Industry · Logistics
Depot and driver procedures that hold across sites, subcontractors and seasons.
Procedures cross depots, vehicles and subcontractors, and a missed step is found only after an incident.
Example: Marlowe Freight & Distribution (fictional). Fictional organisation, fictional data, scripted answers.
What makes this sector hard
- 01A procedure crosses depots, vehicles and subcontractors, and a missed step is found only after an incident.
- 02A driver's hours, a vehicle's checks and a depot's handover are recorded in three places that never meet.
- 03A fuel surcharge or a rate change is applied differently by each depot, so invoices disagree.
- 04One hub closure or one late subcontractor can strand a whole route.
See it work on Marlowe Freight & Distribution’s own data
Simulation. Five short examples, one for each working area. The wording is scripted and no model is called; the figures are computed from what you decide, and a person’s approval covers exactly what you decided.
Check the handover evidence before a depot takes over the night sort
- What happened
- The Thornbury depot takes over the night sort from next Monday, and operations must confirm that the handover routine is evidenced before the first shift.
- The question
- Is each part of the new night-sort routine understood and evidenced, and what is missing? Asked by: Depot operations manager.
Check the handover evidence before a depot takes over the night sortAttach evidence for a missing item, or have its owner confirm that a stale one still applies. The completeness is recomputed from what is actually held.Open
Attach evidence for a missing item, or have its owner confirm that a stale one still applies. The completeness is recomputed from what is actually held.
Resolve what is missing or out of date. Evidence counts only when it is attached, or when its owner confirms it is current; the sign-off needs the stated completeness.
42.1% complete · 85% needed
Safety
- Forklift operators have signed the revised traffic plan Present22 of 22 signatures on the training record
- Forklift operators observed on the new one-way route StaleObserved on the earlier layout; the route changed last week
Sorting
- Sort supervisors briefed on the new cut-off times PresentBriefing recorded on 14 May
- A practical check for each new sorter MissingSix new sorters have no observation
Handover
- A written handover between the day and the night shift MissingThe latest handover note is from March
- A named deputy for each night supervisor PresentDeputies named on the rota
The handover is 42.1% evidenced; the first shift needs 85%.
3 item(s) are short of evidence: Forklift operators observed on the new one-way route; A practical check for each new sorter; A written handover between the day and the night shift [S1].
The one-way route changed after the observations, so those count only once an assessor confirms they still apply to the new layout [S2].
Relies on: S1 · Depot training and observation records (fictional)S2 · Night-sort routine, version 2 (fictional)
The depot operations manager decides. Approving records that the night-sort routine may start with the evidence shown. It does not certify any individual or change the plan.
Not ready. Evidence is 42.1% complete; the sign-off needs 85%.
Not done here. It does not decide that anyone is competent: an assessor observes and signs, and the platform shows only whether that evidence exists.
See what a subcontractor's licence problem would stop
- What happened
- A subcontracted haulier on the northern route has failed a licence check, and compliance wants to know what depends on it.
- The question
- If this subcontractor cannot run, which routes and customer commitments stop, and which are only weakened? Asked by: Head of compliance and risk.
See what a subcontractor's licence problem would stopChoose what stops. Everything downstream is worked out from the supplier-risk map: a hard link stops the next thing, a soft one only weakens it.Open
Choose what stops. Everything downstream is worked out from the supplier-risk map: a hard link stops the next thing, a soft one only weakens it.
Fail one or more items and see what stops and what only degrades, worked out by following the dependencies.
Choose what cannot run. Hard dependencies stop with it; soft ones carry on, degraded.
- Runs the northern trunk route under contract.
- Three vehicles with temperature control.
- No other carrier is under contract.Depends on: Northern haulier (subcontracted) (hard)
- Use the cold-chain vehicles.Depends on: Own cold-chain vehicles (hard), Northern trunk route (soft)
- Delivered on the trunk route.Depends on: Northern trunk route (hard)
- Needs the chilled deliveries.Depends on: Chilled deliveries (hard)
- Shows missed deliveries and service credits.Depends on: Weekly contract: Orrin Foods (soft), Temperature-controlled: Calder Pharma (soft)
- cannot run
- 0
- Stops as a result
- 0
- Degraded
- 0
- Unaffected
- 7
0 item cannot run; 0 other(s) stop and 0 are weakened. The most critical: Northern haulier (subcontracted).
Stopped: none. Weakened: none [S1].
The licence check record shows the failure is about the subcontractor's own paperwork, which the subcontractor may be able to put right; the map shows what is exposed until it does [S2].
Relies on: S1 · Route and subcontractor register (fictional)S2 · Subcontractor licence check record (fictional)
The head of compliance and risk decides. Approving records the dependency picture in the supplier-risk file. It does not suspend a subcontractor or contact any customer.
Not ready. Fail at least one item first, to see what depends on it.
Not done here. It does not decide whether a subcontractor may operate: the transport manager and compliance do.
See what a fuel surcharge does to the margin
- What happened
- Diesel prices have risen again, and customers are asking whether the fuel surcharge in their contracts is fair.
- The question
- What surcharge recovers the extra fuel cost, and what is left when it does not? Asked by: Finance director.
See what a fuel surcharge does to the marginChange the diesel price and the surcharge. The fuel bill, the surcharge income and what is left are recomputed, and a warning appears when the surcharge falls short.Open
Change the diesel price and the surcharge. The fuel bill, the surcharge income and what is left are recomputed, and a warning appears when the surcharge falls short.
Change the assumptions. Every result and the answer below are recomputed from them, and a warning appears when a result crosses a stated limit.
- Fuel bill for the year
- GBP 8,160,0004,800,000 litres.
- More than the budget
- GBP 1,440,000Budgeted at 1.40 a litre.
- Surcharge income
- GBP 1,900,000On freight revenue totalling 38,000,000.
- Surcharge income less the extra cost
- GBP 460,000
Fuel costs GBP 8,160,000 a year, GBP 1,440,000 over budget; a surcharge of 5% brings in GBP 1,900,000, leaving GBP 460,000.
A surcharge is fair to the extent that it tracks the extra cost, and that is what the last line measures [S1].
Contracts differ: some customers' surcharge is fixed by their agreement and cannot follow the diesel price [S2].
Relies on: S1 · Fuel purchases and freight revenue (fictional)S2 · Customer contract surcharge terms (fictional)
The finance director decides. Approving records these assumptions for the pricing committee. It does not change any customer's price.
Ready.
Not done here. It does not change a price or forecast diesel: the surcharge is a decision for the pricing committee.
Read a subcontract for the duties it puts on us
- What happened
- A new subcontract for the northern route is ready for signature.
- The question
- What does the agreement oblige Marlowe to do, and where is Marlowe exposed? Asked by: Commercial lawyer.
Read a subcontract for the duties it puts on usDecide each highlighted clause. A reading the analysis is unsure of cannot be accepted; send it to counsel.Open
Decide each highlighted clause. A reading the analysis is unsure of cannot be accepted; send it to counsel.
Read each highlighted clause and accept it, reject it, or send it to counsel. A clause the analysis is unsure how to read cannot simply be accepted.
Subcontract for the northern route, draft 3 (fictional) · 6 clauses read, 6 highlighted
1The Subcontractor shall maintain an operator licence and shall tell Marlowe within twenty-four hours if it is suspended.
high risk Licence Reading clear
Depends on the subcontractor reporting its own suspension
Obligation: The Subcontractor reports any suspension of its licence (within twenty-four hours)
2Marlowe shall pay each invoice within sixty days of receipt.
medium risk Payment Reading clear
A sixty-day payment term
Obligation: Marlowe pays each invoice (sixty days from receipt)
3Marlowe is responsible for loss of or damage to goods while they are in the Subcontractor's vehicle, unless caused by the Subcontractor's gross negligence.
high risk Loss and damage Reading clear
The risk of loss stays with Marlowe
4The Subcontractor's liability is limited to the value of the carriage charge.
high risk Liability Reading uncertain
Liability limited to the charge; it is not clear whether per journey or in total
5Either party may end this agreement by giving thirty days' notice.
medium risk Ending the agreement Reading clear
Short notice for either side
6Time is of the essence for deliveries to the customers named in Schedule 2.
medium risk Delivery Reading uncertain
Strict delivery times for customers named in a schedule that is not attached
Obligation: The Subcontractor delivers on time to the named customers
- Accepted
- 0 (0 obligations)
- Rejected
- 0
- With counsel
- 0
- Undecided
- 6
6 clauses need a decision; 0 create obligations; 0 went to counsel.
The loss-and-damage clause leaves the risk with Marlowe, and the liability cap may be per journey or in total; the draft does not say which [S1].
Schedule 2 is not attached, so the delivery clause cannot be read in full, which is the kind of gap the subcontracting policy says must be closed before signature [S2].
Relies on: S1 · Subcontract for the northern route, draft (fictional)S2 · Subcontracting policy (fictional)
The commercial lawyer decides. Approving fixes the obligation list and the questions for the subcontractor, and sends the unsure readings to counsel. It does not accept the agreement.
Not ready. 6 highlighted clauses are still undecided. Accept, reject or send each to counsel first.
Not done here. It does not give legal advice or accept terms: counsel decides what the clauses mean and whether Marlowe signs.
Choose where to open the next regional hub
- What happened
- The board has agreed to a new regional hub next year, with three sites on the shortlist.
- The question
- Which site should the operations team recommend, and does the answer survive different priorities? Asked by: Chief operating officer.
Choose where to open the next regional hubChange how much each criterion matters. The ranking is recomputed, and the page says whether the leader would survive other weightings.Open
Change how much each criterion matters. The ranking is recomputed, and the page says whether the leader would survive other weightings.
Change how much each criterion matters. The ranking is recomputed, and the page tells you whether the leader would survive a different judgement.
- 1Cardale ParkBest for distance and access; the dearest to open.Distance saved on current routes: 5Low cost to open: 2Workforce available nearby: 3Road and rail access: 5Room to grow: 43.82
- 2Wexford JunctionBalanced, with a ready workforce.Distance saved on current routes: 3Low cost to open: 4Workforce available nearby: 4Road and rail access: 4Room to grow: 33.59
- 3Millbrook RoadMost room to grow; thin local workforce.Distance saved on current routes: 4Low cost to open: 3Workforce available nearby: 2Road and rail access: 3Room to grow: 53.36
The leader would change if Distance saved on current routes (counted half as much). Treat the order as sensitive to that judgement.
Leader's margin over the next option: 0.23. The leader can change under another weighting.
With these weights the top-ranked site is Cardale Park (score 3.82).
The order could change under the weightings tested, and would change if Distance saved on current routes (counted half as much) [S1]. The margin between first and second place is 0.23.
A ranking orders the sites on the scores written in the briefs; it does not replace a visit or a negotiation over the lease [S2].
Relies on: S1 · Route and volume data (fictional)S2 · Site shortlist briefs (fictional)
The chief operating officer decides. Approving records the top-ranked site as the recommendation to the board. It does not commit land, a lease or staff.
Ready.
Not done here. It does not decide where to build: the board decides, and a score is an input to that decision.
Where a person decides, and what is never done
Every example above ends with a named person approving it. Approving means exactly what is written here, and nothing more.
- SOP IntelligenceDecides: The depot operations managerApproving lets: Approving records that the night-sort routine may start with the evidence shown. It does not certify any individual or change the plan.Never: It does not decide that anyone is competent: an assessor observes and signs, and the platform shows only whether that evidence exists.
- ComplianceDecides: The head of compliance and riskApproving lets: Approving records the dependency picture in the supplier-risk file. It does not suspend a subcontractor or contact any customer.Never: It does not decide whether a subcontractor may operate: the transport manager and compliance do.
- Financial IntelligenceDecides: The finance directorApproving lets: Approving records these assumptions for the pricing committee. It does not change any customer's price.Never: It does not change a price or forecast diesel: the surcharge is a decision for the pricing committee.
- Legal IntelligenceDecides: The commercial lawyerApproving lets: Approving fixes the obligation list and the questions for the subcontractor, and sends the unsure readings to counsel. It does not accept the agreement.Never: It does not give legal advice or accept terms: counsel decides what the clauses mean and whether Marlowe signs.
- Executive IntelligenceDecides: The chief operating officerApproving lets: Approving records the top-ranked site as the recommendation to the board. It does not commit land, a lease or staff.Never: It does not decide where to build: the board decides, and a score is an input to that decision.
Always a person in logistics
- A transport manager decides whether a vehicle or a driver goes out; the platform never does.
- A depot manager decides what happens to a damaged load.
- Counsel decides how the company answers a claim for lost goods.
The capabilities behind these examples
- Practical knowledge verificationSomeone can pass a quiz and still not be able to do the task safely.
- Transition AssuranceA handover is usually a conversation and a folder.
- Publish a versioned, official releasePeople work from whichever copy they happen to find, and nobody can say which version was in force on a given day.
- Vendor and Third-Party RiskTrack suppliers and subprocessors, their security assurances, data-access arrangements, contract controls, expirations and exceptions.
- Organizational Dependency GraphA graph of people, teams, systems, suppliers and obligations from recorded relationships.
- Financial Scenario and Sensitivity ModelingModel pricing, hiring, investment, expansion, cost-reduction and operating scenarios with explicit variables and assumptions kept distinct from facts.
- Margin and Cost-Driver ExplanationsTrace material changes in margin, spend, profitability and unit cost to the governed measures and source-backed drivers behind them.
- Contract IntelligenceExtracts obligations, unusual clauses, renewals, liability, indemnity, pricing, confidentiality and data-processing exposure from contracts, compared against approved…
- Contract Compliance IntelligenceRead customer-authorised contracts for obligations, service commitments, deadlines, renewals, restrictions, responsibilities and compliance risks, with citations to the…
- Decision Options ComparatorSide-by-side comparison of recorded options against stated criteria, with evidence and uncertainty for each cell.
- Operational Bottleneck DiscoveryShows where work waits (review queues, overdue approvals) from recorded timestamps.
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