Logistics and delivery
16 released templates. Each passed a check on test data; it is switched on in the panel by the director, and a person decides on every proposal. Example results are illustrative: the names and companies in them are made up.
Courier route sheets
The problem it removes: Every evening there are dozens of failed deliveries, and nobody knows who needs a redelivery or why.
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What it does: Reviews the day’s courier route sheets from the file: what wasn’t delivered, why, and who needs a redelivery.
What a person decides: Reassigning orders and actions with couriers.
For whom: Delivery manager.
How to measure: Deliveries on the second attempt.
Example result: “Situation: 9 of 64 orders on October 21 weren’t delivered. Key point: 5 of the 9 are ‘recipient not answering,’ all with courier Arman in Almaly district after 19:00. Options: 1) call recipients an hour before arrival; 2) move Almaly evening addresses to the morning route. Recommendation: 1. Today: compile the redelivery list and call the recipients.”
Redelivery
The problem it removes: The courier missed the recipient — the package goes back to the warehouse, and the customer asks “where’s my order?” on three channels.
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What it does: Answers a recipient the courier missed: where the order is now, when it can be redelivered, and what’s needed — per service rules.
What a person decides: Exceptions to delivery rules.
For whom: Recipient.
How to measure: Orders delivered on the second attempt.
Example result: “Good afternoon, Assel! The courier couldn’t reach you today, so your order went back to the warehouse — it’s safe. Redelivery is free: we can bring it tomorrow between 10:00 and 14:00 or between 14:00 and 18:00. Let us know what time works and we’ll pass it to the courier.”
Receiving discrepancies
The problem it removes: The truck was unloaded, a shortage turns up a week later — and there’s no proving whose fault it is.
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What it does: Compares the supplier’s delivery note with the actual receipt from the file and drafts a discrepancy report: shortage, overage, mixed-up items, damage.
What a person decides: Signing the report and the supplier claim.
For whom: Warehouse clerk, warehouse manager.
How to measure: Shortages caught at receiving.
Example result: “Situation: delivery note No. 418 from Dala Trade LLP has 12 items, with discrepancies on 2. Key point: 180 bottles of 1 L sunflower oil arrived instead of 200 — 20 short; 3 bags of 5 kg sugar are torn. Options: 1) a discrepancy report now, with the driver present; 2) accept with a note on the delivery note. Recommendation: 1. Today: sign the report with the driver and photograph the torn bags.”
Carrier selection
The problem it removes: The freight forwarder calls ten carriers and picks one from memory.
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What it does: Picks a carrier for the run from the offers table: truck type, loading date, price, and reliability.
What a person decides: Carrier choice and rate.
For whom: Freight forwarder, logistics coordinator.
How to measure: Runs dispatched on time.
Loading delays
The problem it removes: Trucks wait at the dock for hours, carriers bill for detention, and nobody can see whose fault it is.
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What it does: Reviews the gate and loading log from the file: where trucks wait longest, at which warehouse or customer, and why.
What a person decides: Talking to the customer or warehouse and paying detention.
For whom: Logistics manager.
How to measure: Truck detention hours.
Example result: “Situation: 18 loadings this week, 5 with waits over 3 hours. Key point: all 5 were at Agro Opt LLP’s warehouse, and the log gives one reason: ‘load not picked when the truck arrived.’ Options: 1) send trucks at the agreed pick-completion time; 2) set loading slots with the customer. Recommendation: 2. Today: message the customer and propose loading windows.”
Freight quote request
The problem it removes: A company asks for a shipping quote, and the rep asks for weight, address, and dates three separate times.
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What it does: Breaks down a freight request: route, cargo, dates, what’s missing for a rate — and what to do first.
What a person decides: Rate and shipping terms.
For whom: Sales manager.
How to measure: Time from request to rate.
Example result: “Action: reply to Marat at Tau Steel LLP today and confirm three things: the weight of one rebar bundle, whether a crane is needed for unloading, and whether a semi can reach the site in Karaganda. Route Almaty–Karaganda, 20 tons, loading November 3 — from the request. Impact: a rate today, not in three days. Risk: if it’s long cargo, a different truck is needed. Fallback: no reply by evening — call him.”
Warehouse client report
The problem it removes: Fulfillment clients want a weekly report, and the warehouse builds it by hand from three exports.
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What it does: A period report for a third-party storage client from the export on file: what came in, what shipped, what’s running low, and what’s held up.
What a person decides: Sending to the client.
For whom: Warehouse manager, client.
How to measure: Client questions about stock levels.
Example result: “Situation: for the week of October 14–20, we received 3 deliveries for Nur Cosmetics and shipped 412 orders. Key point: 50 ml hand cream is down to 18 units — 2 days at current sales; 6 orders are waiting on out-of-stock 250 ml shampoo. Options: 1) a rush delivery of hand cream; 2) pull the shampoo from the storefront until restocked. Recommendation: both. Today: send the client the low-stock list.”
Carrier reconciliation
The problem it removes: Carriers bill for runs that never happened or bill twice for one, and it only shows up in a quarterly reconciliation.
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What it does: Matches carrier invoices to completed runs from the file: unconfirmed runs, duplicates, and rates that don’t match the agreement.
What a person decides: Paying invoices and disputing with the carrier.
For whom: Accountant, logistics coordinator.
How to measure: Carrier overpayments.
Dispatcher’s morning briefing
The problem it removes: Each morning the dispatcher spends half an hour piecing together which runs are at risk from chats — and learns about failures from the customer.
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What it does: A morning briefing on runs and requests: what’s overdue, what’s urgent today, and what the manager needs to decide.
What a person decides: Replacing a truck and talking to the customer.
For whom: Dispatcher, manager.
How to measure: Failures caught before the customer noticed.
Example result: “Situation: 12 runs in progress, 2 flagged. Key point: the Almaty–Astana run for Bereke Food is due at the customer today at 14:00, but the truck is in the shop in Balkhash. Options: 1) transfer the load to a truck from Karaganda; 2) tell the customer it slips to tomorrow. Recommendation: 1, if that truck is free by 10:00. Today: call the Karaganda driver and the customer.”
Pickup point questions
The problem it removes: Recipients call the pickup point with the same questions: hours, how long packages are held, can someone else collect.
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What it does: Answers recipients about the pickup point: hours, holding period, who can collect, and how to pay — per company rules.
What a person decides: Extending storage beyond the rules.
For whom: Recipient.
How to measure: Calls to the pickup point.
Example result: “Good afternoon, Madina! The pickup point at 52 Abay Ave. is open daily from 9:00 to 21:00. Packages are held for 7 days after arrival — yours until October 28. Someone else can collect it with the code from the SMS. You can pay on pickup with Kaspi QR or a card.”
Ride and delivery price by tariff
The problem it removes: “How much to the airport?” and “how much to send documents?” — a dispatcher answers this a hundred times a shift.
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What it does: Tells a taxi or courier service client what a ride or delivery costs under the company’s tariffs: zone, weight, urgency, waiting time, and payment — no “ballpark” calculations.
What a person decides: Off-tariff prices.
For whom: Client.
How to measure: Orders from chat.
Where’s my courier: reply to the client
The problem it removes: A client writes “where’s the courier?” every ten minutes, and the dispatcher checks the map and answers one by one.
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What it does: From the dispatch export, tells the client where their courier or driver is: order status, when they’ll arrive, and how to pass them a message — per the export.
What a person decides: Replacing the courier and compensation for delays.
For whom: Client.
How to measure: Repeat “where’s the courier” questions.
Example result: “Daulet, your order No. 5521 is with courier Aibek: he’s already picked it up from the café and is on his way, arriving around 13:40. If you need to pass anything to the courier, write here and we’ll pass it on.”
For drivers: working conditions
The problem it removes: There are never enough drivers, and candidates go to another fleet while waiting for an answer about rental and commission.
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What it does: Answers a candidate driver for a taxi fleet or courier service: own car or rental, commission and payouts, shift schedule, required documents, and how to start the first shift — per the company’s answers.
What a person decides: Hiring the driver and handing over a car.
For whom: Driver candidate.
How to measure: Drivers who start a first shift.
Driver complaints: weekly review
The problem it removes: Complaints arrive through three channels, and that a driver got his fourth complaint is only noticed by a manager with a good memory.
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What it does: From the week’s complaint log, shows the service head which drivers get repeat complaints and about what, which complaints still have no reply to the client, and what to decide.
What a person decides: Actions toward drivers and compensation to clients.
For whom: Service head.
How to measure: Repeat complaints.
Example result: “Situation: 17 complaints this week. Key point: 4 about driver Nursultan, all for rudeness and smoking in the car; 3 complaints about late airport runs still have no reply to clients. Options: 1) take Nursultan off the line until he talks with the manager; 2) a written warning. Recommendation: 1. Today: reply to the three clients and call in the driver.”
Corporate rides: client report
The problem it removes: A corporate client disputes the taxi invoice — “who rode to Konaev at night?” — and sorting it out drags on for a week.
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What it does: From the export of a corporate client’s employee rides for the month, prepares a report: rides by department, rides outside the client’s rules — at night, out of town, without a request — and what to clarify before invoicing.
What a person decides: Invoicing the client and disputed rides.
For whom: Corporate accounts manager.
How to measure: Disputed corporate invoices.
Example result: “Situation: in October, Kazakh Telecom Service LLP had 146 rides. Key point: 3 rides at night without a manager’s request, all by Yerzhan from sales; one ride to Konaev, while out-of-town rides aren’t allowed under the contract. Options: 1) send the client a list of disputed rides before invoicing; 2) invoice everything and sort it out later. Recommendation: 1. Today: email the client’s taxi coordinator.”
Day close: drivers’ takings
The problem it removes: In the morning it turns out not everyone handed in yesterday’s cash, and Kaspi transfers don’t match the orders.
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What it does: From the day’s shift export, reconciles drivers’ or couriers’ takings: who handed in cash, who has a debt or a discrepancy, how much came in cash and via Kaspi — and what to decide before the next shift.
What a person decides: Deductions and decisions about drivers.
For whom: Fleet head, cashier.
How to measure: Unsubmitted takings.
Basis: product documentation; the platform code. This page describes what exists in this build, not what is planned.