ROI Calculator
How much would you be able to save with Velostics by optimizing scheduling, shipping and receiving and detention? Plug in your operation’s numbers below to find out and get a clear plan to resolve these issues in less than two months.
Appointment Scheduling
Check-in/Shipping and Receiving
Detention/Demurrage Costs and Management
One last thing
Please enter your name and business email below and we will share detailed savings break-down across operating and transactional costs and an actionable plan to get started and achieve positive impact within 3 weeks.
RECEIVING OPERATIONS TEAM
Active Schedulers
(Employees directly responsible for scheduling appointments - for example, receiving/shipping leads, customer service, schedulers, etc.)
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Number of facilities
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Active schedulers
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Industry Average
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% time spent scheduling
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Average scheduler hourly cost
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% of appointments automated
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FTEs scheduling
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0.4
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FTEs saved
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0.4
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| MORE DETAILS | |
| Cost of scheduling | $ 31.200 |
| Total savings for active schedulers/year | $ 31.200 |
Passive Schedulers
(Employees reviewing schedule and approving appointments - for example, plant managers, ops mgr, dir/vp of ops, S&R mgr)
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People reviewing
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% time spent reviewing
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%
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Average reviewer hourly cost
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$
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FTEs reviewing schedule
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0.4
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FTEs saved
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0.4
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| MORE DETAILS | |
| Cost of reviews and verification | $ 31.200 |
| Total savings for passive schedulers/year | $ 31.200 |
Warehouse / Shipping & Receiving Labor
(Number of warehouse employees loading and unloading trucks and trailers)
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S&R FTEs
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Overtime hours per week per FTE
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Overtime hours per week
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S&R/Warehouse labor hourly cost
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$
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Overtime cost multiplier
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Overtime cost per hour
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0.4
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Savings on overtime (weekly)
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0.4
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Overtime savings per year
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0.4
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Productivity improvement expected
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%
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Regular hours worked per year
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0.4
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| MORE DETAILS | |
| Right-size staffing savings per year | $ 31.200 |
| Total savings for S&R/warehouse teams | $ 31.200 |
Receiving Clerks / Guard Shack
(Number of employees validating loads and checking drivers in and out)
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Receiving clerks FTEs
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Expected time savings
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%
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| MORE DETAILS | |
| Receiving clerk savings | $ 31.200 |
Driver Detention
(Impact of detention/demurrage claims and charges, including inaccurate and exaggerated claims, across driver detention and asset/container detention)
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Total live loads per year
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% appointments with detention
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%
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Average cost per claim
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$
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Appointments with detention
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0.4
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Total cost of driver detention
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0.4
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% Reduction with faster gate-to-gate & prioritization
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%
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| MORE DETAILS | |
| Savings from driver detention | $ 31.200 |
Asset/Container Detention
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Number of drop loads with detention
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Average detention cost per container
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$
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% Reduction with better prioritization
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%
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Detention Cost
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0.4
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| MORE DETAILS | |
| Savings with improved load and container tracking | $ 31.200 |
Labor Cost to Manage Detention Claims
(Employees involved with the receiving, review, and approval of detention/demurrage claims)
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Detention reviewers (receiving, reviewing, coordinating, responding)
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% time spent on detentions
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%
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Average scheduler hourly cost
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$
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Detention analyst costs
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0.4
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Reduction with automation
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%
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| MORE DETAILS | |
| Savings from detention review labor | $ 31.200 |
RECEIVING OPERATIONS TEAM
Total Savings With Velostics