Exceptions found by the customer. Proof chased after invoicing.
ControlArc designs operational intelligence and control for transport, freight and supply chain operators.
We bring bookings, planning, dispatch, delivery exceptions, proof of delivery and billing into a connected executive view, so leadership can see which consignments are at risk, who owns the next action and what needs attention across the agreed operating scope.
Coverage·booking and acceptance·planning and allocation·dispatch and transit·delivery exceptions·proof of delivery and billing·executive reporting
Illustrative
WHERE VALUE LEAKS
Where value leaks.
Work can stall at any stage. The difficulty is knowing which, and why.
01
Ownership lost at the handover
A consignment passes to a subcontractor or another leg and no one on either side is holding it.
02
Exceptions found by the customer
The first report of a failed delivery comes from the person who was waiting for it.
03
Proof chased after invoicing
Delivery evidence is collected when the invoice is queried rather than when the delivery happened.
04
Accessorial charges never billed
Waiting time, redelivery and extra handling are performed and absorbed because nothing captured them.
05
Performance explained after the month
Why service levels landed where they did is reconstructed from separate depot and carrier reports.
FROM PROBLEM TO CONTROL
The problem, the signal, the outcome.
Operational problem
Signal and control response
Leadership outcome
Operational problemOwnership lost between legs and subcontractors
Signal and control responseThe current holder, the next responsible party and the time since the last update are identified for each consignment in transit.
Leadership outcomeClear ownership of the next action across handovers.
Operational problemDelivery exceptions reported by the customer
Signal and control responseConsignments outside their expected progress are identified against agreed checkpoints and routed to the responsible team.
Leadership outcomeEarlier awareness of failures in progress.
Operational problemPlans allocated without confirmed capacity
Signal and control responseCommitted bookings are checked against confirmed vehicle, driver and subcontractor capacity, and each unsupported commitment is shown with an owner.
Leadership outcomeCommitments made on a visible basis.
Operational problemProof of delivery incomplete at invoicing
Signal and control responseDelivered consignments without complete supporting evidence are identified before billing, with the outstanding requirement named.
Leadership outcomeFewer invoices disputed for missing evidence.
Operational problemAdditional services performed but not charged
Signal and control responseRecorded waiting, redelivery and extra handling are compared against what was billed, and the difference is shown by customer and by lane.
Leadership outcomeA clearer view of unbilled work.
Operational problemLeadership reconciles depot and carrier reports
Signal and control responseMaterial exceptions, overdue actions, owners and data-update times are brought together across the agreed operating scope.
Leadership outcomeOne executive view with clear priorities and data freshness.
Operational problemDelivery evidence assembled after a claim
Signal and control responseMissing confirmations, rationale and supporting records are identified, with agreed evidence linked to the relevant consignment.
Leadership outcomeMore traceable delivery within the agreed scope.
Illustrative. A simplified booking to billing workflow, shown to explain the relationships rather than to represent any client.
EXECUTIVE VIEW
Reads across every stage: consignments at risk, open exceptions, overdue actions, accountable owners and when each was last updated.
01Booking
02Planning and allocationexception
03Dispatch and transit
04Delivery and proofexception
05Billing
EVIDENCE
Confirmations, rationale and supporting records are linked to the consignment at the stage they arise, within the agreed scope.
ESCALATION
Agreed triggers carry an exception, its elapsed time and its effect on the service commitment to the responsible decision level. The decision stays with an authorised person.
THE FIRST SERIOUS STEP
The Opportunity Review, in logistics.
The Operational Control Opportunity Review examines how a consignment moves from booking to billing, and the decision points along the way: acceptance and capacity confirmation, planning and allocation, handovers between legs and subcontractors, exception handling, proof of delivery, and the reporting leadership works from.
Findings are prioritised by the value at stake, how often the problem occurs and how far it can be corrected within your current systems. Where a finding rests on an estimate or an assumption rather than an observed record, it is presented as one.
What you receive
The booking-to-billing workflow, described as it actually runs across your legs and subcontractors.
Prioritised findings, each traced to the consignments, exceptions and delivery records they came from.
A recommended first scope of work, and the lane or depot to start in.
The measurement approach, including the checkpoint, exception and proof data already available and any gaps.
Not an audit. Not a sales exercise. Not a software recommendation.
The first conversation establishes fit and scope. The Opportunity Review is a paid, senior-led, confidential engagement, agreed separately once its scope is settled. Implementation, if commissioned, proceeds under a separately agreed scope.
The Review establishes how a consignment actually moves from booking to billing, where ownership and control are lost at the handovers, which findings are worth acting on first, and the measures that will show whether a change has worked.
Stage two
Implement the agreed scope
The agreed scope of control is designed and put in place: acceptance discipline, allocation checks, handover ownership, exception standards, escalation routes, the executive view and the records that support them. The baseline is confirmed before changes are made, and any data missing from it is identified.
Stage three
Validate and hand over
The change is checked against the agreed measures and baseline, the operating discipline is handed to the planners, depot supervisors and billing staff who will run it, and the reporting rhythm is confirmed.
The Review is the first stage. Implementation is optional and separately commissioned.
HOW WE WORK
Confidential. Senior-led. Evidenced.
Confidential by default. ControlArc does not publish client names, logos, testimonials or case studies, on this site or in any public material.
Senior-led. A named principal is accountable for the agreed engagement, including its scope, findings and key decisions.
Evidence before assertion. Findings are traced to the records and observations they came from, and anything estimated or assumed is identified as an estimate or an assumption.
QUESTIONS
Questions leaders ask.
Does ControlArc replace our transport management or warehouse system?
No. The work sits around the systems you already run. It addresses the ownership, exception handling, escalation, reporting and evidence that move between those systems and between parties, which is where control is most often missing.
Much of our work is done by subcontractors we do not control. Does this still apply?
It is often where the value is greatest. You cannot direct a subcontractor's internal process, but you can define the checkpoints you expect, see when one is missed and know who owns the next action. The engagement is scoped around what you can actually observe and require under your agreements, and it says plainly where visibility ends.
Our customers each want a different report. Does this add another one?
The intent is the opposite. Customer reporting is usually assembled by hand from the same underlying facts. When those facts are captured once, at the point the work happens, the reports become a view rather than a separate production task. What is reported to whom stays your decision.
How much involvement is needed from our team?
Participants, information requirements and review activities are agreed when the Review is scoped, so you know what is being asked of whom before it starts. The work is designed to draw on the people who run the process rather than to occupy them.
What do we receive at the end of the Review?
A prioritised improvement roadmap identifying the relevant cost, time and control benefits, with a recommended first step. Benefits are quantified where the available evidence supports an estimate. Assumptions and information gaps are stated.
Certainty is a design decision.
The intelligence is already in your business. The control can be. A confidential conversation is the first step, and the Opportunity Review is the first deliverable.
