Industries / Transportation & Logistics
Freight margin is thin enough that a cost applied to the wrong shipment is the difference between a profitable lane and a busy one. We implement Business Central so landed cost, warehouse movement and trading-partner documents land on the right record the first time. Twelve-plus logistics implementations.
Sub-models
Logistics is the vertical where the same words mean different things to different operators. These are the three we build for.
You own the assets. Cost per unit moved, fuel, maintenance and driver settlement are the ledger, and revenue is per load.
You hold other people’s inventory, so the accounting question is billing for storage and handling per client while the operational question is bin-level accuracy for stock you do not own.
You own neither the truck nor the freight. The system is a matching engine over buy-rate and sell-rate, and the margin only exists if the purchased cost is attached to the shipment before the invoice goes out.
Delivery is a cost of sale rather than the product. The freight cost has to reach the item and the customer, or gross margin by product line is fiction.
The processes, by name
Named as dispatch and accounting each say them — the two halves that have to agree before a lane can be renegotiated on evidence.
Freight, duty, brokerage and fuel surcharge applied to the receipt as item charges, so inventory value and margin include what it actually cost to get the goods here — not an accrual trued up quarterly.
The right warehouse topology for the operation, from no bins at all through directed put-away and pick. Choosing a heavier topology than the operation needs is the most common way a warehouse go-live fails.
Purchase orders, advance ship notices and invoices exchanged in the partner’s format, with label and routing requirements met — because a compliance chargeback is a margin problem, not an IT problem.
Inventory between two of your own locations is neither shipped nor received, and pretending otherwise is why the count never matches. In-transit modelled properly makes multi-location stock believable.
Revenue and purchased transportation on the same record, so profitability is answerable per shipment, per lane and per customer while there is still time to renegotiate.
Our apps that earn their keep here
Software we already ship for this work.
Receiving, put-away, picking and counting
A mobile barcode WMS that runs inside Business Central. Scanner-driven receiving, put-away, picks, moves and counts — posting through BC’s own codeunits, so the ledger is the only source of truth.
On Microsoft AppSource (opens the marketplace listing in a new tab)
License plating and container handling
License-plate management for pallets and containers: build, split, merge and move whole plates instead of line-by-line quantities.
On Microsoft AppSource
Supplier invoice processing
Vendor invoice to posted purchase invoice, inside Business Central. The invoice is treated as a claim and reconciled against BC’s own order and posted receipt, so a mis-read number raises a legible exception instead of posting a wrong figure.
On Microsoft AppSource
Every app above is implemented by the team that built it — one contract, one accountable engineering group.
How we deliver
FitShipRunFit to standard first
Most requirements are configuration, not code.
Build like it ships
Custom work held to our marketplace bar.
Run it with you
We stay through your first month-end close.
Straight answers
Including the ones where the honest answer is that we are not the right firm.
It is not, and we will not tell you it is. Dispatch, routing and telematics belong in a transportation system. What Business Central does is own the money: the load’s revenue, its purchased cost, the settlement and the ledger. The project is usually a clean integration boundary between the two, not a replacement of either.
Through an EDI service that speaks your partners’ formats, yes, and that is the right architecture — mapping documents inside the ERP is a maintenance burden that grows with every partner. The implementation work is the document lifecycle behind it: what an inbound order is allowed to create, and what happens when it does not match.
Only if it is treated as owned stock. Customer-owned inventory needs to be visible and accurate operationally without being valued on your balance sheet, and getting that distinction right at setup is what keeps a 3PL’s financials honest.
Accurate enough that pickers trust it, or they will work around it and it becomes worse than nothing. That is a scanning and process question before it is a software one, which is why we would rather start with the topology the operation can actually sustain and tighten it than launch directed put-away on day one.
Yes, with item charges applied to the posted receipt when the carrier invoice lands. The decision worth making deliberately is whether to accrue an estimate at receipt and true it up, or to wait — that is a controller’s call about how much margin distortion is tolerable mid-month, and both are supportable.
Yes. A distributor running its own fleet has the same landed-cost and warehouse problems as a carrier, plus product margin — and it is usually the one where freight cost has never reached the item, so gross margin by product line has been wrong for years without anyone noticing.
Next step
Thirty minutes, not a deck. We’ll tell you whether standard Business Central covers it, whether one of our apps does, or what a build would honestly take.
sales@dynamicspro.ca · Serving North America · 416-843-6575