Logistics KPIs
and a logistics cost dashboard
Logistics KPIs only work when every figure has a formula and a source. We set up an indicator set for import — OTIF, lead time by stage, cost per m³ and kg, D&D, dwell time in bonded storage, inspection rate — and a dashboard fed from your data rather than updated by hand once a quarter.
The indicators are split by stage: supplier, sea or rail leg, port, customs, delivery to the warehouse. That shows exactly who is responsible for a delay or an overspend.
Specification
Specification · Logistics KPIs. Standard terms · the indicator set and tool are agreed to fit your data
Service
- Type
- KPI system and cost dashboard
- Indicators
- 8–12, with formulas and owners
- Options
- KPIs in contractor agreements (SLA)
Terms
- Timing
- about 3–5 weeks
- Tool
- Excel, Power BI, DataLens, 1C
- Currency
- USD / RUB
Stages
- Stage 1
- goals and KPI definitions
- Stage 2
- data sources and dashboard
- Stage 3
- first review and targets
Price
- Base
- by number of indicators and sources
- Extras
- monthly review — on request
Service flow
- 01
Goals and decisions
We work out which decisions the KPIs must support: contractor and route choice, contract review, purchase planning. Indicators are selected for those decisions.
2–3 days - 02
KPI definitions
For each indicator we fix the formula, unit, source, frequency and owner. For example, OTIF is the share of deliveries that arrived on the agreed date and in full quantity.
3–5 days - 03
Data sources
We check whether the dates and amounts needed exist in your system and invoices; where they don't, we agree a data format with the forwarder and warehouse.
1 week - 04
Dashboard
We build the dashboard in your tool — Excel, Power BI, DataLens or a 1C report — with breakdowns by lane, contractor and mode.
1–2 weeks - 05
First review
We run the first monthly review with your team, set target values and agree how deviations are handled.
1 day
Problems
Lead time is counted as one figure from payment to warehouse — it is unclear where the days were lost: at the supplier, in port or at customs.
We break lead time into stages with control dates and show the deviation at each.
D&D and storage bills are paid as they come, and in management accounts they vanish into 'other expenses'.
We make idle time a separate indicator, in money and days, per container and per contractor.
The report is compiled by hand, is outdated by the time it is ready, and people stop looking at it.
We connect the dashboard to your accounting system and forwarder statuses, leaving manual input only where it cannot be avoided.
Documents
Where the KPI data comes from. The Incoterms rule sets the point from which you are responsible for time and cost — that is where the indicators start.
Incoterms
- EXW / FCA
- lead time is counted from cargo readiness at the supplier
- FOB
- supplier time to on-board and your time after it, separately
- CIF / DAP
- KPIs capture what happens on your side after arrival
Documents
- Shipment register
- planned and actual dates by stage: cargo ready, departure, arrival, release, receipt
- Contractor invoices
- broken down per container or lot — for cost per unit
- Customs declarations (DT)
- registration and release dates, inspections, adjustments
- Purchase orders
- ordered vs received quantity — for OTIF
FAQ
The core set is OTIF, lead time by stage, delivery cost per m³ or kg, D&D charged, dwell time in bonded storage and inspection rate. More than 10–12 indicators is rarely useful: people stop looking at the rest.
OTIF (On Time In Full) is the share of deliveries that arrived on the agreed date and in full quantity: the number of such deliveries divided by all deliveries in the period. Agree in advance which date counts as agreed and what tolerance window applies.
All charges for a lot — freight, local charges, D&D, storage, inland leg, customs brokerage — are divided by volume in m³, weight in kg or number of units. For light, bulky goods m³ is more telling; for heavy goods, kg.
Not necessarily. To start with, the dashboard is built in Excel, Power BI, DataLens or as a 1C report on existing data. As volumes grow, we add automatic feeds from the ERP and forwarder statuses.
Indicators point to specific loss points: an expensive lane, a contractor with constant delays, containers incurring D&D. These are addressed one by one — by changing contract terms, the route or the document routine.
Yes, through an SLA: quote turnaround, share of shipments in the agreed week, deadlines for documents and status updates. The indicators must depend on the contractor, not on the supplier or customs.