Introduction & Context:
Jitsan Shop is a Moroccan e-commerce brand that operates under a Cash-on-Delivery (COD) model, offering a wide catalog of wellness gadgets, kitchen tools, and lifestyle accessories. As the founder, I managed a team of 12 people ranging from customer service agents and order processors to warehouse staff and delivery drivers.
While demand was strong, the COD model posed challenges: failed deliveries, order errors, and low internal communication. The lack of real-time coordination between sales, support, logistics, and delivery threatened growth and customer satisfaction.
Initial Challenges:
– Frequent delivery delays and failed drop-offs
– High rate of returned orders due to fulfillment issues
– No centralized task tracking or team coordination system
– Lack of ownership between sales and fulfillment
The Challenge (Pain Point & Problem Statement):
With increased daily order volume, the internal system began to break under pressure.
Quantified Problems:
– Order error rate: 14% (wrong item, address mismatch, missing product)
– Failed delivery attempts: 31%
– Customer complaint rate: 5.6%
– Founder involvement in daily issue resolution: 85%
The business needed process clarity, real-time tracking, and stronger cross-functional alignment.
Category
Project Management & Team Leadership
Clients
Jitsan Shop
Location
Morocco
Led & Executed by:
Mohamed Chourouki
The Strategy & Execution (Step-by-Step Breakdown of Actions Taken):
To fix the broken flow, I led a complete restructuring of team roles, tools, and operational systems using project management principles.
Phase 1: Functional Role Assignment
– Separated sales, fulfillment, and delivery teams with dedicated supervisors.
– Assigned KPIs to each unit (e.g., pick/pack accuracy for fulfillment, drop rate for delivery).
Phase 2: Workflow Automation
– Implemented Trello to track order flow from checkout to delivery.
– Created Kanban boards for each phase: confirmed, packed, shipped, delivered/returned.
Phase 3: Real-Time Communication Setup
– Set up WhatsApp groups by department with SOPs for escalation protocols.
– Introduced daily check-ins and end-of-day delivery updates.
Phase 4: Training & Accountability
– Hosted weekly performance reviews with team leads.
– Introduced incentives for drivers based on successful deliveries and customer ratings.
Phase 5: Customer Experience Alignment
– Added SMS notifications for dispatch and estimated delivery.
– Created a script for call center agents to reconfirm high-ticket orders and avoid delivery refusal.
The Challenges & Roadblocks:
1. Low Tool Adoption Initially: Trello felt unfamiliar for warehouse staff.
– Solution: Ran live training in Arabic with visual dashboards and simplified cards.
2. Delivery Team Pushback on KPIs: Drivers felt pressure was unfair.
– Solution: Tied performance bonuses to KPIs and rewarded consistency.
3. Customer Trust with COD: Many refused packages despite confirmation.
– Solution: Added one-click order confirmation via SMS before dispatch.
The Results & Impact (Before vs. After Data Comparison):
In just 45 days, operational KPIs saw significant improvement:
– Order Error Rate:
– Before: 14%
– After: 7.8% (-45%)
– Failed Delivery Rate:
– Before: 31%
– After: 18% (-42%)
– Customer Complaint Rate:
– Before: 5.6%
– After: 1.9%
– Team Communication Efficiency (Internal Survey):
– Before: 5.8/10
– After: 8.6/10
– Founder Involvement in Daily Ops:
– Before: 85%
– After: 20%
Key Takeaways & Lessons Learned:
1. COD Businesses Require Extra Operational Rigor: Every handoff must be trackable and confirmed.
2. Simple Tools Outperform Complex Systems: Trello + WhatsApp beat expensive ERPs when tailored properly.
3. Incentives Drive Execution: Performance-based rewards created accountability.
4. Clear SOPs Reduce Friction: Visual workflows and ownership lines reduced errors.
5. Internal Culture Matters: Respecting each role’s challenges built a stronger, more collaborative team.
Conclusion & Final Thoughts:
Turning Jitsan Shop into an operationally sound e-commerce business required tactical leadership and systems thinking. By restructuring internal communication, improving team clarity, and applying real-time visibility, we were able to boost efficiency while reducing stress and chaos.
These systems are now the foundation for scale—and can easily extend to larger teams, new categories, and regional expansion without breaking operations.
The biggest win?
I stepped back from daily firefighting and began focusing again on growth, marketing, and partnerships—where a founder truly adds value.
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