A control tower for a fragmented logistics operation

Dispatch, fleet availability and billing each lived in a different spreadsheet, owned by a different person, reconciled by hand at the end of every week.

Nobody could answer where a shipment was without three phone calls, and invoices went out late because billing waited on a manual reconciliation that regularly disagreed with dispatch.

We spent the first two weeks in the operations room rather than in a design tool, mapping the real process including the informal steps that kept it alive.

That surfaced the actual constraint: not a lack of software, but the absence of a single record of what a shipment is. We modelled that first and built outward from it.

A single operational record for each shipment, with dispatch, fleet assignment and billing all reading and writing the same state instead of copies of it.

Role-based views so a dispatcher, a fleet manager and finance each see the same truth shaped for their job, plus an audit trail on every status change.

Billing generated from operational events rather than re-entered, which removed the weekly reconciliation entirely.

Weekly manual reconciliation disappeared from the process, returning roughly a day of senior finance time every week.

Invoice issue moved from an end-of-week batch to same-day, which pulled cash collection forward measurably.

Shipment status became self-serve for the commercial team, removing the phone-call round trip to operations.