Managed delivery-provider coordination

We run the group's side of its relationships with delivery providers. One named lead keeps the provider register, sets the weekly split of volume between providers, chairs the service calls, logs every dispute to closure and reports provider cost and service to the board.

• A provider register: contacts, zones, rate cards, service levels, notice periods and renewal dates in one controlled sheet.
• A weekly allocation sheet showing volume by provider and zone, with the reason for each change.
• A monthly provider scorecard on one basis: on-time rate, failed-delivery rate, damage and cost per drop.
• An escalation log with owner, date opened and date closed for every dispute.
• A quarterly review pack for each provider, ready for the commercial conversation.
• An annual options paper for the board: keep, shift volume or re-tender.

• You see on-time delivery by provider and zone, on one definition.
• Failed deliveries are counted by provider, so each one answers for its own.
• Cost per drop shows by provider, after all surcharges.
• Every dispute carries a closing date, and the days to close sit on the scorecard.
• Volume goes to providers on the strength of their scorecards.

Each provider reports in its own format and on its own terms. Volume goes to whoever answered the phone, service failures are argued from memory, and the board sees a single blended delivery cost that hides which provider earns its rate card and which one the group is subsidising.

• Nobody at the group can say what share of volume each provider carried last month, or why.
• Two providers quote different on-time figures for the same week and neither can be checked.
• Rate cards sit in different inboxes.
• A provider has missed its service level for a quarter and nothing has changed.
• The operations head spends Fridays on provider calls instead of on the business.

Merchants, grocers, restaurant groups and brands that ship through two or more outside delivery companies, aggregator fleets or rider pools across Bahrain, the UAE, Qatar, Saudi Arabia, Oman or Kuwait, and that have no senior person whose whole job is those relationships.

Qasim Abbas set the capital logic behind a blended last-mile fleet of about 1,000 vehicles at BaladiMart, part of Al Baladi Group, so he reads a provider rate card against what owning the same capacity would cost. Your provider management starts from that comparison.

We work with your order system, your dispatch tools and each provider's portal. See how fees work.

What if a provider fails badly mid-month?

The escalation log triggers a same-week review, and the weekly allocation sheet moves volume while the provider fixes the fault. The board sees both.

How do we compare providers?

The board sees on-time delivery, failed deliveries and cost per drop for each provider on one definition, and the days each dispute took to close.

Bring your provider list and last month's delivery invoices to a private briefing. We read your scorecard on your own numbers.