FAQ
Concrete answers about the service, cost and contract, measuring the effect, implementation and technology.
No. We do not just sell tools: we become part of your team. We automate and optimise your fleet’s dispatch decisions, and our team keeps working on its results. Software (delivERP) is our tool, but you pay for the effect: a fraction of the savings we actually generate.
Dispatch decisions: how many drivers and vehicles are needed for each day and hour, which vehicle takes which order and in what sequence, when the driver should leave so that the order is ready on arrival, and re-planning during the day when a new order, a cancellation, a traffic jam, a breakdown or a driver’s absence occurs. The system takes each order’s requirements into account: pickup and delivery windows, maximum transport time, weight, volume and vehicle type, for example refrigerated. People handle only the few exceptions.
No. Navigation tells you how to get from A to B. We decide who goes, with what, in what sequence and how many vehicles are needed at all. That is where most of the savings arise.
Usually your people split the area into routes, and the system only sets the delivery sequence within a route and guides the driver with navigation. That is the easiest part of the task. What costs the most happens earlier: fixed routes, each with its own buffer for peaks, and resource planning without an accurate forecast. We split orders dynamically between the vehicles actually available, keeping one shared buffer for the whole volume, much smaller than the sum of the fixed routes’ buffers, and plan resources from the order forecast. We use those of your systems that work well.
No, as long as the warehouse and dispatch work together. The concern is understandable: order in the warehouse is essential, and some companies have been through rollouts after which it was lost. Dynamic routes do not mean, however, that the plan changes every few minutes. The system builds routes continuously as orders come in and immediately pre-assigns them to vehicles planned in advance, roughly by direction. Most orders stay on the vehicle they were first assigned to until departure. Reassignments affect only part of the orders, usually between neighbouring routes, so in the warehouse they mean moving a consignment between adjacent staging areas or gates rather than searching the whole building. Their scale is already visible in the simulation and the pilot. Once we are integrated with the warehouse system, the warehouse operative receives a move instruction just as they receive a put-away instruction today: they go over, move the consignment and confirm it with a scan. It is much like returning an order cancelled before departure, which warehouses already handle today. Where needed, we introduce solutions that streamline warehouse work or adapt your existing procedures to dispatch together with you.
No, because we transfer an experienced driver’s knowledge into the system. On a fixed route a driver learns the recipients, where to park, gate and intercom codes and their requirements, so over time they work far more productively than a newcomer. But that knowledge stays in their head and leaves with them, and driver turnover in the industry is high. That is why we capture it in the system: codes, tips, photos of locations and recipients’ requirements are shown to the driver in the app at each stop. The app also guides them through the details: sequence, approach, where to park and which nearby stops to serve on foot from a single stop. As a result, a new driver works well from day one. You gain from this even on fixed routes, and at the same time fixed routes are no longer a condition for productivity, so variable routes become possible.
Yes. We do not stand between you and your fleet: you keep the relationship with drivers and carriers. You set the decision criteria, you see every decision live, and afterwards you can trace every order to the minute. You can take manual control at any time.
They stop building plans by hand and look after the criteria and the exceptions that need a person. This lowers the fixed costs of the management team and the pressure on managers.
Yes, that is the second engagement option: delivery and transport outsourcing. The work is taken over by a logistics company in our group or a partner. You pay it a rate, for example per delivery, and it bears the costs of vehicles, hours and kilometres, so keeping them down is in its interest. We work with it on optimisation.
Our entire fee, all charges combined, is 10 to 35% of the savings we actually generate. The longer and more binding the contract and the larger the scale of cooperation, the lower the share. In the contract the fee takes a concrete form, for example a rate per completed order. The audit, data analysis, reports and pilot are free.
Everything before savings appear: the audit, the analysis of your historical data, simulations, reports and a pilot at selected locations. You can stop the analysis or pilot at any time.
Because we only take on projects where we see real potential for savings. We run the analysis and pilot at our own cost, so a project without results means our team’s time lost. We have no interest in wasting yours.
If the pilot shows no results, we do not sign a contract. If results are missing during the cooperation, we charge no fee for those periods: no surplus over the baseline means no success fee for that location in that month.
No. We do not require exclusivity, and you can run the whole cooperation on a flexible contract that you can terminate at any time; in that case our share is closer to the top of the 10 to 35% range. We offer the lowest share in exchange for a long-term, binding contract: at a large scale our fee can be up to three times lower than under a flexible contract. We recommend starting on a flexible contract, verifying the real savings and only then moving to a long-term contract.
Against a baseline: the productivity a location would have reached with its previous dispatching, but under that month’s conditions. Most often we measure orders per driver working hour. We set the baseline separately for each location from about three months of data before implementation and adjust it every month using a formula fixed at the start, measuring conditions objectively from GPS and navigation distances. We calculate the success fee only on the surplus over the baseline.
Your own improvements and better conditions raise the baseline, so you do not pay for them. If, for example, you shrink the delivery zone, speed up order preparation, or traffic eases, the baseline rises with them. Every input can be checked: working-hours data from your records and GPS measurements.
You decide how to use the gain from better dispatch. If you use it for fewer fleet hours, we charge the success fee. If you use it for better delivery times with the same hours, there is no success fee. We carry the risk of that choice.
Typically 10–30% fewer vehicles for the same work, plus fewer driver working hours, kilometres and management costs. We do not promise percentages up front: a free analysis of your data, and then the pilot, show how much it will be for you.
No. Our client is whoever cares about the fleet’s productivity: whoever pays for vehicles, driver working hours and kilometres and decides how the fleet works. That can be a company with its own fleet, a shipper that pays carriers for vehicles and hours (such as a wholesaler), or a carrier paid per order that decides itself how many vehicles to deploy.
In changing logistics at scale: wholesalers, restaurant chains with delivery fleets, courier and parcel companies, road haulage, local distribution and grocery delivery. What matters is the nature of the logistics rather than the industry itself: many orders a day, a plan that changes from day to day and within a day, and decisions that often have only minutes or seconds.
At a scale where the savings are noticeable for both sides. With small fleets, a fraction of the savings would not cover the work we put into the rollout and then into our ongoing work with the client: oversight, analysis and the search for further improvements. We assess whether your fleet qualifies on your data, in the free analysis.
No. We run a limited number of projects, because each one needs continuous work from our team. We look at four conditions: the client’s commitment and openness, the right scale, how changeable the logistics are, and the potential visible in the data. If we do not see a chance of results, we say so at the start.
Yes, we also work with long-haul fleets. Different parameters matter there than in local deliveries, such as loading, empty running and drivers’ working time, which is why we start the analysis from your fleet’s data. The terms of cooperation remain the same: a free analysis and pilot, and a fee that is a fraction of the savings we actually generate.
Historical data on orders and fleet work, ideally from the last few months: dates, times and addresses of pickups and deliveries, time windows and other order requirements (such as weight, volume or vehicle type), and the working hours of drivers and vehicles, plus GPS traces if you have them. An export from your systems is enough. On that basis we show how far vehicles, working hours, kilometres and management costs can realistically be reduced.
First an analysis of historical data, then a pilot: a few weeks of preparation and about 3 months of full optimisation at selected locations. You can stop the pilot at any time. After a decision based on the results, we roll out to further locations.
Location by location. We are on site for the first rollouts and train your people. At further locations we support your teams remotely, and our team keeps working on the results of each one. We currently operate in Poland and also support Polish companies in their operations abroad.
Usually not. We integrate with the systems you already use (TMS, ordering systems, POS, ERP, WMS and others) and change your processes only where this is necessary to achieve savings. We already have ready-made integrations with many popular systems. We replace a system only if it cannot be integrated or does not offer the flexibility needed.
No. We use the apps your drivers already have, if they can be integrated. If you have none, we provide ours: a driver app with assigned orders and their sequence, and a tablet at the pickup point showing what to prepare and when.
From our own navigation. We use OpenStreetMap maps, and we developed the routing engine and the traffic model ourselves. The model learns from GPS data, above all from the fleet covered by the deployment, and measures driving time and service time at the address separately, because dispatch needs both.
We process data mainly on our own servers in the European Union (about 90% of our infrastructure), which gives us full control over where and how it is processed. delivERP runs as a service, with nothing to install at the client. We sign a data processing agreement with every client.
Since 2014, that is over 12 years. We grew out of the courier company Stava, which we built from the ground up; today it is the courier company in our group, with couriers in about 50 cities.
Stava is the courier company in our group: Dispatch Rangers grew out of its courier business. Today it is one of our clients, on an equal footing with the others: on our platform its whole fleet reaches 3.0 orders per courier working hour, against large food-delivery platforms’ averages of about 2.0–2.6. Stava also delivers from nearly 1,000 pickup points in about 50 cities, for brands including KFC, Pizza Hut, McDonald’s and Stokrotka.
Because the result is made up of hundreds, even thousands of details that we have been refining for years. One example is our navigation: it precisely separates driving time from service time at the address and finds shortcuts that standard systems miss. This is possible because we combine scientific knowledge (doctorates, professorships, patents) with over 12 years of running our own courier company, and in the same hands: the people who lead the company combine both. A scientist employed by a large company advises, whereas our team was itself responsible for the fleet’s results. Large, fast-growing companies also have to deal with many other challenges at the same time.
Start with a conversation and historical data on your fleet and orders. The analysis is free. If we do not see potential, we will tell you straight away.