Software for logistics and freight companies
Most logistics operators know roughly where their consignments are. Far fewer know what a movement actually cost, and that is the number that decides whether the business is profitable on the routes it thinks it is.
Why the generic answer fails here
A single movement accumulates cost across handling, storage, line haul, last mile, detention, documentation and claims, usually recorded in different places by different people. The invoice goes out based on a rate card and the actual cost is assembled weeks later, if at all, so route and customer profitability is an estimate rather than a fact.
Logistics businesses are usually well run operationally and poorly instrumented commercially. The operations team knows where things are, what is delayed and what needs chasing. What is frequently absent is a reliable answer to which routes, which customers and which vehicles actually make money.
The reason is that cost accumulates across several processes and several people. Line haul from one record, handling from another, detention recorded on paper, claims settled outside the system, documentation charges added at the end. Each is captured somewhere; none of them meet.
A system that fixes this accumulates every cost against the consignment or the trip as it happens, so that profitability is a report rather than an exercise.
Costing the movement, not the rate card
The commercial core of a logistics system is the difference between what you charged and what the movement cost, per movement, available within days rather than at quarter end.
That requires every cost element to attach to the consignment or trip: fuel and driver for own fleet, hire charges for attached vehicles, handling at each touch, storage where it occurred, detention and demurrage, documentation and statutory charges, and claims or shortages settled.
Detention is the one most often missed and frequently the most significant. A vehicle held for two days at a consignee has consumed capacity you could have sold, and if that cost is not attached to the customer who caused it, that customer looks more profitable than they are. Several operators we have worked with discovered their largest customer was their least profitable once detention was attributed properly.
The output is route, customer and vehicle profitability that a commercial person can act on: which lanes to bid harder on, which customers to reprice, which vehicles to replace.
In practice
Every engagement starts with a conversation, not a proposal template.
Thirty minutes with a senior engineer. You leave with an architecture sketch and an honest cost range, whether or not you hire us.
Documentation without re-keying
The other large and unglamorous saving in logistics is eliminating duplicate data entry between systems that do not talk.
A typical movement generates a booking, a consignment note, a loading sheet, statutory documentation, a proof of delivery and an invoice. In many operations these are produced in different places, several of them by typing the same information again, and each re-entry is an opportunity for divergence between what was booked, what moved and what was billed.
Building from a single record removes that class of error entirely and returns a meaningful amount of administrative time. It also means the proof of delivery, which is the document that determines whether you get paid without argument, is attached to the consignment rather than filed in a folder someone has to search.
For operators moving goods across state boundaries, generating statutory documentation from the same record that produced the consignment note is a straightforward saving that most operators have simply never sequenced that way.
Every engagement starts with a conversation, not a proposal template.
Thirty minutes with a senior engineer. You leave with an architecture sketch and an honest cost range, whether or not you hire us.
Included in a software for logistics companies engagement
What it costs
Ranges rather than a figure, because the variables below move it more than page count does. We publish these rather than pricing off what a buyer appears able to afford.
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Enquiries now arrive with specifications already attached
Our previous website had a stock photograph and a paragraph about commitment to quality. It brought us nothing in four years. Sayak spent two days on our shop floor before drawing anything, and what they built lists our machine capacities, tolerance ranges and certifications in a way a purchasing officer can actually evaluate. The change was not in the number of enquiries so much as in their quality — people now call having already decided we can do the job, so the conversation starts at commercial terms.
They talked us out of half of what we asked for
We went in with a long list of features we were certain we needed. They built roughly half of it and explained clearly why the rest would be maintained forever and used by nobody. Six months on they were right about every item. The store is fast on phones, which matters because that is where almost all of our traffic comes from, and our team updates the catalogue ourselves without calling anyone.
Parallel running for a full month meant nobody had to trust it blind
Replacing a system a clinic depends on is frightening, and most vendors we spoke to proposed a weekend cutover. Sayak ran the new system alongside our registers for a full month and only switched once the numbers matched every day. Our front desk staff were part of the design rather than being trained at the end, which is why they actually use it. Report preparation that took a person most of a morning now takes minutes.
Common questions
If yours is not here, ask it on the call. We would rather answer a hard question early than discover a mismatch in week six.
Because cost accumulates across several processes and several people. Line haul in one record, handling in another, detention on paper, claims settled outside the system, documentation added at the end. Each is captured somewhere and none of them meet, so profitability by route and customer is an estimate assembled weeks later rather than a fact available within days.
Because it consumes capacity you could have sold and is usually attributed to nobody. A vehicle held two days at a consignee has a real cost, and if it is not attached to the customer who caused it, that customer appears more profitable than they are. Several operators we have worked with found their largest customer was their least profitable once detention was attributed properly.
That is one of the larger unglamorous savings available. A movement generates a booking, consignment note, loading sheet, statutory documentation, proof of delivery and invoice, often produced in different places by re-typing the same information. Building all of them from a single record removes a whole class of divergence between what was booked, what moved and what was billed.
Only if it works in their conditions and is faster than what they do now. That means tolerating poor connectivity with local state and later synchronisation, large targets, and minimal typing. Proof of delivery capture in particular has to be quicker than a paper signature or it will not happen and you will lose the document that determines whether you get paid without argument.
A single-branch operator with consignment tracking and movement costing runs ₹2,00,000 to ₹6,00,000. A multi-branch network with full cost accumulation and profitability reporting is ₹6,00,000 to ₹20,00,000. Freight forwarders and 3PLs with multi-modal operations and customer portals start around ₹20,00,000.
The underlying services
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