Free consultation 
3.8%
Average gross margin of large transport companies in Poland
In this sector there is no margin for misfired investments in technology.
Why is it worth running an automation workshop?
Do any of the following problems occur in your company? Each of them is a signal that the organisation is leaving real money on the table and losing ground to competitors who have already sorted these issues out.
Are processes carried out manually and errors occur frequently?
Manual order entry, re-keying data between systems, manual handling of shipping documents. Each of these is a hidden operational cost and a complaints risk that will not show up in the monthly balance sheet.
Are your employees spending hours on repetitive tasks?
Dispatchers generating reports in Excel, freight forwarders manually entering orders from emails, accounts teams booking fuel invoices by hand. Time that builds no value and burns out competent people.
Is there a lack of integration between systems (ERP, CRM, TMS, WMS)?
The same data is entered in multiple places. The TMS order does not know what is happening in the warehouse. The sales department cannot see real costs. The organisation operates in silo mode, despite millions invested in systems.
Is data inconsistent and scattered across multiple tools?
Each department works from its own version of the truth. Operational reports show different things from financial ones. Strategic decisions are made on data that is already out of date by the time it is generated.
Is scaling operational activities difficult or risky?
Every new client requires a proportional increase in headcount. Revenue growth does not translate into margin growth. On the contrary, operational chaos and growing error-handling costs consume it.
Workshop output
Full process analysis
An as-is process map of your organisation, including bottlenecks, hidden costs, and informal workarounds.
Functional specification
Documentation of the recommended solution at a level of detail sufficient for a precise implementation quote by any development team.
Business case with ROI
A financial model in three scenarios (pessimistic, realistic, optimistic), ready for presentation to the board.
Four documents, four audiences.
After the workshop you receive not a report, but a set of decision-making tools. Each has been designed for a specific audience and a specific decision moment.
Document 01
Executive Briefing Report
A strategic summary for the board. Presents the identified business problems, recommended directions, expected ROI, and key findings in narrative form. Enables a decision without going into technical detail.
Board · CEO · CFO
Document 02
Process Intelligence Blueprint (BPMN 2.0)
A definitive process map in the BPMN 2.0 standard — current and target state. Annotated diagrams covering design decisions, roles, and exceptions. A shared language for business and technology teams.
COO · CTO · Process Owner
Document 03
Functional specification of the solution
A detailed functional description of the recommended solution, at a level of detail that allows any development team to scope the work. Every module, integration, and exception scenario is described with sufficient precision for an implementation quote. This is the basis for a precise implementation budget, and therefore for a verifiable ROI.
CTO · IT Director · Vendor
Document 04
Business Case & ROI Model
A financial report with a dynamic model in Excel/Google Sheets. All assumptions, formulas, and scenarios (pessimistic, realistic, optimistic). The finance team can modify parameters independently and run their own simulations.
CFO · Controlling · Board
Competitive advantage in TSL does not come from another off-the-shelf system. It comes from the decision about which processes are truly worth automating.
The sector has already invested in TMS, WMS, and ERP. Yet most mid-size operators are still firefighting rather than building predictability. The data shows where the transformation stalled.
33%
Of companies report full IT system integration. The rest operate in silo mode.
SME Digitalisation 2024
35%
Of domestic truck runs in Poland are empty. EU average: 27%.
European Commission
31%
Of companies have a fully digital document workflow. The rest are drowning in a hybrid of paper, email, and scans.
TSL Report 2024
40 min
Average time to manually prepare a transport order. With automation — minutes.
Operational benchmark
AI without process is an experiment
AI embedded in process is an operational result
Most companies do not know the full potential of technology — especially in the area of AI
Your expertise is in operations, not in tracking what the latest language models can do with customer emails or how computer vision automates gate-in/gate-out. The workshop closes that asymmetry.
It is hard to make a sound investment decision without knowing the space of options. Our role is to reveal that space — and show which solutions genuinely fit your processes.
Most mid-size TSL companies have a picture of automation based on what they saw at competitors or suppliers a few years ago. Meanwhile reality, especially in artificial intelligence, has changed fundamentally in the last 18 months. Solutions that did not exist in production just a few quarters ago are available today.
We do not sell a product catalogue. We match specific technology to a specific use case, grounding it in the reality of your stack, your team’s competencies, and your budget. Every recommendation is backed by an operational and financial rationale, not industry fashion.
We do not sell a product catalogue. We match specific technology to a specific use case, grounding it in the reality of your stack, your team’s competencies, and your budget. Every recommendation is backed by an operational and financial rationale, not industry fashion.
As a result, implementations end in “non-closure”: the system works, but key processes still run sideways in Excel. Employees work around tools they do not understand. Management learns about unprofitable contracts only from monthly reports. The companies that win first put their processes in order and understand the landscape of possibilities. Then they invest in technology.
This is not software sales under a different name
The Process Automation Workshop concludes with a decision document, not a licence invoice. Its purpose is to minimise the risk of your next technology investment, regardless of who delivers it.
Standard approach
Implementation firm workshop
- Industry benchmarks and templated recommendations
- Staff surveys with no visibility into actual execution
- A list of “potential areas” with no quantification
- Recommendation of a product from the vendor’s portfolio
- No real knowledge of current AI capabilities
- Documentation that cannot be used for development
Process Automation Workshop
Strategic operational reconnaissance
- A map of your processes based on Event Storming with frontline employee participation
- Identification of undocumented workarounds and bottlenecks invisible in the TMS
- Cost quantification: labour, errors, downtime, lost revenue
- A full landscape of current technological capabilities, including AI, matched to your use case
- A functional specification enabling a precise implementation quote
- A defensive business case with verifiable ROI in three scenarios
From stakeholder identification to a deployment-ready automation plan
Every stage connects the operational perspective with the technological one. We use proven diagnostic tools — Event Storming, Lean and Six Sigma principles, BPMN 2.0 notation — because they capture process nuances that automated process mining tools do not detect.
Stakeholder Mapping
Goal – Identifying the right participants
We establish who genuinely knows how your processes work, from frontline employees to C-Suite. Without this, discussion stays at the level of org charts rather than operational reality.
Stage output
- Stakeholder map with assigned roles
- List of workshop participants and scope of responsibilities
- Introductory communication
Co-creation — the “to-be” state
Goal – Designing the target process
Building on the as-is map, we design the future processes. Lean and Six Sigma principles help eliminate waste. At this stage we introduce knowledge of current technological capabilities — showing what is realistically achievable today (especially in AI) and how to translate that into your processes.
Stage output
- Jointly developed to-be model
- List of recommended changes and improvements
- Areas with the highest automation potential
Quantitative Analysis & Business Case
Goal – A quantifiable business case
The qualitative process map is converted into a financial model: labour costs assigned to roles and tasks, operational costs, losses from errors and delays, opportunity costs. An ROI model in three scenarios is produced, reusable for future initiatives.
Stage output
- Defensive business case with ROI
- Financial model in Excel / Google Sheets
- Reusable tool
Functional specification & documentation
Goal – Technical blueprint for implementation
The as-is and to-be processes are formalised in BPMN 2.0 notation and supplemented with a detailed functional specification of the recommended solution. On this basis, a precise implementation quote is possible, by us or by any other development team. This closes the business case loop: the cost becomes known, the ROI verifiable.
Stage output
- Full BPMN 2.0 process documentation
- Functional specification ready for quoting
- Executive Briefing Report
Selected solutions we actually deploy in TSL
Below are a few examples of technologies we match to the cases we analyse. Each solves a specific operational problem, usually one the business would not even identify as a first automation candidate.
AI · Document
Intelligent document processing
Language models extract structured data from CMRs, fuel invoices, and waybills, understanding context rather than just scanning characters. Real-time validation, elimination of re-keying.
AI · Agent
Order classification and routing
An AI agent reads customer emails, recognises the query type (quote / order / complaint / status), extracts transport parameters, and routes them to the correct process in the TMS. The freight forwarder handles exceptions only.
AI · RAG
AI assistant with knowledge base
An internal assistant that searches your procedures, tariffs, client contracts, and legal requirements. The employee asks in natural language and receives a precise answer with a reference to the source.
Voice AI
Voice bot for shipment status handling
Automated handling of shipment status enquiries, delivery pre-notification confirmation, and information dispatch to drivers and customers. Operates 24/7 and integrates with TMS and telematics.
Computer Vision
ANPR and warehouse monitoring
Licence plate recognition at gates (gate-in/gate-out automation), cargo damage detection, pallet identification, and delivery receipt compliance checking.
Integrations
SENT and freight exchanges
Direct integration with the SENT system (sensitive goods transport) and with Trans.eu and Timocom exchanges, without leaving your TMS, with automated offer publishing and market price retrieval.
This is a subset. The full landscape of technological solutions (from telematics and mapping systems / QGIS, recommerce, KYC, and email communication automation, to bespoke software) is discussed during the workshop, with solutions matched to your use case, not the other way around.
The business case verifiability chain
The functional specification is not a document for the shelf. It is the foundation of a precise quote.
The weakest link in classic automation business cases is the estimated implementation cost, most often based on “order of magnitude” ranges. This keeps the ROI theoretical. The functional specification you receive from the workshop eliminates that imprecision.
Step 01
Functional specification
A detailed functional description of the solution — modules, integrations, scenarios, roles, exceptions.
Step 02
Precise implementation quote
Any development team can quote the solution down to the component level, not as an estimate but based on a concrete scope.
Step 03
Verifiable ROI
The business case rests on known costs, not assumptions. The investment decision becomes defensible at every level of the board.
Measurable results
What genuinely changes in the organisation after the workshop
30-60%
Improvement in process efficiency
in areas undergoing transformation, through elimination of manual tasks and workflow optimisation.
65%
Reduction in order creation time
in TSL companies after implementing advanced automation, according to sector research.
82%
Reduction in invoicing errors
through automation of routine tasks and elimination of manual data re-entry.
3
ROI scenarios
(pessimistic, realistic, optimistic) — defensible against any argument at a board meeting.
Different needs, one workshop
The Process Automation Workshop was designed as a shared language between the COO and the CTO. It translates operational pain into a technology map, and vice versa.
COO perspective
Operational priority: efficiency, costs, resilience
For the Chief Operating Officer and Director of Transport/Logistics, who are responsible for the company’s financial result and face pressure from two fronts: rising operational costs and board expectations regarding transformation.
- Identification of hidden costs in processes (empty runs, manual tasks, errors)
- A hard business case for defending the investment budget
- Increased scalability without proportional headcount growth
- Operational resilience under supply chain disruptions
CTO perspective
Technology priority: innovation, scalability, architecture
For the Chief Technology Officer and IT Director, who must deliver innovation with limited staffing resources and no clear priorities from the business side. The workshop provides a validated scope before a single line of code is written.
- Functional specification as an unambiguous development brief
- Elimination of scope creep risk and budget burn on low-impact features
- A current map of AI solutions matched to your processes
- Foundation for bespoke software rather than generic SaaS products
Four pricing parameters
Preliminary complexity of the analysed process
The number of stages, system integrations, exception scenarios, and roles involved in execution. We establish this during the initial consultation.
Number of stakeholders in sessions
The wider the spectrum of perspectives involved in Event Storming, the greater the requirement for validation sessions and time to consolidate findings.
Scope of Lean consultant involvement
For projects of higher complexity we bring in an external Lean Management / Six Sigma expert. This enriches the to-be design stage.
Estimated delivery time
A full cycle typically takes 4–6 weeks, in exceptional cases up to 8. The timeline is determined by the number of sessions, the scope of quantification, and the depth of the specification.
Pricing neutrality. The workshop cost is fixed and independent of any implementation decision. The quote for a potential implementation is produced only on the basis of the functional specification developed, which guarantees that the workshop recommendations are made exclusively in your operational interest, not in the technology vendor’s sales interest.
How much does the process analysis and automation workshop cost?
Every workshop is priced individually. We treat pricing transparency as a principle, not a concession. Below are the ranges within which we deliver projects, along with the full pricing methodology.
Minimum cost
PLN 15,000
from / net price
For narrower process scopes, fewer stakeholders, and without external lean consultant involvement. Appropriate for a selected, well-defined process.
Most commonly
PLN 25,000
net price / typical scope
A standard workshop for a mid-size TSL company with a cross-functional stakeholder team, a full 4–6 week cycle, and Lean / Six Sigma consultant support. Most of our projects fall within this range.
Discover the automation potential in your company
Let’s talk about the processes worth automating