Outsourced delivery-provider management

We hold your couriers, fleets and platforms to the terms and the scorecard the group sets. The commercial terms, the volume allocated to each, the invoice check and the monthly review are ours to set up and run.

We bring the evidence and the structure to every negotiation.

• A provider portfolio map showing volume, cost, service level and dependence for each partner.
• A rate-card comparison on a common basis of cost per drop by zone and parcel or order type.
• A scorecard agreed with each partner, and a monthly performance review.
• An invoice reconciliation to delivery records, with disputed amounts listed for recovery.
• An allocation and exit plan that keeps a second provider ready for each major lane.

• Cost per drop is read for every provider on a like-for-like basis.
• Your board sees the share of volume held by the largest provider.
• Invoices are matched to delivery records.
• Each provider answers to its scorecard, and its on-time and failed-delivery rates are reported against it.
• A lane can move to an alternative provider on a known timetable.

Partners are chosen under pressure and then left alone. Rates rise by small steps, invoices are paid after a cursory check, and volume sits with one provider because switching is hard. The group has handed over its customer relationship and its pricing power.

• Most of your volume goes to one provider that you could not replace in a month.
• Partner invoices are paid without being matched to your delivery records.
• Rate increases arrive by letter and are accepted.
• Complaints about partner service are logged, yet no one reports on them.
• A partner's riders carry your branding and you have no rights over their conduct.

Retailers, restaurant groups, e-commerce brands and distributors that deliver mainly through third parties, and chief executives who suspect that partner invoices and promised service have drifted apart.

Qasim Abbas set the unit economics of a blended last-mile fleet of about 1,000 vehicles at BaladiMart, so every provider you use is priced against the cost of the group's own capacity.

We work from your dispatch or order records, your ledger and each partner's own portal. See how fees work.

How many providers should a group use?

Enough that no one can hold the group to ransom, and few enough that each gets meaningful volume. The portfolio map shows where you stand.

Can you manage them day to day?

Yes. We supervise the performance process and exceptions through the managed operations offer.

Last month's largest partner invoice is the place to start. Send it to a private briefing and we tell you what a reconciliation tests first.