General
We're Constantly Chasing Suppliers, Customers and Internal Teams
Following up is not a job, but in most operations it has become the job. What people say about the chase, what it really costs, and how follow-ups become part of the work.
"We're constantly chasing suppliers, customers and internal teams."
Chasing is the most expensive work nobody counts. It produces no output, no record, no artifact — just the information required for the next step to be possible. And in most operations it has quietly become a full-time role.
What people say when you ask
Ask operations and procurement people how they spend their day and the answers are almost funny in their consistency.
In r/supplychain, a thread titled "How much time do you spend on follow ups and chasing suppliers?" opens with the number that stops the conversation:
70% of my time I'm communicating with suppliers about existing orders. I need to make sure everything goes according to the plan.
Another thread in the same subreddit is titled simply "Anyone else tired of constantly chasing suppliers for PO updates?"
And in r/procurement, a recent post lands on the structural reason: "Procurement is starting to feel like 80% chasing people" — because procurement sits in the middle of almost every department and every supplier, and the middle is exactly where information has to be carried by hand.
The usual advice in those threads is to build a reminder into a spreadsheet and set a calendar entry. Which is honest — and also an admission that the chase is being managed manually, one person at a time.
Why it keeps happening
Follow-up exists because a piece of work has a next step that depends on someone else, and nothing in the stack knows that.
Your ERP knows a purchase order exists. It does not know that the supplier has gone quiet, that the promised date has passed without a confirmation, or that this particular supplier needs a phone call rather than an email. That knowledge lives with a person who keeps a mental list — or a spreadsheet — of who owes what.
So the chase is not a process. It is memory plus persistence, repeated daily.
What it costs
- The most skilled people in the business spend most of their day on reminders.
- Follow-ups happen when someone remembers, not when they are due.
- The relationship cost is real: suppliers and customers experience your team as a source of pressure rather than partnership.
- Nothing about the chase is visible, so it never gets staffed, measured or improved.
What LevelOneAI does about it
A follow-up is not a task you remember. It is a state of a piece of work — and states can be tracked.
When the engine holds the work item, it knows what the next step is and who it depends on. A confirmation that hasn't arrived becomes a visible, dated exception rather than a nagging feeling. Follow-ups get drafted and queued at the right moment, against the right thread, with the context attached.
Over time, that changes the shape of the day. Your team stops asking "who do I need to chase today?" and starts working a queue where the chases that matter have already surfaced themselves — including the ones nobody would have remembered.
The test
Ask your team to write down everyone they chased this week. If that list took more than a minute to assemble, the chase is living in memory. It should be living in the work.