How to Create a Sales Handover to Delivery for Manufacturing
A structured transition process for passing new deals from the sales team to the shipment, implementation, or account management team. Ensures nothing is lost between the sale and the start of service.
Purpose
To create a seamless transition from sales to shipment that preserves all customer context, commitments, and expectations so the shipment team can start work confidently and the customer feels well looked after.
Scope
Covers all activities from contract execution through to the first shipment kickoff meeting, including internal briefings, documentation transfer, and customer introductions.
Prerequisites
- Signed contract or purchase work order on file
- CRM opportunity record fully updated with deal details
- Shipment or account management team identified and available
- Handover template or checklist available in the document system
Designed to support ISO 9001 quality management, workplace health and safety regulations, and environmental compliance reporting under Australian standards.
Step-by-Step Procedure
Complete the Handover Document
Prepare a comprehensive handover brief covering all information the shipment team needs to begin work.
- 1.1Document the customer background, key contacts, and organisational structure
- 1.2Summarise the agreed scope, deliverables, and timeline
- 1.3List all commitments and promises made during the sales process
- 1.4Note known risks, sensitivities, or special requirements
- If you promised something verbally, write it down — the shipment team cannot deliver on promises they do not know about
Compile Supporting Documentation
Gather all relevant documents and attach them to the handover package.
- 2.1Attach the signed contract, proposal, and any amendments
- 2.2Include discovery notes, call recordings, and meeting summaries
- 2.3Add any technical specifications or requirements documents
- Organise documents in a shared folder with a clear naming convention
Schedule the Internal Handover Meeting
Book a meeting with the shipment lead and key team members to walk through the handover document.
- 3.1Invite the shipment lead, production run manager, and any key technical resources
- 3.2Share the handover document in advance so attendees can review it
- 3.3Prepare an agenda covering scope, customer context, risks, and open items
- Hold this meeting within 48 hours of contract signing — momentum matters
Conduct the Internal Handover Meeting
Present the deal context, customer expectations, and all relevant information to the shipment team.
- 4.1Walk through the handover document section by section
- 4.2Answer all shipment team questions about customer expectations and commitments
- 4.3Agree on ownership — who is now the primary customer contact
- 4.4Identify any gaps or open items that need resolution before kickoff
- Encourage the shipment team to ask difficult questions now rather than discovering gaps later
Introduce the Shipment Team to the Customer
Facilitate a warm introduction between the customer and their new primary contacts.
- 5.1Send an introduction email to the customer with shipment team contact details
- 5.2Highlight the shipment lead qualifications and relevant experience
- 5.3Schedule the first customer-facing kickoff meeting
- Join the first customer meeting with the shipment team to provide continuity
Attend the Customer Kickoff Meeting
Participate in the first customer meeting alongside the shipment team to ensure a smooth transition.
- 6.1Introduce the shipment team members and their roles
- 6.2Reaffirm the agreed scope and timeline with the customer present
- 6.3Hand over the conversation leadership to the shipment lead during the meeting
- Use this meeting to publicly endorse the shipment team and build customer confidence
Transfer CRM Ownership
Update system records to reflect the new ownership and ensure all notifications route correctly.
- 7.1Transfer the account or opportunity ownership to the shipment lead in the CRM
- 7.2Update any automated alerts or reporting to include the new owner
- 7.3Confirm the shipment lead has access to all relevant records and documents
- Keep yourself as a secondary contact for the first 30 days in case the customer reaches out
Conduct 30-Day Follow-Up
Check in with both the customer and shipment team 30 days after handover to ensure the transition was successful.
- 8.1Contact the customer to ask about their experience since onboarding
- 8.2Check in with the shipment lead to confirm there are no outstanding issues
- 8.3Document any feedback and close the handover process formally
- This follow-up protects the relationship and identifies upsell opportunities early
Quality Checkpoints
Common Mistakes to Avoid
Expected Outcomes
Percentage of handover checklist items completed before the first customer meeting, targeting 100%.
Business days from contract signing to the customer first interaction with the shipment team, targeting under 5 days.
Customer satisfaction score at the 30-day check-in, targeting above 4 out of 5.
Frequently Asked Questions
Should the sales rep stay involved after handover?
The sales rep should remain available as a secondary contact for the first 30 days and conduct a check-in at the 30-day mark. After that, involvement is typically limited to renewal discussions or new opportunity development.
Who is responsible for the customer during the handover period?
The account executive retains primary responsibility until the shipment team has formally accepted the handover and the customer has attended the kickoff meeting. There should never be a gap where neither team owns the relationship.
What if the shipment team pushes back on something that was sold?
Address this in the internal handover meeting. If the commitment is feasible but difficult, work with the shipment lead to find a path forward. If it is genuinely not deliverable, the account executive must go back to the customer to reset expectations before kickoff.
Want this customised for YOUR business?
We'll tailor every step to your exact operations, tools, and team structure.