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Quality in Logistics: A Philosophy of Continuous Improvement

We often hear the word “quality” —quality service, quality products, a quality-first approach. But what does it actually mean? Simply put, quality is about meeting customer expectations—consistently, accurately, and without exceptions. In any business, quality is a critical component of competitiveness. It encourages customer loyalty, ensures business stability, and minimizes complaints and claims.

Continuous Improvement as a Philosophy

Delivering quality service is not a static deliverable. As a set of attributes which determine a service's ability to meet specific customer needs, quality demands continuous managerial commitment and attention.
In 2022, following the suspension of DHL Global Forwarding’s Russian operations, we embarked on our future path forward as the WELLGO team. United by a shared belief that every customer deserves excellent service, we were confident that our collective expertise would make this possible. Our strategic vision and mission as a new company were swift and clear in formulation:
We closely assess customers’ needs, to create and tailor the best possible solutions for each, because we believe that quality of service is a sign of respect for all stakeholders: customers, suppliers, and employees.
Natalia Bochkova
CEO and Founder, WELLGO Group
From our previous experience, we brought with us a Quality Management System (QMS) and implemented an Integrated Management System (IMS) aligned with international ISO standards, founded on three core axioms:
1. Quality is not perfection.
Mistakes happen —even with the best. What matters is a swift and effective corrective response. Understanding a problem means finding a solution and preventing its recurrence, reflected in our operational resilience. Perfection is not the goal—precision, adherence to procedures, and continuous monitoring are key to risk and therefore failure reduction. This requires courage: to document issues, even if unnoticed by others, to acknowledge mistakes, and to correct them.
2. Quality is a moving target.
Customer expectations evolve constantly. Technology advances. The bar keeps rising. For example, B2C logistics has significantly increased standards for online tracking and omnichannel service environments. In freight transport, process entry points have multiplied. Today, customers can use email, phone, voice messaging, virtual assistants, messengers, social media, AI-driven portals, and more. Many of these digital channels already hold legal weight; service commitments made through them turn the service offer into a legally binding proposition.
3. Quality is everyone’s responsibility.
It’s not solely the job of a Quality Manager. We follow a business model where all staff apply continuous improvement methodologies and modern management practices to raise our game. Our internal surveys include questions about how employees evaluate the company’s service and offer suggestions for improvement. Employee pride in service quality attracts both talent and clients.

Quality in Times of Radical Change

Today’s global logistics landscape faces intense challenges—from shifting geopolitics to rapid AI adoption. By definition, logistics service quality includes:
- Tangible elements: on-time deliveries without loss or damage, reliable vehicles, adherence to schedules, tracking systems, and customer communication tools (the "hard core").
- Intangible elements: rapid and empathetic responses to customer inquiries, ownership of issues, and personalised care—often termed “soft skills.”
Logistics is inherently specific. What moves, where, how, when, and at what cost. However, service quality and customer satisfaction are shaped by how well the interaction between client and provider is structured. Moreover, professional recommendations from logistics providers can significantly enhance quality, where competence and trust take centre stage.
Given the external political, economic, technological, and social forces acting upon international logistics operators, a company’s internal processes must remain adaptable. A one-time configuration is not sufficient; continuous recalibration and fault correction are always required. For example, recent global shifts have spurred the emergence of new transportation corridors and multimodal solutions. The surge in Southeast Asian trade volumes over the past three years has fostered highly diverse options in transport modes, timelines, and pricing.

Is Digital the Game Changer?

Quality Management today is more than compliance—it is an ecosystem combining processes, technology, data, and corporate culture. Proven frameworks like the PDCA cycle (Plan-Do-Check-Act) remain relevant for continuous improvement and real-time quality management.
Studies show people are more likely to share negative experiences than positive ones. To minimize public complaints, companies should offer direct feedback channels, such as internal surveys. To improve, one must first identify and correct errors—and then stabilize the process before pursuing further enhancements.
It is universally accepted these days that tools like Lean Six Sigma, TQM, and Balanced Scorecard help to reduce waste, control costs, and engage all personnel in the improvement process.
However, the absence of unified digital platforms integrating quality control, risk mitigation, and early warning systems remains a challenge. DHL, for instance, used Resilience360—a powerful risk management tool for supply chains. While many companies relied on international systems for their flexibility, ISO/Good process Practices, compliance, and AI analytics, recent shifts have driven investment in domestic IT solutions, which now emphasize national regulatory requirements (e.g., integration with Russia’s EGAIS and product labeling systems).
A modern logistics IT ecosystem might integrate:
  • TMS (Transportation Management Systems) for operational planning
  • CRM modules for order and claims management
  • BI dashboards for KPI monitoring
  • Data lakes for quality, risk, and decision-making support
While API/EDI and AI integration allow consolidated data management, global interoperability (e.g., with Chinese or Indian partners) remains a major hurdle.
We are fast approaching the era of autonomous logistics execution—not necessarily driverless trucks, but intelligent systems that turn customer requests into contracts, documentation, tracking, and billing events automatically. The role of the logistics operator is increasingly digital. However, humans must retain control over execution, quality assurance, corrective actions, and preventive planning. Automation alone cannot ensure service quality. AI and technology are tools—not replacements—for people.

The Human Factor in Logistics

The logistics industry faces a serious talent shortage. Contributing factors include migration trends, cross-industry workforce shifts, and changing career preferences amongst the young. Even warehouse operations, which have always been entry-level, now suffer from staffing shortfalls, with many processes still not automated.
Today’s workforce must handle unpredictable, variable operations. Whereas candidates were once assessed by shipment volume or invoices processed, the focus has shifted to skills in:
  • Quality control
  • Service incident resolution
  • Adaptability
  • Learning agility
  • Empathy
These capabilities cannot be fully automated or replaced by AI. Only engaged, skilled professionals—well-versed in the latest technological tools—can transform companies to meet modern demands.

Quality is Expensive—But Worth It

How much should a company invest in quality, especially when clients don’t always see the behind-the-scenes work? My response:
  1. Quality pays for itself. It enhances efficiency, reduces rework costs, boosts retention, and fosters a strong work environment.
  2. Innovation and technology are essential to quality and key to reaching new levels of maturity.
  3. Logistics is a core component of supply chain management and vital to every business. Every client needs quality.
At WELLGO, quality logistics is more than a practice—it is our philosophy, embodied in our public service promise:
We understand the specifics of every case and deliver the highest quality service to each customer.
We invest in:
  • Thorough onboarding, mentorship, qualification, and continuous training
  • Local Quality Representatives (LQRs) and internal quality auditor
  • Automated and digital tools for early issue detection
  • Unified Data Lake systems for quality control
  • Performance Dialogues and GEMBA (on-site management reviews)
These investments empower WELLGO to fulfill its mission:
Delivering high-quality logistics with accountability and care for every shipment.
2025-06-20 15:00 News