Industries
A service level with an owner.
The daily number, the procedure for the exception and the person who owns both usually live in three places.
Logistics
Where the service level slips.
- Daily performance is a message in a group, not a record anyone can read back.
- Exception handling depends on who is on shift rather than on a written step.
- Hub managers own results that were never written down, so a transfer resets them.
- Quarterly targets are disconnected from the daily numbers that would move them.
What you get
What you would use.
- Daily measuresOn time rate, exception rate and dwell time as KPIs with a target, a direction and an owner for the reading.
- Per hub and per routeKeep the same measure per department or office and read it where the work is managed.
- Exception proceduresWritten steps with owners, version history, and a record of who has acknowledged the current version.
- Roles that survive a transferResult areas sit on the role, so a hub handover carries what the seat owns.
- Tables for the workingFormulas, lookups and rollups in a real spreadsheet, beside the rest rather than in another product.
- Targets that read the dayGoals with rollup and a computed verdict, and the linked work visible on them.
What teams here measure.
- On time rate
- Exception rate
- Dwell time
- Acknowledgement rate
Questions
Straight answers.
Do you connect to our transport management system?
No. Nothing connects to a third party product. There is a v1 REST API and CSV import and export.
Can drivers use it?
In a phone browser, yes. There is no app in a store.
Can we keep the daily sheet?
Keep it as a table here, with formulas, and link the rows to the work. That is usually the fastest honest migration.