Late orders are far more likely to receive poor reviews.
The low-review rate rises from 11.38% to 54.02% when delivery is late. This makes logistics reliability the clearest first lever for customer satisfaction.
1.5M+ public e-commerce rows loaded into Oracle, validated with PL/SQL, and translated into executive analytics.
The dashboard uses verified query output from Oracle, not mock front-end data.
Revenue from order item price values.
Overall customer review score.
Marketplace-wide late delivery rate.
Distinct products in the catalog.
The low-review rate rises from 11.38% to 54.02% when delivery is late. This makes logistics reliability the clearest first lever for customer satisfaction.
High-revenue sellers can still be operationally risky. Seller scorecards should combine revenue, late rate, and average review score.
Repeat customers represent a smaller group, but their average monetary value is nearly double the one-time customer group.
Credit card payments account for the largest payment value and average 3.51 installments.
Health and beauty, watches and gifts, home goods, sports, and electronics accessories drive top category revenue.
The Oracle seller scorecard flags sellers that generate strong revenue but carry delivery or review risk.
The project includes load scripts, constraints, indexes, views, PL/SQL, documentation, and verified query output.
Raw Olist staging layer.
Dashboard-ready SQL marts.
Join and filter performance support.
Validation package and package body.
A small support pack was added for roles that ask for PostgreSQL basics, routine database checks, and reporting cadence.
The add-on covers table size, row counts, freshness, active sessions, blocking sessions, slow-query review, and index usage.
CSV template for freshness, row count, active connection, blocking-session, and slow-query checks.
Template for table growth, unused indexes, sequential scans, row-count variance, and reporting SLA review.
Capacity, performance, reliability, data freshness, and data-quality summary template for stakeholders.