The routine moves itself.The exceptions eat the day.
Distribution runs fine until something is short, late, damaged or disputed — and then it takes three people, four systems and an hour. The exceptions are not the edge case. They are the operation.
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What we hear in the first hour.
Not a generic list. These are the ones that come up in businesses shaped like yours.
Half the team is on the phone chasing statuses somebody could look up.
The information exists and the customer cannot reach it. Proactive notification is usually cheaper than the calls it prevents.
Every claim takes an hour to assemble and half of them we write off.
Evidence assembly across systems — proof of delivery, photographs, weights. Collection is automatable even when the decision is not.
Our best dispatcher is the only one who can untangle a bad day.
Twenty years of judgement, undocumented, and a single point of failure. Capturing how they decide is worth more than any routing tool.
The WMS says we have it. The rack says we do not.
Reconciliation debt. It compounds quietly and shows up as a missed shipment rather than as an inventory problem.
Onboarding a new customer means rebuilding the same integration again.
Every customer wants their own file format. That mapping is repetitive, well-defined, and currently done by a person.
Nobody is paid to move the routine. They are paid for the day it goes wrong.
So the question is never how to automate the happy path — that already runs. It is which exceptions are frequent enough, and similar enough, to be worth handling the same way twice.
The software already in the building.
We do not arrive with a platform to sell you. We arrive expecting these, and the work is usually in the gaps between them.
WMS or inventory
Manhattan, Körber, NetSuite WMS, or something written in-house a decade ago and still load-bearing.
TMS and carrier portals
One per carrier, each with its own login, none of them talking to the others.
Order intake
EDI for the large customers, email and PDF for everyone else. The PDFs are where the re-keying is.
Proof of delivery
Driver app photographs, signatures, scale tickets. The evidence a claim needs, scattered across three places.
The dispatcher’s screen layout
How the best one arranges their day tells you more about the real process than any documentation.
Customer service inbox
Where the same six questions arrive all day, and where the cost of not answering them faster is invisible.
Assembling the claim before anyone asks for it.
Roughly what one entry in your report looks like — a real shape, with the numbers changed.
- What we saw
- Damage and shortage claims compiled by hand: someone opening the WMS for the pick record, the driver app for photographs, and the carrier portal for the scan history, then writing it up. Claims below a rough threshold were quietly abandoned because assembling them cost more than they returned.
- What it costs today
- Time across the customer service desk, plus the written-off claims nobody counted — which turned out to be the larger cost by a distance.
- What we would build
- A step that assembles the evidence pack when a claim is raised: pick record, photographs, timestamps and carrier scans in one document, with anything missing flagged. The person still decides whether to pursue it and still writes the argument.
- How you would know it worked
- Time to assemble a claim, share of eligible claims actually filed, and recovery rate. The second of those is the one that matters — if claims are still abandoned, the threshold was never about assembly time.
The customer conversation. A disputed delivery is a relationship question as much as an evidence question, and an automatically-filed claim against a customer you want to keep is a decision nobody made. We automate the folder, not the phone call.
What coordination work costs you.
Three numbers you already half-know. Move them until they look like your business.
re-keying, chasing status, producing the same document again
on that work specifically, not their whole job
salary, tax, benefits, desk
A 75% capture rate. The other twenty-five per cent is judgement, exceptions, and not wanting to look greedy.
This is arithmetic, not a finding. It rests on three numbers you guessed. The assessment replaces all three with numbers we observed — and tells you which of those hours are actually worth automating.
See what a real finding looks like →What the six days look like.
The most common question we get is not about AI. It is what these people will actually do in my building.
- Day 1Walk the floorWhoever is on shift
We start where the work happens, not in a meeting room. Nobody prepares anything, and the first day is mostly watching.
- Day 2Sit with the people doing itOps, admin, finance
Conversations with the roles that touch the work most, and a real task followed end to end — including the parts that happen in a group chat.
- Day 3Systems, then a read-backWhoever holds the logins
What you run, what talks to what, and where a person is currently the integration. We tell you what we saw before we leave, while it is still cheap to correct.
- Days 4–6Research and discoveryOur desks, not yours
Away from your building. We cost the work we watched, model the alternatives, and test the shortlist against your own numbers rather than a framework.
- +1 weekOne recommendationPresented in person
The single change worth making first, specified precisely enough to build — with the ranked analysis behind it and the list of what we would not automate.
The questions this raises.
Our volumes spike seasonally. When should you visit?
In the spike, if you can bear it. A quiet week hides exactly the behaviour worth watching — a calm dispatch desk tells us nothing about how a bad Monday gets handled.
We already looked at routing optimisation and it was not worth it.
Frequently true, and we will probably agree. Routing is the thing vendors sell into this sector; the returns we find are usually in intake, exceptions and evidence instead.
Do you need access to customer data?
No. We need to see how a record moves, not what is in it. The systems inventory is structural, and we take no copies out of the building.
Our margins are thin. Is this affordable?
Thin margins are the argument for finding out before spending, not against. The assessment is fixed and quoted before you commit, and its most common conclusion in this sector is that two or three specific exceptions are worth handling and the rest are not.
Start with half an hour.
We'll tell you whether an assessment would pay for itself in an operation like yours. Sometimes the answer is no.