The Tourism Supply Chain: A New Lens for Destination Marketing

What do automotive manufacturing, a purple cow, and tourism have in common?

At first glance, not much. But each reminds us that there’s no “one size fits all” approach. Efficiency matters as much as creativity.

In traditional supply chain management, every link matters. If one weakens, the entire chain is at risk. Tourism is no different. From the first ad impression to the last restaurant meal, a visitor’s journey is a chain of experiences. Destination marketing organizations (DMOs) and agencies that recognize this dynamic can better align partners, optimize campaigns, and ultimately deliver a stronger visitor promise.

Why a Supply Chain Perspective?

In manufacturing, one missing part will shut down the entire production line. In tourism, one poor visitor experience can undo an entire marketing campaign.

Think of a destination as a chain:

• Link 1: Audience definition - identifying the right traveler
• Link 2: Media exposure and measurement
• Link 3: Conversion and arrival experience
• Link 4: On-the-ground visitor journey (lodging, dining, attractions, infrastructure)
• Link 5: Post-visit word of mouth and advocacy

If any link fails, whether it is confusing signage, traffic gridlock, or long restaurant waits, the perception of the destination suffers regardless of the strength of the marketing campaign. Supply chain thinking forces DMO’s and agencies to zoom out: not simply “did our media perform,” but “where in the chain are we losing efficiency, value, or trust?”

Principles of Supply Chain Management for Destination Marketing

1. Continuous Improvement

In supply chain management, “that’s how it’s always been done” is never an acceptable reason for doing or continuing something. Chains are ongoing systems. They’re never-ending, always improving.

Tourism Application:

• Campaigns, visitor services, and internal processes should be continually refined. For instance, a DMO could introduce real-time parking or location capacity updates to help spread visitors to less crowded areas.
• Kaizen (small, continuous improvements) compounds into a competitive advantage. This is a total mindset shift towards the startup mentality that is needed for growth. Even if the destination does not need growth in visitor numbers, it can always improve in visitor experience.

Key takeaway: A destination exists indefinitely; a DMO should operate with the same mindset of ongoing, incremental improvements.

2. Plan for Problems Before They Occur

In supply chain, contingencies are everything. The assumption is not if something will break, but when. 

Tourism Application:

• Event Season Planning: Anticipate weather disruptions for outdoor festivals by preparing backup indoor venues, alternate programming, or a messaging system for last-minute updates.
• Stakeholder Alignment: Long approval timelines can be one of the biggest bottlenecks in destination marketing. Instead of simply wishing the process could move faster, DMOs should anticipate these delays and prepare for them. When waiting periods are inevitable, whether caused by city council meetings, partner reviews, or legal approvals, the key is to treat them as planned downtime rather than wasted time.
  • By assigning productive activities to these windows, such as refining creative assets, analyzing campaign performance, or building future content calendars, DMOs can regain control over time that might otherwise be lost. This approach reflects LEAN thinking, where efficiency is found by eliminating waste and turning constraints into opportunities to add value.
• Campaign Resilience: What if a primary audience suddenly shifts (e.g., due to an economic downturn)? Having a secondary campaign and audience segment ready ensures momentum isn’t lost.
• Before campaign launch, identify likely failure points and develop solutions. For instance, if influencer content is delayed, alternate assets should be pre-planned.
• Frameworks such as DMAIC (Define, Measure, Analyze, Improve, Control) help anticipate disruption and create response strategies
• Example: You notice visitor complaints spike during peak summer weekends due to overcrowded parking near the boardwalk. Using the DMAIC framework:
  • Define: The problem is limited parking capacity creating frustration that damages the visitor experience.
  • Measure: Collect data on parking usage, visitor arrivals, and complaint volume across weekends.
  • Analyze: Determine peak times, identify whether the issue is lack of spaces, poor signage, or inefficient turnover.
  • Improve: Introduce shuttle services from satellite lots, improve wayfinding signage, and partner with rideshare companies to promote drop-off zones.
  • Control: Monitor visitor feedback and parking usage data in real time, then adjust services and communication for the next high-demand period.

Key takeaway: Success depends on preparation for breakdowns, not just preparation for ideal outcomes.

3. Adaptability is Survival

The more moving parts, the more likely something will fail. Good supply chains succeed because they can pivot quickly.

Tourism Application:

• Running dozens of campaigns may dilute messaging or even a single “one size fits all” campaign. Fewer, stronger, and more targeted campaigns often yield better ROI.
• Just-in-Time (JIT) principles apply, deliver the right campaign at the right moment, without unnecessary “inventory.”
• Example: Instead of spreading resources across 20 micro-campaigns, hyper-focus on one or a handful of niche audiences with higher return potential.

Key takeaway: In today’s market, niche is the new mainstream. Adaptability prioritizes focus over volume.

LEAN and Six Sigma in the DMO Context

LEAN and Six Sigma may sound like they only apply to factories and materials. But their principles translate directly to tourism.

• LEAN focuses on eliminating waste, ensuring every step in a process adds value, and ensuring there are no bottlenecks slowing you down. These principles are just as relevant to DMOs.
• Six Sigma is about reducing variation. It focuses on creating consistency and reliability, so outcomes are as close to perfect as possible.

LEAN Applied to Destinations

• Eliminate Waste: Too many campaigns = excess inventory. Reduce and focus on what adds the most value.
• Streamline Approvals: If stakeholder signoffs delay campaigns, build that timing into the process. Planned downtime allows work to shift elsewhere instead of stalling progress.
• Rethink RFPs:
  
  • Standardize templates

• • Eliminate broad, redundant questions

• • Pre-qualify vendors to avoid wasted time

• • Focus on relevant case studies and project-specific expertise

Six Sigma Applied to Destinations

• DMAIC (for existing processes): Identify inconsistencies in campaigns or experiences, then refine.
• DMADV (for new processes): Structure the design of new campaigns to avoid defects at launch.

Example: Using the 5 Whys

Visitor satisfaction scores reveal long wait times at restaurants.

1. Why? Because the same 3 restaurants attract the most visitors.
2. Why? Because alternatives are underutilized.
3. Why? Because visitors are unaware of them, or they are not in a centralized high-visitor area.
4. Why? Because marketing hasn’t highlighted them.
5. Why? Because no budget/time was allocated.

Solution: Reallocate budget and creative time to promote lesser-known dining options. The chain is strengthened without needing new infrastructure.

The Bottom Line

Funnels are useful, but overly simplistic. The visitor economy is not linear; it’s a chain of touchpoints, each capable of strengthening or weakening the overall experience.

By applying supply chain thinking, DMOs can:

• Continuously improve systems and processes.
• Anticipate breakdowns and plan contingencies.
• Adapt quickly, focusing on niches that matter.
• Eliminate waste across campaigns, approvals, and RFPs.

Destinations endure. Marketing organizations must adopt the same mindset to move this industry forward!

About the Authors - Caleb Sullivan and Tyler Ford 

Caleb Sullivan is an award-winning destination marketer, tourism growth strategist, creative relationship builder, and business development leader
As Vice President of Destination Development at Paradise Advertising & Marketing, Caleb works with tourism partners across the country to build meaningful relationships and deliver strategic marketing solutions that drive visitation, awareness, and economic impact.
As a member of Paradise’s go-to-market division, Caleb is part of a values-driven, results-oriented team dedicated to growing our presence and impact in the destination marketing space through creative, inclusive, and data-informed strategies.
Prior to joining Paradise, Caleb worked closely with more than 50 DMOs and national brands to develop high-impact rideshare advertising campaigns with Carvertise. His background also includes experience on the destination side, where he helped shape tourism strategy and partnerships for a DMO in Western North Carolina.
Caleb is a family man, a watch and automobile enthusiast, a personal finance nerd, and a wellness advocate. He loves making genuine connections, supporting others in their growth, and exploring this beautiful world we all get to promote.

Tyler Ford.  Many in tourism say, “I didn’t find tourism, tourism found me.” For Tyler, it’s the opposite- he actively sought it out.
Tyler is a professional problem solver in the supply chain world. He keeps automotive production lines running both internally and for customers by solving complex challenges behind the scenes. His favorite line is, “I make six-figure decisions with seven-figure implications.”
However, his true passion lies in destination marketing. Tyler approaches tourism with a holistic perspective, always looking for ways to improve efficiency and measure results more effectively. His enthusiasm runs deep- attending conferences and webinars to learn, connect, and contribute to the industry.
Tyler is a girl dad, watch nerd, and proud shih-tzu owner. He loves collaborating, networking, and learning from industry friends.