Businesses · Enterprise
For enterprise supply-chain, logistics and procurement teams moving goods across plants, warehouses, lanes and customers — on trucks that are mostly somebody else's. Procurement wins the rate. Execution decides what you actually pay.
The drain
Procurement wins the rate. Execution spends it. Between the award and the invoice, more than a third of the freight rupee is decided by things no procurement sheet can see — and almost none of it is measured until the bill arrives.
Twelve rupees for time the truck spent waiting — at your plant, your warehouse, your customer's dock. You are billed for it, you often owe it, and you can almost never prove how much.
Nine rupees is the premium for vehicles sourced in a panic when the awarded transporter did not place. Every non-placement quietly converts a contracted rate into a spot one.
Eight rupees for off-corridor running, sub-optimal mode choice and empty repositioning. Deviation is a cost the moment the truck leaves the planned route — not when the invoice explains it.
Five rupees in working-capital float and manual chasing — for proof of delivery that arrives days late, by courier, sometimes not at all. A trip that cannot close is freight you have received and cannot settle.
Rates billed above the contract, detention added without evidence, the same trip invoiced twice. Freight invoice validation is manual — and manual means most of it is approved on trust.
Detention, ad-hoc premiums, deviation, closure float and invoice leakage are ₹38 of every ₹100 of freight spend — none of it set by procurement, all of it set in execution, and almost none of it visible until settlement. A transport management system is the layer that moves that visibility earlier, to the trip that caused it.
One shipment
A single load, plant to customer. Five moments where the freight rupee is spent — and in four of them the only record belongs to the transporter.
A rate card tells you what a trip should cost. It has never told you what this one did.
The plan lives in a spreadsheet.
Loads, lanes and transporters are assigned by hand, over calls and messages. When the plan changes, nothing downstream is told — the error surfaces at the loading window, not on the sheet.
Three states of the same morning. Only one of them is in a system anyone else can see.
The truck was promised for 10:00. It never placed.
The contracted transporter did not send a vehicle. The site learns this only after the loading window closes — and the load moves on a spot truck at whatever the market asks that hour.
Nobody re-negotiated a contract. A truck simply did not arrive, and a contracted rate became a spot one for the afternoon.
The truck is off route, and no one knows why.
A deviation is showing on the map. Is it a shortcut or a problem? Without route context and an exception workflow, it becomes a manual phone call — and the ETA quietly slips past the customer promise.
The deviation and the missed SLA are the same event, twelve hours apart. Only the first one was still cheap to act on.
The truck arrived on time. Then it waited nine hours.
Detention builds at the consignee's gate. It is billed to you, and you may well owe it — but the dwell was never timed against the trip, so the claim is a number in an email, not a fact.
Detention was never a dispute about whether it happened. It was a dispute about whether it could be shown — and only one of those is solvable.
The invoice arrives. The rate is wrong.
The freight bill is billed above the awarded rate and carries detention with no evidence behind it. Validated by hand against a rate card in another system, most of it is approved on trust and disputed later.
The dispute did not disappear. It moved to before the payment — the only side of it where the money is still yours.
How Taabi is different
Every TMS can tell you a truck is late. That is a status, and a status on its own changes nothing.
Taabi holds the trip against trip plan, live track, transporter history, detention exposure and AI before it becomes a missed SLA and a disputed invoice.
The planned route, stops and schedule are the baseline. A deviation is read against the plan, not as a lone GPS dot on a map — so the question is already 'why', not 'where'.
Establishes the baselineReal-time position, geofences and corridor context show where the truck is, how it got there, and whether the deviation is a shortcut or a problem worth a call.
Confirms the deviationPerformance by lane and service separates a one-off exception from a systemic transporter issue — which is the difference between a phone call and a benchmark you award against.
Separates one-off from patternDwell at destination, gate-in and gate-out schedules turn a late ETA into a rupee figure — the real cost of the deviation, not just its inconvenience.
Quantifies the costAI weighs the deviation, the ETA risk, the detention exposure and the customer SLA together, and recommends the next action while it can still change the outcome.
Recommends the actionThe five signals are not a feature list. They are the reason the decision is about the customer, the cost and the transporter at once — and the reason it is made during the trip rather than argued after it.
This is the whole difference. A TMS manages trips. Taabi manages the decisions that keep trips on time, on cost and on contract — and only a decision made in time is worth anything.
Use cases
Plan and monitor trip movement across plants, warehouses, lanes and transporters in one operating view.
Track assignment, acceptance, placement and reliability — and award the next lane on a record, not a relationship.
Waiting time at plants, warehouses and customer docks is cost you pay and cannot currently prove.
Validate every freight bill against the awarded rate, the trip and the POD before it is paid, not after.
Close the loop from the rate you award to the cost you actually pay, lane by lane.
Solutions available
Plan, dispatch, track and control trips across lanes and transporters — the execution layer between sourcing and settlement.
ETA, deviation, detention and closure — the record that turns a delay argument into a billable fact.
Award transport on lane-level intelligence, then hold execution to the rate you awarded.
Validate freight invoices against the trip, the rate card and the POD before the payment runs.
One command layer over trips, transporters, exceptions and cost across the whole network.
Freight cost, OTD, detention and transporter performance benchmarked across lanes, plants and business units.
Business impact
Not a percentage we cannot source. A list of things that are true on the left today, and true on the right after.
Every row on the right resolves to the same denominator — ₹ / tonne
Proof slot — empty
One named enterprise customer, with fleet or asset count and a measured delta. This is the block an enterprise buyer scans for evidence, and it is the one thing this page does not yet have. Fill it with a customer — not a borrowed benchmark.
Who it's for
Supply chain leaders
Leaders who negotiated the contract but cannot see whether execution delivered the cost and reliability it promised.
Logistics and transport teams
Teams planning, dispatching and tracking across plants, warehouses, lanes and transporters — on spreadsheets, calls and disconnected systems.
Finance and control
Controllers validating freight invoices and detention against records supplied by the party being paid.
FAQ
A Transport Management System, or TMS, helps a business plan, execute, track and optimise the movement of goods across its supply chain. Traditional TMS software digitises the workflow — trip creation, dispatch, documentation. Taabi turns that workflow into an execution intelligence layer by connecting trip data, transporter performance, route context, detention, SLA risk, documentation and AI-led exception handling, so cost is controlled during the trip rather than reconciled after it.
The other pages are for operators who own or run the vehicles, measured in cost per kilometre, engine hour or tonne. This page is for the enterprise that buys transport — the shipper whose trucks are mostly someone else's. The unit is the freight rupee, and the leakage lives between the rate procurement awarded and the invoice finance pays: detention, ad-hoc placement, deviation, closure float and invoice error. A TMS is the layer that makes that gap visible while it can still be acted on.
Yes, and the spot side is usually where the leakage is worst, because a non-placement on a contracted lane quietly converts an awarded rate into a panic-sourced one. The same trip, transporter and detention record exists whether the vehicle came from a contract or the spot market — which is what turns transporter performance from an anecdote into a benchmark you can award against.
Get started
See the drain, the shipment and the evidence chain run against a live enterprise transport operation — planning to settlement, on one view.
