Communications Management: Diagnosis and Improvements for Customer Response Time Optimization

Erivelton Lourenço da Silva; Vanderléia de Souza da Silva

DOI: 10.22167/2675-6528-202602879

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

The supply sector for asphalt paving works is characterized by high operational complexity and a strong demand for agility in customer service, making Communications Management a relevant factor for organizational efficiency. In this context, the study aimed to develop a diagnosis of communications management and propose structured improvements to optimize customer response time in a company in the sector, through a project plan. The research was characterized as an applied study, with a qualitative and quantitative approach and a descriptive nature. It was structured in two stages: a survey among market clients and an internal diagnosis within the company, followed by the application of project management techniques. Data collection was carried out through bibliographic research, documentary analysis, a questionnaire applied to 57 clients, and interviews with employees from the administrative, commercial, production, and logistics areas. The results indicated that clients value quick responses, with a predominant expectation of a reply within two hours. Internally, weaknesses were identified in the communication flow, such as the simultaneous use of multiple channels, the absence of prioritization criteria, and interruptions in the work process. Based on this diagnosis, the structuring of a Communications Management System (SGC) was proposed, based on project management guidelines, focusing on demand centralization, process standardization, and monitoring by indicators. It was concluded that the proposal can contribute to the organization of the informational flow and the improvement of operational efficiency, although its effectiveness depends on implementation and alignment between technology, processes, and people.

Keywords: Organizational communication; Operational efficiency; Informational flow; Project management; Supplies.

1. Introduction

The supply sector for asphalt paving construction materials is characterized by high operational complexity, high demand volatility, and strong dependence on external variables. These variables include logistical conditions, input availability, and market fluctuations. In this scenario, organizations face the constant challenge of responding quickly and accurately to customer requests.

Agility in customer service is a critical factor for competitiveness and for the conversion of commercial opportunities (Kotler et al., 2021). Furthermore, in dynamic organizational environments, responsiveness is directly related to the efficiency of internal processes and the quality of information flow between areas (PMI, 2021). From this perspective, Communications Management plays a strategic role in organizations by establishing processes capable of organizing, controlling, and monitoring the flow of information between the involved areas. Adequate integration between departments, combined with the use of technological tools, contributes to reducing communication noise, increasing operational efficiency, and improving the quality of responses provided to customers. The objective of Communications Management is to ensure that the right information reaches the right people at the right time and effectively, being essential for the success of organizational projects and operations (PMI, 2021).

The petrochemical sector, in which the company object of this study is inserted, is strongly influenced by factors such as exchange rate variations, pricing policies, regulations, and logistical limitations. This dynamic increases the degree of uncertainty and demands a high capacity for adaptation from organizations. In this environment, the excess of information and the multiplicity of communication channels can compromise the clarity and effectiveness of interactions, a phenomenon known as “infoxication”, which hinders decision-making and impairs the informational flow within organizations (Vazzoler, 2024).

Despite the relevance of communications management for organizational performance, many companies still face difficulties in adequately structuring their informational flows. This problem is particularly evident in contexts characterized by the simultaneous use of multiple communication channels, lack of standardization, and information overload. Such a scenario tends to generate noise, rework, and delays in service, compromising operational efficiency and decision-making. Failures in communications management are among the factors that most negatively impact the performance of organizational projects and processes, highlighting the need for more structured approaches to information management (PMI, 2021).

The analyzed company is part of the infrastructure sector’s supply chain, operating in the supply of inputs for asphalt paving works nationwide. Due to the nature of its operations, which demand technical and logistical specificity, there is a constant need to update commercial proposals and provide agile responses to customer demands. However, there are multiple communication channels used simultaneously, a lack of clear prioritization criteria, and difficulties in employee availability for continuous demand fulfillment. These weaknesses in the internal communication flow can directly impact customer response time.

Thus, this study is justified by the need to improve organizational communication processes, aiming to reduce failures, rework, and loss of business opportunities. Furthermore, it contributes to the integration between project management practices and the operational reality of organizations, offering a structured approach to increasing efficiency and competitiveness in dynamic environments. Given the above, the objective of this study is to diagnose the communications management and develop a project plan for a company in the asphalt paving supply sector.

2. Material and Methods

The present study was characterized as an applied research, with the purpose of generating knowledge for practical application in solving a specific problem. A mixed methodological approach was adopted, combining qualitative and quantitative elements, and it was classified as descriptive regarding its objectives, seeking to observe and record the characteristics of the phenomenon studied (Gil, 2010).

The unit of analysis was a company in the sector of supplies for asphalt paving works, headquartered in Manaus/AM and operating nationwide. The organization, founded in 2001, has approximately 450 employees and is part of the infrastructure chain, serving clients in the construction and road works sector. The study focused on the commercial execution process and logistical integration.

The research was structured in two complementary stages. Initially, a *survey* was conducted with clients in the petrochemical products distribution market. Subsequently, an internal diagnosis was carried out at the company under study, through interviews with collaborators and documentary analysis, culminating in the application of project management techniques for the development of an improvement plan.

Data collection was carried out from three main sources: bibliographic research, documentary analysis, and primary data survey. The bibliographic research was used for the construction of the theoretical framework, with the consultation of books, scientific articles, and technical materials related to Communications Management, project management, and operational efficiency.

Documentary analysis involved the collection of internal company records, such as operational spreadsheets, demand controls, inter-departmental communication records, and documents related to logistical and commercial processes. These materials were used to understand communication in practice and identify possible flaws in the information flow.

The primary data were collected in two stages. In the first, a structured questionnaire was applied to 57 respondents active in the asphalt inputs market, not limited to the studied company’s client portfolio. The questionnaire addressed topics such as the importance of response time, purchase decision criteria, and expectations regarding service, and was applied between September 1, 2025, and September 12, 2025.

In the second stage, interviews were conducted with 12 collaborators from the administrative, production, logistics, and commercial areas. The selection of participants was intentional, seeking to include managers and professionals directly involved in customer service. The interviews were conducted in person and remotely, through the Microsoft Teams platform, following a previously structured script, from October 6, 2025, to October 10, 2025.

The collected data were organized into a matrix, in which the questions were arranged in rows and the answers grouped by area in columns. This organization allowed for comparison between the different sectors. For the analysis, content analysis was initially performed to identify recurring patterns in the responses, such as the simultaneous use of multiple communication channels and priority conflicts.

Complementarily, a descriptive quantitative analysis was performed, with the support of a spreadsheet, to organize the data, calculate frequencies, and create graphical representations. Descriptive statistics were considered adequate for organizing and interpreting empirical data (Gil, 2010; Sampieri et al., 2013).

To plan the communication improvement project, the project management methodology of the five process groups from the *Project Management Body of Knowledge* [PMBOK] (PMI, 2023) was applied. The work focused on the analysis of the current scenario and the proposal of improvements, concentrating on the initiation and planning process groups, without including the project implementation.

Regarding ethical considerations, the anonymity and confidentiality of the responses provided by the questionnaire and interview participants were guaranteed, as informed in Appendix A of the original work. The collected information was used exclusively for academic purposes, respecting the privacy of those involved.

3. Results and Discussion

The analysis of the results revealed a complex scenario in the company’s communications management, characterized by a significant misalignment between market expectations and internal operational dynamics. The data collected, from both customer and employee perspectives, pointed to the urgent need for response time optimization. Agility in customer service was identified as a critical factor for competitiveness and the conversion of commercial opportunities, as corroborated by studies highlighting the reduction in the effectiveness of the commercial process due to delayed responses (Oldroyd et al., 2011). This initial diagnosis established the basis for proposing structured improvements, aiming to enhance informational flow and operational efficiency.

From a market perspective, customer research demonstrated a high expectation regarding service speed. It was found that the majority of respondents, specifically 55.4%, consider the ideal response time for a quote request to be within one hour. Additionally, 21.4% indicated an acceptable timeframe of up to two hours, totaling 76.8% of customers with an expectation of a response within a maximum of two hours. This perception is reinforced by the finding that 48.2% of customers wait a maximum of two hours for a response before abandoning the request process, highlighting a low tolerance for delays and their direct impact on the conversion of commercial opportunities.

The influence of agility on purchasing decisions was even more evident when analyzing the choice criteria between price and delivery time. The results indicated that 45.6% of respondents opt for shorter delivery times, even when faced with higher prices. This finding suggests that speed of service can, in many cases, outweigh the price factor in decision-making, transforming agility from a competitive advantage into an essential requirement for customer retention and acquisition. The overall assessment of agility’s importance consolidated this trend, with over 80% of respondents classifying this factor as very relevant or extremely decisive for closing a purchase.

The analysis of the daily demand summary, which tracked the volume of quoted and pending requests over a fifteen-day period, revealed a variable distribution without a fixed pattern of occurrence. Although there was a predominance of quoted demands on specific days, such as the fourth, tenth, and thirteenth day, a higher number of pending requests was noted on the first and fourteenth days. This variability, combined with the analysis of the average response time, which frequently exceeded the four-hour reference limit, indicated an inconsistency in the service process and workflow management, compromising predictability and efficiency.

The collaborators’ perspective, obtained through interviews, complemented the diagnosis by highlighting a highly reactive work environment. It was found that 71% of respondents constantly monitor messages in real-time, indicating that the workflow is directly conditioned by the continuous arrival of demands. Although this reactivity may contribute to quick responses in some cases, it also reveals the absence of a structure that allows for adequate prioritization of activities, leading to interruptions and fragmentation of focus on planned tasks.

This reactive dynamic directly impacts productivity, as the entirety of collaborators reported some level of interference from messages in their activities. Of this total, 28% classified the impact as high or critical, indicating that their routines are dictated almost entirely by incoming demands. This fragmented environment, with frequent interruptions, compromises the ability to focus on planned activities, resulting in loss of efficiency and potential rework. Despite this scenario, the response time perceived internally by collaborators showed apparently positive results, with 86% indicating they respond to demands within thirty minutes to two hours, which, however, is associated with reactive behavior and not a structured process.

The main barriers identified in internal communication reinforced the diagnosis of fragility. A relevant finding was the perception of 86% of employees about the existence of “urgent demands that are not urgent,” evidencing the absence of clear prioritization criteria. Furthermore, the excess of communication channels used simultaneously and interruptions during moments of concentration were pointed out as factors that significantly contribute to the loss of efficiency. The multiplicity of channels, including WhatsApp, email, Microsoft Teams, telephone, and in-person interactions, without clear guidelines for their use, contributes to communication fragmentation, making demand control difficult and increasing rework.

Faced with this diagnosis, the analysis of improvement opportunities revealed an organizational consensus: 100% of respondents indicated the centralization of demands in a single channel as the main action necessary to increase response agility. This result demonstrates that the employees themselves recognize the fragmentation of communication as the main obstacle to operational efficiency. Based on these findings, the research proposed the structuring of a Communications Management System (SGC), based on project management guidelines, focusing on demand centralization, process standardization, and monitoring by indicators.

The proposal for the implementation of the SGC was formalized through a Project Charter (PC), which consolidated the guidelines for the initiative. The general objective of the project is to reduce customer response time by 25%, through the centralization and standardization of internal communication. Measurable objectives include the centralization of 100% of demands, the reduction of rework, and the increase in operational predictability and efficiency. The project scope covers the diagnosis of the current flow (As-Is) and the definition of the future flow (To-Be), through the development and implementation of the SGC, the definition of priority criteria, the standardization of channels, the integration between areas, team training, and indicator monitoring.

The project approach is based on PMBOK, with an adaptive nature, focusing on Communications Management to ensure clarity, structure, and agility in the information flow. The main deliverables include the As-Is diagnosis, the To-Be flow, the SGC system, a communication plan, prioritization criteria, training, and performance indicators. The estimated time for the complete project is twelve months, with an MVP (Minimum Viable Product) foreseen between four and seven months. The estimated cost for the project ranges from R$ 80,000.00 to R$ 150,000.00, encompassing development, UX/UI, project management, and cloud infrastructure.

The project’s success criteria were clearly defined in the Project charter, including a minimum 25% reduction in response time, effective system use, reduction of communication failures, increased customer satisfaction, and improved information traceability. Management’s role as a “business partner” was highlighted as essential for promoting alignment between organizational objectives and operational practices, fostering team engagement in adopting the new communication model. The implementation of technological tools, in isolation, does not guarantee process improvement, requiring the definition of clear guidelines and monitoring of the use of proposed solutions.

The project planning was detailed in a Work Breakdown Structure (WBS), which broke down the activities necessary for the implementation of the SGC, considering technological, procedural, and cultural change aspects. The summarized project schedule, with a duration of twelve months, outlined the phases of initiation, planning, development, implementation, monitoring, and closure, with clear milestones for each stage. The RACI (Responsible, Accountable, Consulted, Informed) matrix was developed to define the responsibilities of each stakeholder, ensuring alignment and efficiency in execution, which is crucial given the identified communication fragmentation.

The execution phase of the SGC project focuses on the technical configuration of the system, channel parameterization, and definition of demand prioritization criteria, with the participation of IT teams and validation from business areas. The migration of demands to the new system and the start of centralized operations will require training for the teams, given the change in communication habits. A period of assisted operation is planned for the project team to monitor system usage, make adjustments, and support the transition to operational autonomy, reinforcing the importance of the cultural dimension of change and management engagement.

The monitoring and controlling of the SGC will be structured based on objective indicators, defined since the initiation phase. The main indicator is the average customer response time, with a reduction target of 25%, monitored weekly by the Sales Manager. Other KPIs include the rate of demands centralized in the system (target of 100%, weekly), the rework rate due to communication failure (reduction target of 40%, bi-weekly), customer satisfaction (15% increase in NPS, monthly), the conversion rate of commercial opportunities (10% increase, monthly), and the use of informal channels (close to zero, bi-weekly). Monitoring will be carried out through periodic reports, bi-weekly meetings, and monthly risk plan reviews, with corrective actions for deviations.

Project risk management identified factors such as resistance to change, use of informal channels, lack of prioritization, and information inconsistency, reflecting the current scenario of communication fragmentation. The risk matrix classified most of these factors as high probability and high impact, requiring mitigation strategies such as training, structured internal communication, and data standardization. The project’s main challenge lies not only in technology but in cultural transformation and organizational alignment, highlighting the need for continuous monitoring of risk management actions to enhance results.

The closure of the SGC implementation project assumes a strategic role in formalizing the transition to a permanent organizational practice. The validation of deliverables will be conducted based on the success criteria defined in the Project charter, such as the reduction of response time, centralization of demands, team training, and formalization of the new service flow. The full compliance with these criteria, verified through monitoring, will constitute the necessary evidence for the formal completion of the project. The closure also includes the preparation of the final report, consolidating results, deviations, corrective actions, and lessons learned, highlighting the importance of leadership involvement and continuous communication for consolidating changes.

In summary, the study diagnosed that the company faces significant challenges in communications management, with clients demanding quick responses and collaborators operating in a reactive environment, marked by multiple channels and a lack of prioritization. The proposal of a Communications Management System (CMS), based on project management principles, aims to centralize demands, standardize processes, and monitor indicators, offering a structured path to optimize response time and operational efficiency, although its effectiveness crucially depends on implementation and alignment between technology, processes, and people.

4. Conclusion

The present study aimed to develop a diagnosis of communications management and propose structured improvements to optimize customer response time in a company in the asphalt paving supplies sector. It was found that customers value quick responses, with most expecting a reply within two hours, and many prioritizing speed over price in their purchasing decisions. Internally, a reactive work environment was identified, characterized by the simultaneous use of multiple communication channels, the absence of clear prioritization criteria, and frequent interruptions that compromise productivity. These findings highlighted a misalignment between market expectations and internal operational dynamics, pointing to the need for a more structured approach. Given this scenario, the structuring of a Communications Management System (CMS), based on project management guidelines, was proposed.

The proposed SGC aims to centralize demands, standardize processes, and monitor performance through indicators, with the objective of reducing customer response time by 25%. The project plan detailed the phases of initiation, planning, development, implementation, monitoring, and closure, focusing on cultural transformation and organizational alignment, in addition to technology. This initiative represents a significant managerial contribution by offering a structured model to improve the company’s informational flow and operational efficiency. However, as a limitation, it should be noted that the proposed solutions were not implemented in the context of this study, which prevented the practical measurement of their results. For future studies, it is recommended to apply the SGC in different organizational contexts and evaluate its impacts on operational performance and customer satisfaction.

Bibliographic References

GIL, A.C. 2010. Como elaborar projetos de pesquisa. 5. ed. São Paulo, SP, Brasil: Atlas.

KOTLER, P.; KARTAJAYA, H.; SETIAWAN, I. 2021. Marketing 5.0: Technology for Humanity. Hoboken, NJ, EUA: Wiley.

OLDROYD, J.B.; McELHERAN, K.; ELKINGTON, D. 2011. The short life of online sales leads. Harvard Business Review, Boston, 89(3): 28.

Project Management Institute [PMI]. 2021. Guia PMBOK: um guia para o conjunto de conhecimentos em gerenciamento de projetos. 7. ed. Newtown Square, PA, EUA: Project Management Institute.

Project Management Institute [PMI]. 2023. Process Groups: A Practice Guide. Newtown Square, PA, EUA: Project Management Institute.

SAMPIERI, R.H.; COLLADO, C.F.; LUCIO, M.P.B. 2013. Metodologia de pesquisa. 5. ed. Porto Alegre, RS, Brasil: Penso.

VAZZOLER, I. 2024. Infoxicação: como lidar com o excesso de informação no ambiente corporativo. São Paulo, SP, Brasil: Editora Leader.

Article originating from the Final Course Project of the Specialization in Project Management of the MBA USP/Esalq

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