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Business case

Put your own numbers on it.

Start from an example fleet of any size, then edit every assumption. Your inputs, your math.

  • Starting assumptions, not results
  • Nothing is stored or sent
  • Pricing is not published

Net each year

$25,772

Hours a week

16.9

Breakdown
Fleet

How much work moves through the business. Pick an example to start from, then change anything.

Start from an example fleet

Sets the truck count and scales the admin hours below in proportion. Starting points, not results.

Power units you run today, from one to thousands. Type a number above the slider’s reach.

An average week, not your best one.

What a typical load bills, in dollars.

Routine admin hours per week today

For each kind of routine work: the hours it takes now, and the share BAI can absorb or defer.

  1. Dispatch and coordination

    Hours per week, across everyone who does it, booking, assigning and re-planning loads.

    From 0% to 80%. Some of this work always stays with people.

  2. Invoicing and billing

    Hours per week building invoices, chasing paperwork and payments.

    From 0% to 80%. Some of this work always stays with people.

  3. Data entry and paperwork

    Hours per week typing records in and filing papers.

    From 0% to 80%. Some of this work always stays with people.

  4. Status calls and check-ins

    Hours per week on where-is-my-truck calls and texts.

    From 0% to 80%. Some of this work always stays with people.

What an hour of this work costs you

What an hour of this work costs you (your time, overtime, or an assistant).

Cash

Invoices that go out sooner get paid sooner.

How long after delivery the invoice usually goes out.

Your estimate once proof of delivery turns straight into a ready-to-bill invoice.

Annual cost of waiting for cash (factoring fee, line of credit, or your own money), in percent.

The next hire

Only then is the salary benchmark counted. It is shown on its own line, as a benchmark, not a saving.

A salary benchmark for the next admin hire you would otherwise make. A benchmark, not a saving.

Your pilot terms

Pricing is not published; enter your pilot terms.

Assumptions

Every formula, in words.

Nothing is hidden. This is exactly how the numbers above are worked out.

  1. Hours BAI absorbs each week = for each of the four admin rows, your hours a week times the share BAI can absorb or defer, added up.
  2. Value of admin time each year = hours absorbed each week × 52 weeks × what an hour of this work costs you.
  3. Invoices each year = trucks × loads per truck per week × 52 weeks.
  4. Revenue each year = invoices each year × your average invoice.
  5. Days faster = days from delivery to invoice today minus days with BAI, never below zero.
  6. Cash arriving sooner = revenue each year ÷ 365 × days faster. This is a one-time amount of cash you hold earlier, not a yearly figure.
  7. Carrying cost avoided each year = cash arriving sooner × your yearly cost of waiting for cash.
  8. Benchmark for a hire you would otherwise make = your salary benchmark, counted only if you say you would otherwise hire. A benchmark is not a saving.
  9. BAI cost each year = your monthly pilot terms × 12. Pricing is not published.
  10. Net each year = value of admin time + carrying cost avoided + the hire benchmark (only if counted) − BAI cost each year.
  11. Share of a full-time role = hours absorbed each week ÷ 40. It describes hours, not people.
  12. Money is rounded to whole dollars. Inputs outside the allowed range are brought back into range.

Benchmarks are not savings

  • The salary benchmark is a reference for the hire you would otherwise make, not money you get back.
  • Realised savings depend on what you actually do with the hours BAI frees up.
  • Critical oversight stays with people. BAI prepares; a person approves anything consequential.

What BAI absorbs or defers

BAI absorbs or defers routine administrative work, so your people spend their hours on the work that needs them.

  • Fewer status calls. Customer tracking links and driver updates answer where-is-my-truck before anyone picks up the phone.
  • Less manual data entry. Loads, stops and papers are entered once and carried through to the invoice.
  • Billing prepared the day a load delivers. Proof of delivery turns into a ready-to-bill invoice for a person to check and send.
  • The week-close checklist. Pay checked, paperwork complete, invoices out, week locked, one step at a time.

Check these numbers on your own records.

A pilot measures what changes on your loads, trucks and invoices, with thresholds agreed with you.

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