Delivery operations turnaround

We rebuild a loss-making delivery operation around contribution profit. The loss map comes first, then the fixes in the order that frees cash soonest, then the fleet decision: what the group keeps, what it sells or returns, and what it hands to delivery partners.

We report to the board every week until the operation stands on its own.

• A loss map by zone, vehicle type, shift and customer, tied to the ledger.
• A turnaround plan with each action sequenced by cash release, value and risk.
• A 13-week cash bridge from today's burn to break-even, updated weekly.
• A fleet decision paper on what to keep, return, sell or contract out, with the cost of each.
• A weekly board report showing actions closed, cash effect and the next three decisions.

• The board reads weekly cash burn from the delivery operation on one page, and it is the first figure in every weekly report.
• Contribution per order is stated by zone and overall, so each fix is judged on what it earns.
• Weeks to contribution break-even are tracked against the plan, and a slip shows in the week it happens.
• Fleet cost per daily drop sits beside every fleet decision, so keep, return and sell are priced before the board decides.
• Decisions reach the board on the turnaround calendar.

Loss-making networks are rarely short of effort. They are short of a ranked list. Management tries many things at once, none long enough to read, and the cash that funds the losses runs down. Decisions about the fleet are delayed because no one has priced them.

• Delivery loses money every month and the gap is not closing.
• Management has several initiatives running and cannot say which is working.
• Lenders or investors have asked for a recovery plan.
• Vehicles are committed under leases while volume falls.
• Key people have left and the knowledge of why the network is set up as it is has gone with them.

Owners and boards of delivery businesses, q-commerce operators and retail or restaurant groups whose own delivery now costs more than it earns, and investors who have funded a fleet that has not reached density.

Qasim Abbas has answered for treasury above USD 50M at group level, so he knows how quickly a loss drains a group's cash and which fix reaches the bank account first. Your recovery starts with that fix.

We work inside your ledger and dispatch platform, and the weekly board report runs on the cash and contribution figures they hold. See how fees work.

What does the board read each week?

The weekly board report opens on cash burn from the delivery operation on one page, followed by actions closed, the cash effect and the next three decisions.

What does the fleet decision paper show?

The paper prices keeping, returning, selling and contracting out each vehicle group, with fleet cost per daily drop beside every choice, so the fleet changes where the numbers say it should.

What does the Managing Partner do in the turnaround?

The Managing Partner runs the weekly board report and the decision calendar alongside your executives.

Send the delivery results and the cash position behind the loss to a confidential briefing. We return the ranked list of fixes within days of seeing the data.