{"id":1858,"date":"2026-05-07T09:42:24","date_gmt":"2026-05-07T08:42:24","guid":{"rendered":"https:\/\/heylog.com\/?p=1858"},"modified":"2026-05-19T09:24:02","modified_gmt":"2026-05-19T08:24:02","slug":"hidden-yard-costs-true-cost-dwell-time","status":"publish","type":"post","link":"https:\/\/heylog.com\/en\/hidden-yard-costs-true-cost-dwell-time\/","title":{"rendered":"What does one hour of dwell time really cost your yard?"},"content":{"rendered":"<style>\n.heylog-blog-content { max-width: 720px; margin-left: auto; margin-right: auto; font-size: 1.0625rem; line-height: 1.85; color: #1f2937; letter-spacing: 0.01em; }\n.heylog-blog-content > * + * { margin-top: 0; }\n.heylog-blog-content p { margin: 0 0 1.4rem; line-height: 1.75; }\n.heylog-blog-content h2 { margin: 3rem 0 1rem; font-size: 1.65rem; line-height: 1.3; font-weight: 700; }\n.heylog-blog-content h3 { margin: 2.25rem 0 0.75rem; font-size: 1.3rem; line-height: 1.35; font-weight: 600; }\n.heylog-blog-content h2:first-child, .heylog-blog-content h3:first-child { margin-top: 1rem; }\n.heylog-blog-content ul, .heylog-blog-content ol { margin: 0 0 1.6rem 0; padding-left: 1.4rem; }\n.heylog-blog-content li { margin: 0 0 0.65rem; line-height: 1.65; }\n.heylog-blog-content li > p { margin: 0 0 0.5rem; }\n.heylog-blog-content blockquote { margin: 1.75rem 0; padding: 0.85rem 1.25rem; border-left: 4px solid #9ca3af; background: #f9fafb; font-style: italic; color: #374151; }\n.heylog-blog-content hr { margin: 2.5rem 0; border: 0; border-top: 1px solid #e5e7eb; }\n.heylog-blog-content figure { margin: 2rem auto; text-align: center; }\n.heylog-blog-content figure img { max-width: 100%; height: auto; display: block; margin: 0 auto; }\n.heylog-blog-content figcaption { font-size: 0.875rem; color: #6b7280; text-align: center; margin-top: 0.5rem; line-height: 1.5; }\n.heylog-blog-content strong { font-weight: 600; color: #111827; }\n.heylog-blog-content a { color: #2563eb; text-decoration: underline; }\n<\/style>\n<div class=\"heylog-blog-content\" style=\"max-width:720px;margin-left:auto;margin-right:auto;font-size:1.0625rem;line-height:1.85;color:#1f2937;letter-spacing:0.01em;\">\n<figure style=\"margin:2rem auto;text-align:center;\"><img decoding=\"async\" src=\"https:\/\/heylog.com\/wp-content\/uploads\/2026\/05\/post-173-1778142761477.png\" alt=\"What does one hour of dwell time really cost your yard?\" \/ style=\"max-width:100%;height:auto;display:block;margin:0 auto;\" style=\"max-width:100%;height:auto;display:block;margin:0 auto;\"><\/figure>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">What does one hour of dwell time on your yard really cost? Most logistics directors offer a figure off the top of their head. Sometimes the direction is right. But worked through \u2014 truly worked through, with all seven line items \u2014 almost nobody has done it. This is not criticism. It is a structural problem: the most expensive hours on your yard appear in no cost centre.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Why hidden yard costs remain so stubbornly invisible<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Finance records what generates invoices. A fork-lift driver waiting 40 minutes because the dock is blocked generates no invoice. A dispatcher making 18 calls daily to clarify arrival times generates no separate booking. Overtime that arises Monday morning because 40 % of all day deliveries roll in between 06:30 and 08:00 \u2014 those land on the payroll account, not under &#8220;yard coordination&#8221;.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">The result: budget discussions about yard coordination fail regularly not from lack of insight, but from lack of numbers. And whoever lacks a number gets no budget.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">This article exposes seven cost positions. None of them are invented. All of them are real in manufacturing plants \u2014 they are simply rarely gathered in the same report.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Line item 1: Dwell time \u2014 the costs your freight price already contains<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Hauliers factor dwell time into their quotes. Not openly, not as a line on the invoice \u2014 but it is there. A plant known for drivers waiting regularly 60 to 90 minutes pays for it through the freight price. Not once, but every time you place an order.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">How much? It varies sharply by lane and volume, but a flat dwell-time surcharge of 8 to 15 % on the base price is not uncommon in the industry \u2014 it just rarely goes by that name. It is called &#8220;direct delivery surcharge&#8221; or &#8220;handling allowance&#8221; or does not appear explicitly at all, because it is already priced into the driver&#8217;s hourly rate.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">The micro-calculation for your plant:<\/strong><br \/>\nTake your daily inbound shipments. Estimate conservatively how many end with more than 45 minutes wait time. Multiply by a 10 % surcharge on average freight price. At 30 deliveries per day, an average price of \u20ac280, and 20 % of trips with wait time, that is roughly \u20ac1,680 per week \u2014 silently, without invoice, without a cost centre.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Line item 2: Dispatch calls \u2014 staff time nobody counts<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Up to 80 % of pre-advice notifications in German plants still run via spreadsheet or email. What that means: someone must actively check. Where is the lorry? Will it arrive today? Does the driver have dock information? Can goods be prepared?<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">A typical dispatcher makes \u2014 depending on plant size and daily volume \u2014 between 15 and 25 such clarification calls per day. Four minutes per call, that is realistic, perhaps even optimistic. At an hourly rate of \u20ac35 (full cost) and 250 working days:<\/p>\n<blockquote style=\"margin:1.75rem 0;padding:0.85rem 1.25rem;border-left:4px solid #9ca3af;background:#f9fafb;font-style:italic;color:#374151;\">\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">20 calls \u00d7 4 min = 80 min\/day \u00d7 250 days = 333 hours \u00d7 \u20ac35\/h = <strong style=\"font-weight:600;color:#111827;\">\u20ac11,655 per year<\/strong><\/p>\n<\/blockquote>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">This is a role that does not show up in headcount planning because it is split across ten shoulders. And because nobody books these minutes as &#8220;yard coordination&#8221;.<\/p>\n<figure style=\"margin:2rem auto;text-align:center;\"><img decoding=\"async\" src=\"https:\/\/heylog.com\/wp-content\/uploads\/2026\/04\/post-157-1777314151016.png\" alt=\"Dispatch calls for truck coordination: What daily clarification conversations really cost\" \/ style=\"max-width:100%;height:auto;display:block;margin:0 auto;\" style=\"max-width:100%;height:auto;display:block;margin:0 auto;\"><figcaption style=\"font-size:0.875rem;color:#6b7280;text-align:center;margin-top:0.5rem;line-height:1.5;\">What daily clarification calls for inbound lorries really cost \u2013 seldom recorded, but real.<\/figcaption><\/figure>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Line item 3: Dock blockade \u2014 the silent production delay<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">One lorry sits 70 minutes at dock 3. Dock 3 is blocked. The next lorry \u2014 the one with the parts the line needs at 09:00 \u2014 waits at dock 4 because dock 3 would normally be correct, but it is occupied. Someone decides ad hoc. Someone reorganises.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">What really happens in this hour? In plants with takt production, a delayed material arrival can bring a line to a stop for 15 to 30 minutes. In automotive supply, in pharma manufacturing, in food production \u2014 anywhere just-in-time is not a phrase but an operating mode, this half hour has a concrete cost. It appears under &#8220;production downtime&#8221;, sometimes under &#8220;maintenance&#8221; (if machines run whilst idle), rarely under &#8220;yard coordination&#8221;.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">The connection between yard chaos and production delay is real. It is simply not named that way.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Line item 4: Carrier reputation \u2014 what hauliers tell each other about your plant<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Drivers talk. Dispatchers at haulage firms talk. Google Maps now hosts thousands of ratings for loading points \u2014 many from drivers who waited there. What is written there has consequences.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">If your plant is known as a &#8220;difficult location&#8221; \u2014 long waits, poor communication, unreliable clearing \u2014 hauliers respond with higher spot-market quotes, lower priority in capacity crunches, less willingness to arrange flexible scheduling.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">How much that costs cannot be pinned down exactly. But the mechanism is known: carrier scoring systems in haulage firms note where drivers are treated poorly or where loading times are unpredictable. Your yard has a reputation. The question is only whether you know it.<\/p>\n<figure style=\"margin:2rem auto;text-align:center;\"><img decoding=\"async\" src=\"https:\/\/heylog.com\/wp-content\/uploads\/2026\/04\/post-167-1777315113083.png\" alt=\"Dwell time at the yard: What hauliers know about your location \u2013 and what it costs on the spot market\" \/ style=\"max-width:100%;height:auto;display:block;margin:0 auto;\" style=\"max-width:100%;height:auto;display:block;margin:0 auto;\"><figcaption style=\"font-size:0.875rem;color:#6b7280;text-align:center;margin-top:0.5rem;line-height:1.5;\">Long waits and poor yard communication drive up spot-market prices in the long run.<\/figcaption><\/figure>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Line item 5: Peak overtime \u2014 Monday morning as a cost driver<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Around 40 % of all daily inbound deliveries roll into the yard in the first 90 minutes after plant opening. This figure is observable across industries and has a simple cause: drivers want to unload early to complete their run. But the plant at 06:30 is not set up for 40 % of the day&#8217;s volume.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">What follows: overtime for fork-lift operators and goods-in staff, spontaneous task reorganisation, overloaded gatehouse, yard congestion. And at month-end, overtime premiums booked under &#8220;personnel costs&#8221; \u2014 with no link to the yard, no link to the morning peak.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">Quick calculation:<\/strong> 4 staff work morning peak overtime of 45 minutes 3 days per week. At \u20ac35\/h full cost and 50 % overtime premium: 4 \u00d7 0.75h \u00d7 1.5 \u00d7 \u20ac35 \u00d7 150 days = <strong style=\"font-weight:600;color:#111827;\">\u20ac23,625 per year.<\/strong> In no yard-cost analysis. In payroll: unremarkable.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Line item 6: Errors from chaos \u2014 what returns really cost<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Chaos carries its own error rate. When docks are assigned wrongly, when delivery notes go unchecked in the rush, when the wrong pallet is loaded because nobody had time to verify the delivery note number \u2014 returns happen.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">A goods-in return costs \u2014 depending on industry and product \u2014 between \u20ac80 and \u20ac350 to process: reversal, return transport, reorder, communication with supplier and haulier. In plants with 5 to 10 goods-in errors monthly, some traceable to poor yard coordination, that is a mid-four-figure sum annually \u2014 also without a cost centre.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Line item 7: Documentation effort \u2014 what remains after the lorry<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">When a lorry arrives 90 minutes late, what follows is rework: who was responsible? Was it the haulier, the driver, traffic? Does a demurrage invoice need checking? What was unloaded when?<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Without systematic arrival logging, these questions flow via email, phone, handwritten gatehouse notes. One employee spends 20 to 40 minutes on follow-ups that have no operational impact \u2014 only documentation, usually incomplete. In plants with frequent deviations, these minutes add up to genuine hours per week.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">What this adds up to<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Set all seven line items side by side. Not as an exact figure \u2014 that would be misleading, as every plant is different. But as a structural observation:<\/p>\n<ul style=\"margin:0 0 1.6rem 0;padding-left:1.4rem;\">\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\">Dwell-time surcharges in freight prices<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\">Dispatch staff time for clarification calls<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\">Production delay from dock blockades<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\">Spot-market surcharges from poor carrier reputation<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\">Morning peak overtime<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\">Returns and error costs from chaos<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\">Documentation effort without system support<\/li>\n<\/ul>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">None of these line items has its own cost centre. All of them are paid nonetheless.<\/strong><\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">A plant with 40 daily inbound shipments and moderate wait times can alone from line items 1, 2 and 5 reach \u20ac40,000 to \u20ac70,000 in annual extra costs \u2014 depending on freight volume, staffing structure and peak behaviour. That is not a Heylog figure. That is industry maths.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">What becomes possible when arrivals are controllable<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">The key to managing several of these costs lies not on the yard itself, but in the hours before. If you know when a lorry will actually arrive \u2014 not by slot, but by driver \u2014 you can assign docks sensibly, prepare goods-in and flatten the morning peak.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Heylog automatically sends the driver a WhatsApp. He confirms his ETA. You see it in the dashboard. No call, no app, no portal.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">This does not resolve all seven line items at once. But it turns reactive yard management into something that feels like control \u2014 and changes which costs can arise at all.<\/p>\n<hr style=\"margin:2.5rem 0;border:0;border-top:1px solid #e5e7eb;\">\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">The question that remains<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Which of the seven line items do not appear in any of your reports \u2014 and how much would you estimate that total at if you calculated it properly for the first time today?<\/p>\n<\/div>\n<hr style=\"max-width:720px;margin:3rem auto 0;border:0;border-top:1px solid #e5e7eb;\" \/>\n<section class=\"heylog-faq\" aria-label=\"Frequently asked questions\" style=\"max-width:720px;margin:2rem auto;padding:0;font-family:inherit;color:#1f2937;\">\n<h2 style=\"font-size:1.5rem;line-height:1.3;font-weight:700;margin:0 0 1.25rem;color:#111827;letter-spacing:-0.01em;\">Frequently asked questions<\/h2>\n<div class=\"heylog-faq-item\" style=\"margin:0 0 0.75rem;padding:1.1rem 1.25rem;background:#f6f7f9;border-radius:10px;border-left:3px solid #122CC5;\">\n<h3 style=\"font-size:1.05rem;line-height:1.4;font-weight:600;margin:0 0 0.5rem;color:#111827;\">What are typical hidden yard costs in manufacturing plants?<\/h3>\n<p style=\"font-size:1rem;line-height:1.7;margin:0;color:#374151;\">Hidden yard costs include dwell-time surcharges in freight prices, staff time for clarification calls, production delay from dock blockades and morning peak overtime. These line items appear in no separate cost centre, yet in many plants they total \u20ac40,000 to \u20ac70,000 annually.<\/p>\n<\/div>\n<div class=\"heylog-faq-item\" style=\"margin:0 0 0.75rem;padding:1.1rem 1.25rem;background:#f6f7f9;border-radius:10px;border-left:3px solid #122CC5;\">\n<h3 style=\"font-size:1.05rem;line-height:1.4;font-weight:600;margin:0 0 0.5rem;color:#111827;\">How do dwell-time surcharges arise in freight prices and how large are they?<\/h3>\n<p style=\"font-size:1rem;line-height:1.7;margin:0;color:#374151;\">Hauliers build known wait times at plant locations into their freight prices \u2014 often as flat handling or direct-delivery surcharges. In the industry, surcharges of 8 to 15 % on base price are common, without these being itemised as dwell-time charges.<\/p>\n<\/div>\n<div class=\"heylog-faq-item\" style=\"margin:0 0 0.75rem;padding:1.1rem 1.25rem;background:#f6f7f9;border-radius:10px;border-left:3px solid #122CC5;\">\n<h3 style=\"font-size:1.05rem;line-height:1.4;font-weight:600;margin:0 0 0.5rem;color:#111827;\">How can the morning goods-in peak be measured concretely?<\/h3>\n<p style=\"font-size:1rem;line-height:1.7;margin:0;color:#374151;\">Industry observation shows that around 40 % of all daily inbound shipments arrive in the first 90 minutes after plant opening. You can measure this yourself by analysing gatehouse entries or dock protocols hourly over two to three weeks \u2014 many plants do not yet do this systematically.<\/p>\n<\/div>\n<\/section>\n<p><script type=\"application\/ld+json\">{\"@context\":\"https:\/\/schema.org\",\"@type\":\"Article\",\"headline\":\"What does one hour of dwell time really cost your yard?\",\"description\":\"Hidden yard costs appear in no cost centre yet are paid every month. 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These line items appear in no separate cost centre, yet in many plants they total \u20ac40,000 to \u20ac70,000 annually.\"}},{\"@type\":\"Question\",\"name\":\"How do dwell-time surcharges arise in freight prices and how large are they?\",\"acceptedAnswer\":{\"@type\":\"Answer\",\"text\":\"Hauliers build known wait times at plant locations into their freight prices \u2014 often as flat handling or direct-delivery surcharges. In the industry, surcharges of 8 to 15 % on base price are common, without these being itemised as dwell-time charges.\"}},{\"@type\":\"Question\",\"name\":\"How can the morning goods-in peak be measured concretely?\",\"acceptedAnswer\":{\"@type\":\"Answer\",\"text\":\"Industry observation shows that around 40 % of all daily inbound shipments arrive in the first 90 minutes after plant opening. You can measure this yourself by analysing gatehouse entries or dock protocols hourly over two to three weeks \u2014 many plants do not yet do this systematically.\"}}]}<\/script><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Hidden yard costs appear in no cost centre yet are paid every month. Seven cost positions every logistics director should understand.<\/p>\n","protected":false},"author":3,"featured_media":1439,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_yoast_wpseo_focuskw":"","_yoast_wpseo_title":"","_yoast_wpseo_metadesc":"","_yoast_wpseo_canonical":"","_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[1],"tags":[],"class_list":["post-1858","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-nicht-kategorisiert"],"_links":{"self":[{"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/posts\/1858","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/comments?post=1858"}],"version-history":[{"count":1,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/posts\/1858\/revisions"}],"predecessor-version":[{"id":1885,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/posts\/1858\/revisions\/1885"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/media\/1439"}],"wp:attachment":[{"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/media?parent=1858"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/categories?post=1858"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/tags?post=1858"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}