Logistics & third-party logistics

4 of your 10 largest customers lose money once every trip cost is counted.

Revenue by customer is easy. True contribution, after empty return miles, waiting time at docks, fuel-surcharge lag and unbilled accessorials, needs dispatch, GPS, fuel, billing and finance data in one place. Here is that view.

Lost serving 4 customers

$1.0M

per year, after true trip costs

Contribution, top 10 customers

$1.9M

reported as $7.5M

Empty return miles

31%

of miles on the 4 loss-making accounts

Cash low point

—

below minimum operating cash

The three questions we agreed to answer

Which customers actually make money?Discover
Where does contribution leak, trip by trip?Quantify
Will cash cover the next 13 weeks?Predict

1 · Connect

Every trip tied to its cost and its invoice

Read-only access to seven systems. Each trip is matched across dispatch, GPS, fuel and billing before contribution is calculated, and any gaps in coverage are flagged.

Orders / TMSloads, lanes, rates

Dispatchtrips, drivers, stops

GPS / telematicsmiles, dock dwell time

Fuel cardslitres, price, vehicle

Maintenancecost per vehicle

Billinginvoices, accessorials

Accountingreceivables, cash

Dispatch trips ↔ GPS tripsmatched by vehicle, date and stop sequence

98.4%

Completed trips ↔ invoice lines3.9% of completed trips have no invoice line

96.1%

Fuel transactions ↔ vehiclecard swipes tied to a truck and trip

99.3%

Toll & lumper receipts capturedcoverage gap, so this cost is shown as a hypothesis

62%

2 · Discover

The largest customer is the least profitable one

The reported view subtracts only line-haul cost. The true view adds the costs the reported view leaves out. Switch between them to see the ranking change.

Annual contribution by customer

10 largest customers, ordered by revenue

Makes moneyLoses money

Average wait at dock, by customer and weekday

Hours per stop beyond the 2 free hours · last 12 weeks

3 · Quantify

Where each customer's contribution goes

The bridge from reported to true contribution, cause by cause. Every cause is labelled by how sure we are and what evidence it rests on.

Reported → true contribution

Annual

4 · Predict

Cash falls below the minimum in six weeks

A slow-paying customer, rising diesel prices and an insurance renewal land within the same few weeks. The forecast is built from receivables ageing, scheduled payables and fuel trends, and the range shows the uncertainty.

Weekly cash balance

8 weeks actual · 13-week forecast with 80% range

ActualCurrent trend80% rangeWith actions$1.5M minimum cash

5 · Act

Five actions, ranked by value and confidence

Each action names an owner and the evidence behind it. Outcomes are tracked, so the next review shows what changed.

Action	Value	Confidence
Collect $640K overdue from E-commerce client E and move them to 30-day termsOwner: Finance · lifts the cash low point above the minimum	+$640K cash	Verified
Reprice or add backhaul on the 3 lanes with >40% empty return miles (clients A and E)Owner: Commercial	$730K / yr	Verified
Enforce detention billing after 2 free hours at dock, using GPS dwell time as evidenceOwner: Billing operations	$620K / yr	Verified
Move fuel surcharge from a monthly to a weekly fuel indexOwner: Finance · requires contract notice on 6 accounts	$410K / yr	Verified
Bill missing accessorials (liftgate, re-delivery) backed by signed delivery receiptsOwner: Billing · confirm receipts are on file	$260K / yr	Likely