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Omnichannel Operations

Why one owner for warehouse and freight cuts claims and missed cut-offs

What changes when one operator holds the warehouse, the courier and the record between them: cut-offs, handovers, claims and measurement.

The short answer

When the warehouse and the courier sit on two contracts, the gaps between them belong to no one: the cut-off, the handover and the claim. One operator on both legs sets the dispatch clock and the courier pickup together, closes every handover on one record, and carries a claim whichever leg caused it.

At a glance

  • Two contracts mean two clocks, two investigations and a brand stuck in the middle.
  • One owner can move the cut-off and the pickup together, lane by lane.
  • Claims, handovers and service levels run on one record.

The gap between two contracts

Most brands buy warehousing from one company and shipping from another. Each vendor runs its own clock. The warehouse closes the manifest when its shift ends; the courier arrives when its route allows. Neither can move the other, so the brand ends up arbitrating every late order.

One clock for the shift and the pickup

When one operator holds both legs, the dispatch cut-off is set against the courier pickup window, not against a vendor’s convenience. Prozo runs 2 or 3 pick waves a day and up to 3 courier cut-offs, so an afternoon order still leaves the building the same evening. Same-day and next-day delivery can then be switched on lane by lane, across 8,800+ pincodes.

Every handover on one record

The weakest point in a split model is the handover: a parcel the warehouse marked shipped and the courier never scanned. With one owner, the manifest scan and the carrier event sit in one ledger. Prozo finds a shipment that was handed over but is missing from carrier tracking before the brand asks, and matches every reverse manifest to the dock scan daily.

Claims with one owner

In a split model, a lost or damaged parcel starts 2 investigations and produces 2 reports, and neither vendor accepts liability before the other does. With one contract, there is one investigation on one record, and the liability already sits with the operator. Approval never waits for a second party.

One measure across both legs

Service level adherence should cover dispatch and delivery together, because that is what the customer experiences. Prozo’s Control Tower watches every open order against its committed date, hour by hour, and every escalation has a named owner, up to the founder.

When a split model still makes sense

If you already hold a large warehouse, you do not have to give it up. In a managed model, you keep the building and the lease while one operator runs the operation and the freight. Prozo runs 11 managed warehouses of 12.9 lakh+ sq ft this way.

Related questions

Why use one partner for both warehousing and shipping?

With one partner on both legs, the dispatch cut-off and the courier pickup move together, so same-day and later cut-offs become possible. Claims sit with one owner on one record, and handovers between the warehouse and the courier are reconciled daily. Prozo runs both legs on one contract.

Answer & related reading
How can I offer same-day or next-day delivery to my customers?

Keep stock close to your customers and control the cut-off. Prozo offers same-day and next-day delivery on 8,800+ pincodes from the warehouse that holds your stock. Because Prozo runs both the warehouse and the courier pickup, it can run 2 or 3 pick waves a day, so an afternoon order still leaves the same evening.

Answer & related reading
What should I do if a courier loses or damages my parcel?

Raise a claim quickly, with proof of how the parcel was packed and handed over. When Prozo runs both your warehouse and shipping, Prozo carries the claim on one record, whichever leg caused it. ProVMS records forward packing and return receipts on video for approved brands and channels.

Answer & related reading

Sources & service information

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Dr. Ashvini Jakhar

Founder and CEO, Prozo

Dr. Ashvini Jakhar founded Prozo in July 2014 and has led it as Founder and CEO since. Before Prozo, Dr. Jakhar served as a surgeon in the Indian Navy, retiring as a Lieutenant Commander, and worked as a strategy consultant at McKinsey. Dr. Jakhar studied medicine at AFMC Pune and business at HEC Paris and ISB.

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