Profitability Analysis
Transport & Logistics
The real challenge of profitability analysis does not lie in extracting figures, but in assigning them correctly to build a solid and fair analytical accounting.
Many financial reports fail because:
→ Costs are not distributed where they are actually generated
→ Fixed and variable costs are mixed without criteria, distorting the real profitability of clients, routes or services.
→ Hidden costs are not reflected (disputes, inefficiencies, etc.).
→ Systems (ERP ↔ WMS ↔ TMS) are not configured to capture data with operational accuracy.
Our proposal:
An analysis that consolidates data meaningfully, ensuring that each cost is assigned where it belongs and that analytical accounting reflects operational reality.
Data is only reliable if the allocation stems from a deep knowledge of operations, ensuring that every number reflects the reality on the ground.
Note: The difference between the “Operating Controller” service and this one is that the former is continuous service, whereas the “Profitability Analysis” is a snapshot in time.
Shall we keep reading? Does it seem profitable to you?
What sets us apart?
Real sector experience
Beyond standard ERP data, we validate and reallocate costs to ensure they reflect the economic reality of operations.
Operations before finance
We look at profitability through an operational lens.
Results are the consolidation of a detailed operational analysis.
Systems experience
We know where systems typically fall short in cost allocation.
Independence and objectivity
We allocate costs with rigour, maximum objectivity and without bias.
Our Method
Real cost allocation analysis
Are costs allocated to the correct cost centre/client?
Are structural costs correctly allocated (direct shipments vs cross-docking)?
How are personnel costs allocated to the cost centre or client?
Are there hidden costs?
Separation of fixed and variable costs
Breakdown by actual cost centres
→ Transport costs are allocated to the correct routes?
→ Warehouse expenses are distributed according to actual use of space and resources?
Separation of fixed and variable costs
What part of the cost is structural and what part depends on volume?
Inclusion of hidden or indirect costs
Reporting structure
Systems audit
Do systems capture data accurately?
Are there errors in the automatic cost allocation?
Data consolidation
How is the data interrelated?
What is the database ID?
Migration to PowerBI
Periodic reports
Reports and Dashboard
According to criteria agreed with the client (centre/client/service/history, etc.)
Cross-referencing financial data with operations
Do the costs declared in accounting match what happens in the operations?
Do you want to know where you are losing money?