Mistakes to avoid when implementing the order management of the future

Contribution by Jennifer Wieland, Director of Supply Chain & Network Operations, Deloitte, during Manhattan Exchange 2025

Order management (like supply chain in general) is undergoing a radical change, shifting from a mere support activity to a central strategic function for modern companies.

With the increasing complexity of global supply chains and shifting customer expectations, companies are reevaluating order processing and fulfillment as a lever for business growth and customer loyalty – at the heart of this evolution is order management.

The integration of artificial intelligence (AI) and advanced analytics technologies into order management systems allows the creation of models capable not only of predicting demand, but also of proactively optimising order fulfilment. By analysing and then acting on data, businesses can anticipate customer needs, offer highly personalised experiences and make more informed decisions.

The importance of effective order management must not be underestimated. It is a key factor in ensuring customer satisfaction and loyalty on the one hand, and a determining factor in streamlining workflows on the other; thereby boosting cash flow, reducing stock management costs and seizing new profit opportunities. A change in approach to order management is therefore necessary for brands looking ahead to the new challenges of the future.

As traditional transactional approaches give way to experience-driven, customer-centric models, where every order becomes an opportunity to strengthen brand value and build deeper relationships, centralised order fulfilment structures are being replaced by distributed, agile networks that can quickly adapt to changes in supply and demand. The era of single-channel operations is rapidly coming to an end, giving way to unified strategies that respond to consumer expectation.

This evolution requires overcoming functional silos. End-to-end process integration becomes essential to ensure seamless experiences and a continuous flow of data. Legacy systems, often consisting of heterogeneous solutions (accumulated over time), are being replaced by unified platforms that offer centralised control and a comprehensive view of stock across the entire retail portfolio.

To successfully navigate this new landscape, it is essential to recognise and understand the most common pitfalls. One of the most widespread mistakes is to believe that the customer experience ends at the moment of purchase. Looking ahead to 2026, the post-order phase will become even more important: customers expect transparency, timely updates and simple, effective management of any problems or returns processes.

Successful companies understand that the entire customer journey – before, during and after the sale – has a profound impact on brand perception, loyalty and lifetime customer value too.

Another misconception is that competition depends solely on price. Although cost remains an important factor, today's consumers place equal importance on convenience, reliability and experience.

Today, the true measure of loyalty is the seamless nature of the entire journey. This faultless experience is often embodied by leading ecommerce platforms, which offer real-time tracking, fast shipping and simple, efficient returns processes. More established companies must strive to meet this standard too: using technology to ensure a level of service that reflects (at a minimum) the convenience and simplicity offered by companies such as Amazon is a must.

Inventory management is another area where a traditional approach can mislead organisations today. Accumulating large quantities of stock does not necessarily translate into better order fulfilment capabilities. Instead, it can lead to static, hard to move stock and the increased operational risk that this brings.

The crucial element when it comes to inventory is stock visibility and the ability to adapt levels based on real-time demand signals. Modern order management systems allow retailers to optimise stock positioning and minimise both overstocking and stockouts.

Another common error is to think that all orders should be handled in the same way. Conversely, differentiation based on customer profile is essential to ensure personalised experiences while optimising profitability. Through segmentation strategies based on customer value, preferences or service levels are required, companies can tailor order fulfilment, communication and support in a targeted manner, responding more effectively to the specific needs of individual customers at scale.

Companies that recognise these mistakes and embrace the principles of effective and innovative order management will stand out in an increasingly complex and competitive market. By transforming order management from a simple transactional requirement into a strategic advantage, companies, customers and entire ecosystems will benefit from these new opportunities.