Logistics and commerce management accounting

We rebuild your cost and revenue records around how a commerce and logistics group earns: by channel, by warehouse, by lane, by customer segment and by delivery promise.

The management ledger that results reconciles to the books you already keep and answers the question a board asks first: where the money is made.

• A management chart of accounts, mapped line by line to your statutory ledger.
• A cost allocation policy for shared warehousing, fleet, platform and head-office cost, which the board approves.
• A channel, entity and lane profit statement produced each month from one set of rules.
• A bridge from management profit to statutory profit that explains every difference.

• Group revenue traces to a profit figure by channel and entity, and the board sees the share that does.
• Management profit bridges to statutory profit, and every difference carries an explanation.
• Shared warehouse, fleet and platform cost is divided by a stated driver.
• The channel profit statement reaches the board in fewer working days after month end.

The statutory ledger records what was spent and received under each company. It does not say whether a warehouse earns its rent, whether a lane covers its carrier cost, or whether a growing channel is adding profit or only revenue. Shared costs sit in one entity while the income they create lands in another. Capital then follows revenue because revenue is the number everyone can see.

• Revenue is growing and group cash is not, and no one can say which part of the business explains the gap.
• Shared warehouse, fleet and platform costs are carried by one company while several brands use them.
• Each general manager quotes a different margin for the same channel.
• The board asks for profit by channel and the answer takes weeks and arrives in a spreadsheet no one trusts.

Chairmen and chief executives of groups that run retail, e-commerce, distribution or delivery operations across several entities, and whose statutory accounts group income by legal entity instead of by the business decisions being taken.

Qasim Abbas set the capital logic behind a blended last-mile fleet of about 1,000 vehicles at BaladiMart, a business where logistics and commerce sit in the same numbers. We separate them cleanly in your management accounts so each earns its own verdict.

We build the management ledger on whatever accounting system the group runs, whether Xero, QuickBooks, Zoho Books, NetSuite or Oracle, with order data from your storefront, warehouse and dispatch tools. See how fees work.

How does this connect to our statutory accounts?

Your accountants and auditors receive a management ledger built on the same transactions and reconciled to the statutory books. It adds the cut the board needs.

How are shared costs divided between brands?

By a driver tied to use, such as orders handled, pallet positions or delivery stops. The rule is written down, the board approves it and it is changed only on a recorded decision.

Our finance team is small. Who produces this each month?

We set it up for your team to run, or we produce it for you each month.

Choose one channel the group argues about. We show how a management ledger settles the argument and what the first board statement looks like.