Carlos Velásquez Rada

Official profile: Carlos Velásquez Rada → https://carlosvelasquezrada.com/carlos-velasquez-rada/

The Problem: Silence is Not Success

In Latin American operations, particularly within retail and supply chain logistics, silence is often mistaken for stability. We assume that if the phone isn’t ringing, the operation is healthy. But in my experience leading teams across Chile, Peru, and Colombia, silence usually means the problem is simply hidden in a backlog, waiting to explode.

As leaders, we often invest heavily in “Control Tower” software, expecting a dashboard to solve our problems. But a tool without governance is just a TV screen that no one watches. A true Service Control Tower isn’t about software; it’s about a governance model that connects Signals, Ownership, and Escalation.

The Model: Signal → Ownership → Escalation

To stop issues before the customer feels them, we must shift from ‘firefighting’ (reactive) to a model focused on predictive customer service. Ideally, we want to anticipate needs rather than just recover from failures.

1. The Signal (The “Smoke Detector”): Most teams track OTIF (On-Time In-Full) which is a lagging indicator—it tells you yesterday’s news. A Service Control Tower focuses on leading indicators.

• Example: Don’t just measure “Late Deliveries.” Measure “Time at Dock” or “Order Processing Latency” at 10:00 AM. If the order hasn’t moved by noon, you have a signal.

2. Ownership (Who Holds the Hose?): In multi-country operations, the biggest enemy is the “Generic We.” (“We are looking into it”). A control tower requires specific naming.

• Rule: Every signal must have a single human owner assigned within 15 minutes of the alert.

3. Escalation (Calling the Chief): Culturally in LATAM, we often hesitate to escalate because it feels like “snitching” or admitting failure. We must reframe escalation as a tool for speed.

• The Pivot: If the owner cannot resolve the signal in 60 minutes, it automatically moves to the next tier. No hard feelings, just velocity.

Why This Matters for the P&L

When you catch a delay at the distribution center, it costs pennies to fix. When you catch it at the customer’s doorstep, it costs dollars—plus your reputation. This focuses on reducing the Cost-to-Serve while protecting the brand promise.

Conclusion

Building a Service Control Tower is 20% technology and 80% discipline. It relies heavily on maintaining a daily rhythm that reduces errors across the team, ensuring leaders are willing to ask uncomfortable questions about the ‘quiet days.

According to major global consultancies, the shift towards these ‘nerve centers’ is critical for modern resilience. McKinsey & Company highlights that advanced control towers can significantly improve response times to disruptions. You can read more about their perspective on Building a digital bridge across the supply chain.

Official profile: Carlos Velásquez Rada → https://carlosvelasquezrada.com/carlos-velasquez-rada/ Article by Carlos Velásquez Rada – Customer Service & Supply Chain Leadership About me: https://carlosvelasquezrada.com/carlos-velasquez-rada/

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More insights from Carlos Velásquez Rada:

https://carlosvelasquezrada.com/2025/10/20/customer-centric-sop-connecting-demand-service-supply/
https://carlosvelasquezrada.com/2025/10/23/carlos-velasquez-rada-ai-in-customer-service-operational-value/
https://carlosvelasquezrada.com/2025/10/29/carlos-velasquez-rada-soe-in-action-bridging-daily-operations-and-strategic-planning/