Purpose -The purpose of this paper is to propose an integrated model of quality function deployment (QFD) and customer relationship management (CRM) for design and delivery processes. Design/methodology/approach -After the literature review, the elements of a CRM business cycle were integrated with different phases in QFD. The proposed model was further developed, based on customer participation in the design and delivery of products/services, as a major stage in CRM in three cases: customer participation in design; delivery; and design and delivery. As a case study, the customer participation in delivery was studied in after-sale services of the Iran Khodro Co., which is the second major carmaker company in Iran. Findings -The results imply that QFD and CRM are complementary approaches and once they are combined, their capabilities are enhanced and managing customer relationship is empowered. According to the case study, personnel monitoring and human resources management (HRM) have been targeted as the first priorities in process parameters and process control characteristics, respectively. Research limitations/implications -Although the developed model involves considerable advantages, due to the different matrixes used for QFD, its use might become time consuming and complicated. Also, gathering information from customers and categorizing them respectively play major roles in effective and strategic CRM. Originality/value -The proposed model provides a means of harnessing the power of the present research innovations and advancements in order to empower customer need assessment, acquisition, development, equity leverage, retention and referrals, as well as prioritization of the features of products/services, processes, and performance indicators, according to the voice of customers.

PurposeThis study aims to propose an integrated framework for analyzing the effect of lean and agile innovation on the lean and agile supply chains.Design/methodology/approachThe literature was reviewed and the dimensions of lean and agile supply chain/innovation were extracted. The statistical population included the managers and experts of pharmaceutical companies in Isfahan province. Eight pharmaceutical companies were selected. A researcher-made questionnaire was used to investigate the research variables. The face and content validity of the questionnaire and the data reliability were confirmed. After data collection, the studied companies were positioned in a two-by-two matrix and the associated data of two cells of the matrix, i.e. high lean supply chain/innovation and high agile supply chain/innovation were used for further statistical effect analysis using Smart-PLS.FindingsThe research results indicated that with the improvement of lean innovation in pharmaceutical companies, the lean supply chain improved by 97.9%; and with the improvement of agile innovation, the agile supply chain improved by 97.1%.Practical implicationsConsidering lean innovation, pharmaceutical companies should deal with the process of conceptualizing innovation, and regarding agility strategy, their focus should be more on generating ideas to improve their agile supply chain. This study was performed during the COVID-19 pandemic and offers appropriate innovation strategies to improve the supply chain of pharmaceutical companies.Originality/valueThe literature review implies that no research has been conducted on the selected and classified variables of this study. Also, using the positioning matrix before statistical analysis distinguishes this paper from similar studies.