Every order has a par.
Your racks are full, your vans are full, and the month still ends short. We follow one order from your rack to your customer's door, find what it really earns you, and close the gap.
Where one order's money goes
A sample order through a 3PL: stored, picked, packed and delivered. Every figure is a sample. Yours come from your own files.
- What the order earns you1.450
- Storage0.210
- Picking and packing0.420
- Rider time on the drop0.300
- Idle rider time0.120
- Vehicle and fuel0.150
- Failed and returned orders0.070
- Penalties and deductions0.060
- Hub, dispatch and systems0.090
- What you keep0.030
Seven units, one number each
Each unit the order passes through has one number that tells you how it is doing. A sample operator, read the way we read you.
Sample
- Rack
Pallet positions that earn
YOU 71%PAR 88%
Slow pallets and empty positions hold floor you pay rent on. What you earn per pallet falls while the lease stays where it is.
- Picker
Lines picked per hour
YOU 62PAR 85
Every extra minute per line is labour you cannot bill. The pick path and the slotting decide it, long before the picker does.
- Slot
Van space used per delivery slot
YOU 64%PAR 85%
A van that leaves a slot half full costs you the same as a full one. Your slots are sold by the clock and paid for by the load.
- Rider
Orders per rider hour
YOU 2.1PAR 2.8
Between peaks your riders and vans stand still on your payroll. Those hours sit inside the cost of every order.
- Route
Empty kilometres, share of all kilometres
YOU 38%PAR 25%
The van leaves full and comes back empty. You pay fuel and wages both ways and bill one.
- Contract
Penalties and deductions, share of billing
YOU 6%PAR 2%
Your customer revises the rate card and adds penalties you never priced. Each order on that account now earns less than it costs you.
- Cash
Days from delivery to cash
YOU 58PAR 30
You pay riders this week and your customer pays you next quarter. Your cash runs their business.
Idle time is where the money is
11.9%
Jahez's delivery arm, Logi, took its quarterly adjusted EBITDA from SAR 2.0m to SAR 14.2m, a margin of 11.9%. Its gross profit turned positive, which Jahez put down to driver utilisation, dispatch and order stacking.
Source: Jahez Group, results for the second quarter of 2026. From our Moneyball Finance research.
Three moves, in this order
Bring last month
Contracts, rate cards, rider and fleet costs and bank statements, as they are. One sitting at your table.
Get your score
One page with your numbers beside your par, unit by unit, and the places the difference goes.
Close the biggest leak
We fix the largest one first, then we score you again every month.
How we close the gap
We price every contract
You see what each customer earns you per order and per pallet, after penalties and deductions.
We size the fleet to the work
Own, lease or partner, tested against your real peaks. You stop paying for vans that wait.
We rebuild your rate card
We sit beside you at the customer's table. You walk in knowing your floor on every account.
We shorten the days to cash
Fewer days from delivery to money in your bank. Your riders are paid from cash that has arrived.
On your desk
- One order priced start to finish, for each of your large customers.
- A profit statement, contract by contract.
- A repricing pack for each large customer.
- A plan for fleet and floor that matches your peaks.
- Your score every month, unit by unit.
What owners ask us
- How do I know which of my contracts lose money?
- Price each one on its own. We set what a customer pays you per order and per pallet against what that work costs you in floor, pickers, riders, vans and penalties, and you see each contract's profit on one page.
- Should I own my vans or lease them?
- It depends on how many hours each van works. We test owning, leasing and partnering against your real peaks, and our fleet lease or own tool gives you a first read.
- Do you work with a small fleet, or only large ones?
- Both. One van or a thousand, we price one order, find the largest leak and fix it first.
We come from the fleet side
Our founder set the money logic behind a last-mile fleet of about 1,000 vehicles at BaladiMart, part of Al Baladi Group, and answered for treasury above USD 50M at group level. We read your operation the way you run it, by the order, the pallet and the day the cash lands.
Related
- 3PL contract auditEvery charge on your 3PL invoices checked against the contract you signed.
- Fleet profitabilityWhat each vehicle earns you in a day, and whether to lease, own or outsource.
- 3PL contract comparisonTwo 3PL rate cards compared on monthly cost, cost per delivery and the volume where they cross.
Bring last month. Leave with a score.
Sit down with Qasim Abbas. One table, your numbers, and a clear read on where you stand against par.