In many logistics, distribution, or manufacturing-heavy companies, non-production overheads eat up 10-15%+ of turnover. In more complex, eCommerce-heavy operations, total logistics & overheads may run 20-30% or more.

 

You lead in an environment where:

 

• Clients are hyper-demanding: they shop price, service, and reliability among many providers. Differentiation on value is hard -in many cases, one transport company looks like the next, on service, on schedule, etc. It’s almost a commodity.

• Margins are razor-thin: even small inefficiencies or overhead leaks are visible in your bottom line. A few percent of excess cost can mean losing a contract or sacrificing your ability to reinvest.

• Cost pressure is relentless: competitors undercut, new entrants emerge, regulation/operating costs rise, fuel / labour / input costs fluctuate. You can’t absorb much slippage.

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And inside the company, inefficiencies amplify the squeeze:

• Fragmented, inconsistent information flow. Multiple, sometimes contradictory reports from scattered sources; heavy manual processing; retroactive corrections.

• Limited transparency for decision-making. Difficult to trace performance drivers or root causes in time to act.

• Inefficient, non-scalable finance processes. Redundant efforts across teams, weak standardization, endless manual interventions.

• Excel-heavy and siloed. Knowledge stuck in people’s heads, locked into local O2C, P2P, or reporting setups.

• Reactive and patchwork. Processes cobbled together through transaction handling, email validations, and digital tools used like “typewriters.”​

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Now, imagine cutting just 2-3 percentage points from that overhead. Imagine redeploying those savings into automation, digital capabilities, or margin expansion. That shift doesn’t just protect the bottom line - it fundamentally changes your competitive position.