Every morning the day’s orders become routes that respect delivery windows, vehicle capacity, driver shifts and required skills, using service times learned from your own history rather than a flat guess. The dispatcher keeps control — routes can be edited, locked and re-optimized — and the plan reaches drivers with navigation and ETAs attached.
A person sequences a reasonable route, not the best one, and cannot compare twenty variants under a deadline. The gap between reasonable and optimal is fuel, hours and missed windows.
Assuming ten minutes at every stop is wrong in both directions: the plan slips by mid-morning and the promised windows go with it.
A cancellation, an urgent order or a broken vehicle means rebuilding by hand at the worst possible moment, so most teams just absorb the inefficiency instead.
Geocoding, validation and fixing the entries that resolve to the wrong place. Optimization on bad coordinates produces a confident plan that sends a van to the wrong street.
Service time by customer type, order size, floor, access and time of day, from your own completed deliveries. This single input decides whether the plan survives contact with the morning.
Delivery windows, vehicle capacity and dimensions, driver shifts and breaks, required skills or certifications, zone restrictions. A plan that ignores one of these is not a plan.
Routes are proposed with the cost and the trade-offs visible; stops can be moved, pinned or excluded and the rest re-optimized around them. The dispatcher stays in charge and keeps the local knowledge in play.
Routes reach the driver app with navigation and ETAs; planned versus actual is reviewed weekly, and the service-time model corrects itself with each week of deliveries.
We build in your stack rather than moving you onto ours. The list below is what this solution most often connects to — other systems are a scoping question, not a blocker.
It depends far more on your stop density and window tightness than on the algorithm. We measure your current routes first and report the gap, rather than quoting a percentage that came from someone else’s operation.
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