For executives
Is Your Transportation Team Running at Full Capacity?
Your transportation team is talented. They know carriers, lanes, seasonal patterns, and customer requirements. But they spend 60 to 70% of their time on tasks a computer should handle. That is not a team effectiveness problem. That is a technology problem.
20,000+ carriers · 9,000+ box trucks and cargo vans · 50+ cross dock facilities
The real problem
Your transportation coordinators are calling brokers for rates. Logging into carrier portals to check tracking. Copying data from emails into spreadsheets. Reconciling invoices against quotes. Entering the same shipment data into multiple systems.
This is skilled labor doing unskilled work. Every hour spent on data entry is an hour not spent on carrier strategy, network optimization, or customer logistics consulting. The work that actually moves the business forward is the work that gets squeezed out.
The effectiveness scorecard
Rate your operation on 5 dimensions. Be honest. The gap between where you are and where you could be represents the opportunity.
Loads per coordinator
This is the single most telling metric. When a coordinator manages 15 to 25 loads per week, they are spending most of their time on transactions: quoting, booking, tracking, invoicing. When automation handles the transactions, that same coordinator manages 50+ loads because they focus on exceptions and strategy.
The math matters. If you have 5 coordinators handling 100 loads per week manually, automation means those same 5 coordinators handle 250+ loads. That is 2.5x throughput with zero additional headcount.
Order ready to freight booked
In a manual operation, an order is ready to ship and then sits for 2 to 4 hours while someone calls for rates, compares options, and books the carrier. With Warp, your systems call the API, get rates from 20,000+ local 3rd party carriers in seconds, and book automatically. Under 5 minutes from order ready to freight booked.
Those 2 to 4 hours matter. They delay delivery to your customer. They create bottlenecks at your warehouse. They make Same Day and Next Day service impossible on most lanes.
Exception detection
In a manual operation, you find out about problems when your customer calls. In an automated operation, our AI backbone, Orbit, detects exceptions in real time and alerts your team before the customer knows there is an issue. The difference between reactive and proactive exception management is the difference between losing customers and keeping them.
Where the time should go
When your team is freed from transactional work, here is what they can do instead. This is the work that only humans can do. This is where your team adds value.
Strategy
Carrier strategy and relationship management.
Negotiating better terms. Building deeper partnerships with top performing carriers. Developing backup capacity for peak seasons. This requires human judgment, relationship skills, and market knowledge.
Optimization
Network and cost optimization.
Analyzing lane performance. Identifying mode switching opportunities. Consolidating shipments. Redesigning distribution patterns. This requires analytical thinking and business context that machines do not have.
Service
Customer logistics consulting.
Working with sales and customer success to design logistics solutions that win and retain customers. Turning freight from a cost center into a competitive advantage. This requires creativity and customer empathy.
The action item
Ask your transportation team to score themselves on the 5 dimensions above. Then ask one question:
“What would need to change to double our loads per coordinator?”
The answer will tell you whether the bottleneck is people, process, or technology. In most cases, it is technology. And the technology to fix it already exists.
Frequently asked questions
Are you saying our transportation team is underperforming?
No. We are saying your transportation team is spending the majority of their time on tasks that machines should handle. Calling for rates, checking tracking portals, reconciling invoices, entering data. That is not a performance problem. That is a technology problem. Your team is talented. They need better tools.
What does 50+ loads per coordinator look like?
When rate comparison, booking, tracking, and invoicing are automated, a coordinator manages exceptions and strategy instead of transactions. They handle 50+ loads because the system handles the routine work. The coordinator focuses on the 5 to 10% of shipments that need human judgment.
How does Warp reduce time from order ready to freight booked?
The Warp API or dashboard returns rates from 20,000+ local 3rd party carriers in seconds. No phone calls to brokers. No waiting for email quotes. Your team or your systems compare rates instantly and book with one click or one API call. The 2 to 4 hour delay between order ready and freight booked is eliminated.
What happens to invoice reconciliation with all inclusive pricing?
It goes away. With Warp, the quoted price is the invoiced price. No fuel surcharges, no accessorial fees, no post delivery adjustments. Your finance team spends zero hours reconciling freight invoices because there are no discrepancies to reconcile.
Can we implement this without disrupting current operations?
Yes. Most companies start by running Warp alongside their existing process on a subset of lanes. Your team books some shipments through Warp while continuing their normal workflow on others. As they see the results, they expand. There is no big bang cutover required.
Your team is ready. Give them the technology.
Automate the transactional work. Free your coordinators for strategy. Double your loads per coordinator without adding headcount. 20,000+ carriers. 9,000+ box trucks and cargo vans. 50+ cross dock facilities.