Delivery-level contribution analysis

We break each order into the costs it caused: product, picking and packing, the courier or fleet leg, payment fees, promotions, failed attempts and returns.

We build the figure from your order data and roll it up by zone, customer type, delivery window and channel. It reaches your board as a paper that says where to grow and where to stop.

• A contribution model that prices every order on a stated rule, tied to your data fields.
• A zone and window map showing which areas and slots earn and which dilute.
• A basket-size and threshold analysis that sets the order value below which delivery should be charged or declined.
• A promotion review that separates codes that bring profitable customers from codes that subsidise existing ones.
• A board paper with the decisions the analysis supports, ranked by cash effect.

• Contribution per delivery is shown by zone, window and channel.
• Orders that lose money appear as a share of all orders, where the average used to hide them.
• A failed first attempt and a return each carry a known cost per order.
• Promotion codes are judged by their cost per incremental order.
• Volume decisions come with a contribution figure, and the board counts how many do.

Average margin hides the orders that lose money. A small basket sent far, with a free delivery code and a failed first attempt, can cost more than it brings in, yet it sits inside a healthy average. Growth that is added at the loss-making edge makes the group busier and poorer, and the board approves the spend because the headline margin looks sound.

• Order volume is rising while gross profit per order is flat or falling.
• Free-delivery thresholds and promotion codes were set by marketing without a finance view.
• No one can state the cost of a failed first attempt or a return.
• A zone is celebrated for volume and nobody has checked what it earns.
• The courier invoice and the order record disagree and nobody has time to reconcile them.

Chief executives and chairmen of groups that sell with delivery, including grocery, restaurant, retail and e-commerce operators, who are being asked to fund more volume and want to know what that volume earns.

Qasim Abbas set the unit-economics and capital-allocation logic behind a blended last-mile fleet of about 1,000 vehicles at BaladiMart, where the question was always which delivery to take and which to turn away. We bring that question to your zones, windows and promises.

We build the model on exports from your storefront, order management and dispatch tools, including Tookan where you run it, and from your ledger. The delivery cost calculator works out what each successful delivery costs. See how fees work.

Does it include overhead?

Overhead is shown separately, so the board sees how much contribution the group needs to cover it.

What does the board decide from it?

Where to grow and where to stop: whether to charge more, change the order threshold or decline the order, with the contribution figure beside each decision.

Hand us a sample of recent orders. We return what a typical delivery leaves and where the largest gap sits, in a private briefing.