Explain the bill. Examine the package. Improve the work behind both.
A lower box price can still produce a more expensive shipment. I look at the combined cost, service needs, and actual workflow so the proposed change makes sense for your business.
Tell Scott what is happeningWhat would we actually review?
You do not need perfect data to start a conversation. We agree on a manageable sample, the evidence needed, and a useful deliverable before you hire me.
Are we paying for what actually shipped?
“The rate looked good. Why is the final bill so high?”
What I examine
Match a sample of shipments to billed charges: service, destination, recorded weight and dimensions, discounts, surcharges, adjustments, and the agreement in effect.
Useful starting information
Carrier invoices with charge detail, shipment records, the applicable rate agreement, and a small sample of actual packed shipments.
What you should be able to decide afterward
A charge-by-charge explanation, discrepancies supported by records, and questions to resolve with the carrier. A disputed charge is not a recovered credit.
Is the package making the shipment more expensive?
“We use that box because it’s the one we have.”
What I examine
Compare product fit, carton or mailer selection, protective material, packed measurements, packing effort, and damage. Test the complete package rather than assuming a smaller box is better.
Useful starting information
Common product and box sizes, material unit costs, a few packed samples, shipment charges, and damage or return history.
What you should be able to decide afterward
A shortlist of packaging changes to test, a cost comparison for eligible shipments, and acceptance checks for protection, service, and handling.
Are we buying supplies we already have—or do not use?
“We ordered more, then found another pallet of it.”
What I examine
Compare purchases, receipts, usable stock, actual consumption, scrap, obsolete sizes, and reorder decisions. Separate a stock clean-up from a recurring reduction in purchases.
Useful starting information
Packaging purchase history, unit prices, receipts, a stock count, usage records if available, and known shortages or write-offs.
What you should be able to decide afterward
Visibility into what is bought, used, and left over; proposed replenishment ownership; and separately labeled one-time stock and recurring cost opportunities.
Does the shipping method match the promise?
“We always ship it that way.”
What I examine
Compare suitable services for the same shipment profile and delivery commitment. Confirm product eligibility, handling requirements, tracking, claims, and customer expectations with the provider.
Useful starting information
Current service mix, destination patterns, promised delivery windows, product restrictions, actual charges, and comparable provider quotes.
What you should be able to decide afterward
Eligible groups for a controlled comparison, service tradeoffs, and a pilot plan. No blanket recommendation to use the cheapest method.
Where does a shipment create work twice?
“We already packed it. Now we have to fix it.”
What I examine
Follow exceptions such as wrong dimensions, address corrections, missing information, label problems, reboxing, damage, and reshipments back to where they begin.
Useful starting information
A few recent examples, the steps taken to fix them, frequency, actual extra charges and materials, and staff time measured separately.
What you should be able to decide afterward
A prioritized cause review and clear exception ownership. Count the same freight, material, or labor cost once—even when it appears in several reports.
“Smaller packaging” is an idea.
A tested comparison is a decision.
Suppose 2,000 eligible shipments a month move from $12.50 freight + $1.40 packaging each to $11.90 + $1.10, with $150 in added monthly costs. The recurring difference is $1,650 a month. With $1,200 in one-time implementation, the first 12 months total $18,600 before consulting fees.
That result depends on the inputs. If damage, service failures, or other costs increase, include those changes and reconsider. This example is not a forecast for your business.
A useful review leaves a decision record
- The current cost and the records that support it.
- A proposed change, affected shipments, and a responsible owner.
- The expected difference, implementation costs, and evidence still missing.
- A controlled test with protection, service, and accuracy requirements.
- A comparison of actual results before calling it verified savings.
Describe the concern first. We arrange a suitable private route for invoices and business records after agreeing on scope.
What changes when the costs change?
Use the dedicated workspace to compare a change and talk through the result with Wolf.
Open calculators & Wolf