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INB Team
April 24, 2026
Most people in affiliate marketing think about delivery this way: they assume it works, they don’t want to know how, and they only care when something goes wrong.
Oleksandr Dikhtiarenko thinks about it differently. He thinks about it constantly.
As Head of Delivery at INB.bio, he owns everything from the moment a sales operator closes a deal to the second a courier hands over the package. That stretch of time, which sounds simple and is absolutely not, spans 15+ countries, multiple courier networks, warehouse operations, SLA frameworks, cash reconciliation systems, and the full logistics infrastructure for every new market INB.bio enters.
He has been doing this for years and we asked him how it works.
Carefully. And differently for each GEO, which is the part most people don’t expect.
In markets where we’ve been operating for two or three months and the volume makes sense, we hire our own couriers for major cities. Think of it as building a local Glovo, except the whole point is that we control it. In some markets, our own team ends up covering 70% to 100% of traffic. The results, every single time, are better than when we hand that off.
But we’re not ideological about it. For remote cities, new GEOs, or markets without large enough population centers to justify our own courier fleet, we work with local logistics partners. The difference is that we don’t just hand them orders and hope. Every partner operates under real KPIs and financial penalties for missing them, and we always run backup providers in parallel so no single partner becomes a problem we can’t route around.
The infrastructure underneath all of this stays ours regardless: warehousing, fulfillment, the delivery confirmation call center, SLA tracking, cash reconciliation. Those never get outsourced. What varies is who physically knocks on the door.
The principle is straightforward: the closer we are to controlling delivery, the faster the order moves, the higher the buyout rate, and the fewer unpleasant surprises on the cash side at the end of the month.
Most people haven’t watched enough orders die between approval and pickup.
In COD markets, everything runs on what I’d call a motivation window. When a customer confirms on the phone, they’ve already bought, at least in their head. They have the money. They haven’t talked themselves out of it yet. Their skeptical cousin hasn’t weighed in. They haven’t spent an evening down a forum rabbit hole about whether this product is legitimate.
Deliver in two to five days and you catch them in that state. The decision is fresh, the money is there, the doubt hasn’t compounded yet. Buyout goes up.
Deliver in ten to fourteen days and you’re meeting a completely different person. One who has had time to change their mind, spend the money on something else, and rehearse a politely vague excuse for not answering the door. You get the classics: I don’t need it anymore. I didn’t order anything. I won’t be picking it up.
And here’s the caveat nobody says out loud: fast delivery only helps if the lead was qualified in the first place. Perfect SLA on a bad lead just generates shipping costs. This is why we notify customers before dispatch, it filters out the clearest non-buyers before the courier leaves the warehouse. Though even that isn’t always enough.
Almost never the product. I want to be clear about that.
Doubt creeps in after the call. What if it doesn’t actually work? What if I was pressured? Someone in the household pushes back: a spouse, a parent, a friend who heard something vaguely negative once. The financial situation shifts between the call and delivery. Fine at the time of the call, genuinely tight a week later.
If your creative said next-day delivery and the customer waited eight days, they lose confidence in the whole transaction. Some of them won’t open the door because something felt off and they’d rather not find out what.
And sometimes it’s an operational failure that has nothing to do with anyone’s psychology: the courier called from an unknown number and no one answered, the address was recorded wrong, the delivery attempt was logged as completed when it wasn’t.
Short version: approval is not money. Money is when the courier is standing at the door.
I’d split sudden traffic growth into two categories, because they produce completely different outcomes.
The warehouse can’t pack fast enough, so a backlog builds and SLAs start slipping. Couriers can’t handle the attempt volume, so they reschedule, which produces more no-answers and refusals. Cash reconciliation gets complicated because the numbers don’t match what anyone planned for. Tracking statuses start drifting from reality, so the call center is making calls without accurate information, which makes everything less effective.
Meanwhile, operators face an impossible question: do you confirm new incoming orders, or do you follow up with existing customers to make sure they’re still planning to pick up? There’s no clean answer. Both suffer.
The partner sees buyout drop and starts wondering what changed with the product, the audience, the creative. Usually the cause is much simpler: logistics hit its capacity ceiling and had no buffer to absorb the growth.
Entirely. In COD, the courier is the brand. That’s not a metaphor.
The customer is making a real-time judgment at the door: does the packaging look legitimate, does the amount match what they were told, does the courier seem like a normal professional human being, is there a clear explanation for everything, or does this feel like something they should be concerned about.
Get those right:,clean packaging, clear communication, a courier who can answer a basic question without deflecting and the customer pays calmly and is meaningfully more likely to buy again. A good door experience builds repeat purchase behavior in a way that no ad can.
Get them wrong, and the customer may decide not to open the door at all. Because the last thirty seconds felt off.
This is the conversation I wish more partners wanted to have, because buyout rate is not purely our responsibility. Part of it is set before the order ever reaches us. Three things move the needle.
Somewhere right now, a courier in Morocco or Venezuela is standing at a door with a package. The customer on the other side either opens it or doesn’t. That moment, two seconds, no ad budget in the world can influence it, is what Oleksandr’s entire operation is built around.
When it goes well, everyone wins: the customer gets something they wanted, the partner gets the buyout, and the system earns the right to run it again tomorrow.
That’s the job. And at INB.bio, it’s taken seriously.
