have several far-reaching

real-world consequences. For example, KNP Logistics Group, a
privately owned UK-based logistics company, declared insolvency
after suffering a major ransomware attack in June 2023, which
affected key systems, processes, and financial information. (Source)

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IBM’s Cost of a Data Breach Report 2023

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3 | Opportunity costs of unplanned 4 | Increasing costs of digital transformation
downtime initiatives

In a digital-first world, every step of the logistics The supply chain and transportation industry is
value chain is powered by technology – from at the forefront of adopting digital initiatives to
booking orders shipments and generating airway drive business transformation. According to the
bills to tracking shipments, providing customer Global Market Intelligence’s Supply Chain Digital
updates, and generating invoices needed for Transformation Enterprise Survey 20236, digital
customs and other authorities. And when parts of transformation initiatives aim to address critical
the digital estate are unavailable, the business is business problems like delivery delays (46%) and fuel
as good as being shut down. costs (39%). The former has a direct impact on CX
and brand image, while the latter directly impacts
For example, Amazon’s warehouse operations the bottom line and is an important contributor
in the US were halted in December 2021 when to meeting service providers’ ESG goals and
an AWS outage resulted in e-commerce giant’s commitment.
logistics network going down, making processing
and shipping orders in much of the US impossible These mission-critical and capital-intensive initiatives
during the run-up to Christmas. (Source) depend on a secure, performant, highly reliable, cost-
effective network.

6
Global Market Intelligence’s Supply Chain Digital
Transformation Enterprise Survey 2023

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05 | Hyperconnected Ecosystems powers Connected Experiences
Customers want a consistent experience across the board, no matter why or which channel they choose reach out. Businesses
must weave together different touchpoints and integrate multiple channels to build a Connected Customer Experience. This
necessitates that the entire ecosystem is hyperconnected to support immersive interactions involving customers, workforce,
partners, and the broader business ecosystem. Such an ecosystem can empower businesses to optimise their operations,
elevate customer experience and achieve competitive advantage.

Hyperconnectivity has three principles:

Real-time Always-on, Anywhere Seamless

CONNECTEDNESS CONNECTED COLLABORATION

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5.1 | Building blocks of a Hyperconnected Ecosystem

Connected Customers:
Connected Workforce:
Elevate customer experience across
Enable employees to work together
all touchpoints by interacting with
seamlessly and productively with
customers on their terms – anytime,
reduced digital friction.
anywhere, any channel.

Connected Solution: Connected Infrastructure:

Empower supply chain partners to Build a digital supply network that is more
collaborate seamlessly for better efficient, notices problems faster, and
operational efficiency. responds automatically to mitigate the impact
of issues by harnessing the power of IoT.

5.2 | Delivering a winning Customer Experience while optimising Cost to Serve

A roadmap for logistics providers

So far, we have discussed how a positive customer experience can drive customer retention, satisfaction, and loyalty. Let us dive
deep into strategies logistics providers can adopt to achieve success in customer experience.

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5.2.1 | Omnichannel communications with a Cloud Communication Platforms
Customer Interaction Suite: (CPaaS):
With Tata Communications CX can be transformed by Customers don’t have to reach out to contact
unifying all marketing and sales engagements, support centres every time if they have or can obtain
operations and customer journey workflows under a single the information they need via alternate methods
Customer Interaction Suite (CIS). Customers seek prompt like SMS, OTT apps like WhatsApp. Tata
issue resolution through their preferred channels. Whether Communications DIGO, a CPaaS platform provides
it is delivery notification, cross-selling, or reward/loyalty the necessary tools to run and manage omnichannel
programmes on a channel they love, every touch point campaigns centred around mobile communications
becomes a driver of CX and brand impressions. There are tools. It slo offers programmable voice services and
two elements to Tata Communications CIS: enables contextual customer intereactions. This
ensures that customers have instant access to the
information and services they need while optimising
Cloud Contact Centres: contact centre usage by reducing the total call
volumes.
Tata Communications InstaCCTM harnesses
the power of world class contact centre
solutions to enable quick, contextual contact
centre interactions with customers. With tight
integration with CRM and omnichannel capability
(with voice, video, email, and chat support)
logistics providers can combine data from
multiple sources and provide the agent with
the information needed to provide definitive,
personalised interaction.

ORDERING AND DELIVERY AND REWARDS AND

UP-SELL RETURNS LOYALITY
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Here are some of the ways omnichannel communications can transform CX.

Text Messaging for Logistics: Remove the digital divide:

To maximise customer convenience, logistics With different teams owning different channels,
providers can provide easy options, like many logistics providers experience a digital divide
SMS and in-app chat, which can improve across roles, product/service lines or geographies.
communication on the move. You can use It is necessary to remove this divide and deliver
these solutions to inform customers about a cohesive and comprehensive experience across
invoice payment reminders, new deals, all customer touchpoints. Aligning customer
etc. With automated SMS messages using interactions at every level of the business ensures
programmable SMS, logistics providers can customers see your business as one company. A
enable seamless mass notification delivery customer’s poor experience on one channel will
to update customers on package status, define her overall experience with the brand.
estimated delivery times or potential delays.

AI-Powered WhatsApp chats:

WhatsApp based chatbots are revolutionising customer
engagements in logistics by providing frictionless and efficient means
of managing a variety of tasks. Some popular uses case are:

Shipment tracking: Customers can get near real-time information on

the shipments by enquiring the chatbot.

Order processing: WhatsApp conversation can help customers book

orders, download invoices, make changes and more.

Scheduling and coordination: Customers can reserve logistics

services, schedule pickups and deliveries.
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 Focus on First Call Resolution (FCR):
Improved FCR can lead to significant cost savings as customers don’t have to make repeat calls for the same
problem. When contact centres can combine data from multiple enterprise apps and present this information in
an easy to consume fashion, agents can have contextual, effective conversations that resolve customer issues in
a single call. Improved FCR can lead to significant cost savings as customers don’t have to make repeat calls for
the same issue.

Orders – Appointments – Payments – FAQs – Notifications – Surveys – WisMO – Balances – Offers – Changes - Fraud

Outbound – Inbound – One Way – Basic Two Way – Complex Conversations

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5.2.2 | AI-enabled personalised interactions: AI-driven personalisation can revolutionise customer engagement
at every touchpoint along the logistics process, from order placement to the final delivery. Using a data-driven approach,
logistics providers can understand customers’ unique preferences, optimise delivery experience, and offer personalised
recommendations across all customer engagement platforms and tools.

5.2.3 | In-app calling for delivery communication: Integrating in-app calling features into enterprise
applications can make your customer experience seamless. Modern APIs offer functionalities beyond fundamental voice calling
within the application, eliminating the need for a customer to exit the application for support. It also builds trust with customers
that calls are genuine, and improves cost-efficiency and call quality, thereby boosting customer satisfaction.

5.2.4 | Customer service chatbots: These can be highly effective solutions to handle a high volume of customer
enquiries at once. Some of the top uses cases are: With chatbots, you can reduce the number of customer service
representatives that need to be hired and trained, resulting in significant cost savings. Chatbots can help in.

Lead generation Tracking and delivery Automated support

Feedback
information and FAQs

Chatbots have proven to be highly effective:

79% of customer queries addressed

30% reduction in customer support costs

- Acropolium

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5.2.5 | Supercharge your agent productivity
With high call volumes, impatient customers and learning curves with new technology, it’s easy for agent productivity
to fall sometimes. Here are a few strategies on how you can empower your agents to transform operations and drive
substantial improvements:

Single pane customer view for Long-term planning of

all agents: Invest in an agent dashboard resources: Ensure that the right agents
that gives a 360° view of all customer with the right skill sets are handling the right
interactions, channel visibility and insights contacts at the right time to meet demand.
to have contextual conversations with
customers. Revolutionise agent experience
through gamification: Create
Workforce forecasting and an environment of fun, collaborative
scheduling: Use AI to intelligently competition that enhances team
forecast and schedule resources to meet performance and allows agents to flourish.
customer demand across different periods, Gamification can also help achieve real-
thereby reducing cost by eliminating time excellence and enable leaders to make
overstaffing and unnecessary overtime. smart, data-driven decisions.

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5.3 | Creating cost efficiencies in the Connected Network Experience
There are three ways in which networks can be made cost-efficient.

5.3.1 | Upgrading Next-Gen Connectivity

Network transformation from legacy technologies to the
latest digital solutions enables lower operations costs, ensures
Next-gen integration with the latest CX initiatives, and minimises
connectivity opportunity costs due to unplanned downtime.

Here are some examples of how network transformation can

drive greater cost efficiencies:

• SD-WAN helps reduce costs by delivering savings from

switching to cheaper IP-based circuits, rightsizing circuits,
consolidating carriers, and reducing deployment costs, as
Network well as IT services and management costs.
and security Vendor
approaches consolidation • A key challenge of cloud adoption is connectivity that links
multiple cloud providers chosen for different workloads.
And network charges from cloud providers can become
very expensive. The right multi-cloud connectivity solution
can optimise the egress costs by upto 30%.

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5.3.2 | Integrating network and security approaches
Taking an integrated view of network and security enables a holistic approach to network security and greater
cost optimisation. Here are some examples.

• As per a survey by OMDIA, companies pursued SDWAN/SSE/SASE with an aim to reduce networking costs (42%)
and add more security control (35%).

• According to Forrester’s The Total Economic Impact™ study, a large enterprise implementing SASE can expect
composite benefits of USD 5 mn over three years and an ROI of 218%. Here are the per site reductions due to
SASE:

• USD 17,300: Transitioning to network and security appliance and dual broadband connectivity.
• USD 18,300: On technology equipment costs like routers, WAN optimisers etc.
• USD 13,500: On labour costs.

• Annual savings of USD 120,000 due to the reduced risk of a material security breach.

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5.3.3 | Vendor consolidation
Having multiple vendors perform similar statements of work across different geographies or points in the network
stack is often the result of legacy decisions reflecting a ground reality that may no longer exist. In a world of global
suppliers, logistics firms can evaluate consolidating vendors across geographies and adjacent network and security
stacks.

Here are some of the ways in which vendor consolidation can help optimise costs:

1 | Cost Savings from preventing cyberattacks and data breaches

Opting for a single vendor who serves as both Managed Service Provider (MSP) and Managed Security Service
Provider (MSSP) offers an integrated approach that eliminates the blind spots often found when juggling multiple
vendors, thus providing a high degree of visibility and effective threat detection.

2 | Cost efficiency through bundled discounts

Consolidating networking needs will help service providers to offer better discounts globally on account of a
more optimised service organisation and volume discounts. Buyers can also streamline their vendor management
organisation and reallocate their budgets to meet core needs.

3 | Eliminating challenges associated with implementation

According to a survey by OMDIA, the top challenges associated with SD-WAN/SSE/SASE deployments include the
overall complexity of deployment project (38%), cost of the solution (39%), migrating security policies to the new
environment (33%) and integrating workflows with the service provider running the solution (34%).

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06 | Conclusion
The rise of new technologies and changing customer behaviour means that logistics
and supply chain leaders must reinvent their customer experience strategy, as
demonstrated through various use cases above.

To create compelling customer experiences, it is necessary that your employees,

partners, and customers can communicate, engage, and collaborate anytime,
anywhere and across any channel, harnessing the concept of hyperconnectivity.

We discussed how a hyperconnected ecosystem can help you integrate different

touchpoints and channels to build a connected customer experience that can
optimise your customer service costs and reduce churn while enhancing customer
and workforce experiences. It’s the same for the supply chain - when all the pieces
of your technology stack come together seamlessly to deliver a better experience.

However, improving customer experience requires transforming the connected

network and security infrastructure that supports the solutions that drive CX,
optimises the cost to serve and enables logistics providers to manage their
business risk. We reviewed the three strategies for optimising the connected
network infrastructure costs. We saw how managing business risk is not just
about responding to security breaches but ensuring zero business disruption and
downtime due to a cyberattack.

We are passionate about helping you to provide a world-class experience for your
customers. We have an established track record of helping enterprises improve
CSAT while reducing costs.

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 Let’s Connect:
About Tata Communications
Tata Communications is a leading global digital ecosystem enabler
that powers today’s fast-growing digital economy. The company’s
customers represent 300 of the Fortune 500 whose digital
transformation journeys are enabled by its portfolio of integrated,
globally managed service that deliver local customer experiences.
Through its network, cloud, mobility, Internet of Things (IoT),
collaboration and security services, Tata Communications carries
around 30 per cent of the world’s internet routes. It connects
Scan the QR code or click here businesses to 60 percent of the world’s cloud giants and four out
to connect with us and discover of five mobile subscribers.
how our team can help you
reimagine every step of the logistics
experience.

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