{"id":15768,"date":"2026-06-04T10:00:23","date_gmt":"2026-06-04T10:00:23","guid":{"rendered":"https:\/\/www.loginextsolutions.com\/blog\/?p=15768"},"modified":"2026-06-08T10:08:36","modified_gmt":"2026-06-08T10:08:36","slug":"pumas-logistics-playbook-lessons-on-kpis-technology-and-ai","status":"publish","type":"post","link":"https:\/\/www.loginextsolutions.com\/blog\/pumas-logistics-playbook-lessons-on-kpis-technology-and-ai\/","title":{"rendered":"PUMA’s Logistics Playbook: Lessons on KPIs, Technology and AI"},"content":{"rendered":"\n
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PUMA’s Logistics Playbook: Lessons on KPIs, Technology and AI<\/strong><\/h1>\n\n\n\n

Supply chains have never had more data, technology, or visibility than they do today. Yet many businesses continue to face familiar challenges. Missed deliveries, inventory inaccuracies, rising customer expectations, and operational decisions that look successful on a dashboard but create problems elsewhere. That tension sat at the center of a recent conversation between Rohit Saha, Head of Global Marketing at LogiNext and Serene Lim, Senior Director of Operations for Southeast Asia at PUMA.<\/mark><\/p>\n\n\n

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The discussion explored everything from AI and automation to customer experience and operational excellence, while highlighting many of the same challenges logistics leaders face every day. Balancing cost, service, visibility, and efficiency without losing sight of what customers actually care about.<\/p>\n\n\n

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Here are five lessons from the conversation that every logistics leader should pay attention to.<\/p>\n\n\n\n

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The KPI Trap: When Lower Costs Create Bigger Problems<\/strong><\/h2>\n\n\n\n

Most logistics teams celebrate when costs go down. That’s why Cost Per Unit (CPU) is often viewed as a sign of operational success. <\/p>\n\n\n

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Serene sees it differently.<\/p>\n\n\n

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The danger isn’t the metric itself, it’s looking at it in isolation. A company can reduce logistics costs by extending delivery timelines, reducing service flexibility, or making trade-offs that customers eventually notice. The savings appear immediately, while the damage to customer satisfaction often surfaces much later.<\/p>\n\n\n

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As Serene put it, “If you look at it in isolation, that’s quite dangerous.”<\/em><\/p>\n\n\n

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The lesson is simple: efficiency metrics matter, but they should never be disconnected from customer experience. Lower costs are only valuable when they don’t come at the expense of service.<\/p>\n\n\n\n

Why the Ugliest Metrics Often Matter Most<\/strong><\/h2>\n\n\n\n

Every company has metrics it likes to report. Failed deliveries rarely make that list. Yet according to Serene, missed deliveries, failed deliveries, and incorrect orders often reveal more about an operation than any productivity dashboard.<\/p>\n\n\n

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A failed delivery is usually the result of a chain reaction. The root cause could be inaccurate inventory, a warehouse execution issue, poor planning, or a communication breakdown between teams. The delivery failure is simply where the problem becomes visible.<\/p>\n\n\n

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That’s why these metrics deserve attention. They expose operational weaknesses that positive KPIs can easily hide. Sometimes the fastest way to improve performance is to spend less time studying successes and more time investigating failures.<\/p>\n\n\n

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The Most Expensive Mistake Companies Make With Logistics Technology<\/strong><\/h2>\n\n\n\n

Technology has transformed logistics, but many businesses still expect software to solve problems that are fundamentally operational.<\/p>\n\n\n

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One example from the discussion illustrates this perfectly. A warehouse management system directs a picker to retrieve inventory from a specific location. The picker arrives and discovers the product isn’t there.<\/p>\n\n\n

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The software isn’t broken. The picker didn’t make a mistake. The process failed somewhere earlier.<\/p>\n\n\n

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This is why technology alone cannot fix poor operational discipline. Better visibility, automation, and AI can make good processes more effective, but they cannot replace inventory accuracy, process consistency, or execution excellence.<\/p>\n\n\n

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As Serene explained, technology can help a business scale and optimize. It cannot rescue a broken process.<\/p>\n\n\n

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This philosophy aligns closely with how modern logistics platforms<\/a> such as LogiNext create value. Visibility, automation, and real-time operational intelligence can help teams make faster and smarter decisions. However, sustainable results still depend on strong operational foundations.<\/p>\n\n\n\n

The $100,000 AI Question<\/strong><\/h2>\n\n\n\n

Artificial intelligence is becoming a bigger part of logistics every year, but Serene’s perspective on AI is refreshingly practical.<\/p>\n\n\n

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When asked whether she would trust AI to make a logistics decision worth $100,000 without human oversight, her answer was immediate.<\/p>\n\n\n

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No.<\/p>\n\n\n

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That doesn’t mean she is skeptical of AI. In fact, she sees tremendous value in using it to eliminate repetitive work, reduce manual checks, and help teams make better-informed decisions.<\/p>\n\n\n

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The distinction lies in accountability.<\/p>\n\n\n

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Large operational decisions often involve customer relationships, commercial implications, and brand considerations that extend beyond what data alone can capture. AI can provide recommendations, but responsibility for those decisions still belongs to people.<\/p>\n\n\n

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The goal isn’t to replace human judgment. It’s to give human judgment better information. <\/p>\n\n\n

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As AI capabilities become increasingly integrated into logistics platforms like LogiNext, the real opportunity lies in helping teams make faster and more informed decisions while ensuring that accountability remains firmly in human hands.<\/p>\n\n\n\n

Your Customer Doesn’t See Your Supply Chain. They Judge Your Brand.<\/strong><\/h2>\n\n\n\n

Perhaps the most important insight from the conversation had nothing to do with technology.<\/p>\n\n\n

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Customers rarely think about warehouse operations, transportation networks, inventory allocation, or fulfillment workflows. What they remember is whether the experience met their expectations.<\/p>\n\n\n

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Did the order arrive on time? Was the product delivered in good condition? Did the brand keep its promise?<\/p>\n\n\n

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That’s why logistics is no longer just a back-office function. Every delivery is part of the customer experience.<\/p>\n\n\n

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This shift is one of the reasons businesses are investing in platforms such as LogiNext that connect planning, execution, and delivery visibility into a single operational view. <\/p>\n\n\n

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When customer expectations continue to rise, operational excellence and customer experience become impossible to separate.<\/p>\n\n\n

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For a global brand like PUMA, this becomes even more challenging across Southeast Asia, where infrastructure, regulations, and customer expectations vary significantly from market to market. Success depends on maintaining consistent standards while adapting execution to local realities.<\/p>\n\n\n

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Because in the end, customers don’t evaluate the complexity of your supply chain. They evaluate the experience it creates.<\/p>\n\n\n\n

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The Bigger Takeaway<\/strong><\/h2>\n\n\n

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What stood out most throughout the conversation was Serene’s emphasis on balance.<\/p>\n\n\n

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The best operations aren’t built by chasing a single KPI, deploying more software, or handing every decision to AI. They’re built by understanding trade-offs, focusing on the customer, and making informed decisions with the information available.<\/p>\n\n\n

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That mindset is particularly relevant today as businesses invest in digital transformation and logistics automation initiatives. Technology can create a significant advantage, but only when it supports the right operational strategy.<\/p>\n\n\n

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For organizations leveraging platforms like LogiNext, the opportunity isn’t simply to automate workflows or improve visibility. It’s to create supply chains that are more responsive, more customer-centric, and better equipped to handle the complexities of modern commerce.<\/p>\n\n\n

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In an industry constantly searching for the next breakthrough technology, that balance between operational discipline and innovation may ultimately become the strongest competitive advantage.<\/p>\n\n\n\n

Dig Deeper into PUMA’s Operations Playbook<\/strong> <\/h2>\n\n\n\n

This article highlights only a few of the insights shared by Serene Lim during her conversation with Rohit Saha from LogiNext. To hear more about logistics operations, AI, customer experience, sustainability, and scaling supply chains across Southeast Asia, watch the complete interview and explore the insights directly from one of the industry’s most experienced operators.<\/p>\n\n\n

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Watch the full conversation here<\/strong>: How PUMA Scales Operations Across Southeast Asia<\/a><\/p>\n\n\n

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Book a demo now!<\/a><\/div>\n

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