{"id":1862,"date":"2026-04-27T20:00:01","date_gmt":"2026-04-27T19:00:01","guid":{"rendered":"https:\/\/heylog.com\/?p=1862"},"modified":"2026-05-19T09:24:00","modified_gmt":"2026-05-19T08:24:00","slug":"what-do-your-daily-coordination-calls-cost","status":"publish","type":"post","link":"https:\/\/heylog.com\/en\/what-do-your-daily-coordination-calls-cost\/","title":{"rendered":"What do your daily coordination calls really cost?"},"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\/04\/post-159-1777314151348.png\" alt=\"What do your daily coordination calls really cost?\" \/ style=\"max-width:100%;height:auto;display:block;margin:0 auto;\" style=\"max-width:100%;height:auto;display:block;margin:0 auto;\"><\/figure>\n<h2 style=\"margin:3rem 0 1rem;font-size:1.65rem;line-height:1.3;font-weight:700;color:#111827;\">Your planner coordinates. But is that really their job?<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">If you observe your planner at 07:15 in the morning, you probably see the same thing in most mid-sized manufacturing plants: they have the telephone in their hand, not because they are planning \u2014 but because they are reacting. One driver calls in late, another has been standing in front of the gate for 40 minutes, a third has taken the wrong entrance. In the background, a second mobile rings. On the screen: an Excel spreadsheet with yesterday&#8217;s slots still open.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">This is not a failure. It is routine.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">But few people calculate what it costs.<\/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 firefighting function \u2014 and why it remains invisible<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">The term &#8220;planner&#8221; implies planning. Coordination means directing, organising, thinking ahead. In practice, this no longer applies to a growing portion of the working day.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">What many logistics managers observe without naming it systematically: planning spends a considerable portion of the working day on communication that shouldn&#8217;t need to happen at all \u2014 if information were available earlier. Calls to haulage firms to find out where a particular lorry is right now. Forwarding to the driver who doesn&#8217;t speak English and hasn&#8217;t passed the phone to the plant. Questions about whether the delivery is still coming today or whether the dock can be released for someone else.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Each of these contact points has a response time. Every response time ties up a person.<\/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;\">&#8220;The planner will handle it.&#8221; This sentence is the most expensive normality in goods-in.<\/p>\n<\/blockquote>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">The problem is not that people communicate. The problem is that this communication <strong style=\"font-weight:600;color:#111827;\">has no plannable content<\/strong> \u2014 it arises from uncertainty, not from coordination needs. And it repeats itself daily, almost identically.<\/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 the pattern is \u2014 and why it sustains itself<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Imagine a typical inbound day: 30 deliveries, of which 18 are booked with a time window. Twelve are under FCA terms \u2014 meaning your supplier organises transport. You don&#8217;t know which haulage firm is coming, nor do you have a direct line to the driver. The time-window portal simply isn&#8217;t bookable for these consignments because no carrier access exists.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Of the 18 booked slots: how many arrive on time? Industry experience from German plants suggests a deviation rate of 30\u201350 % once delays over 15 minutes are counted. Sometimes it&#8217;s down to traffic. Sometimes the driver is coming from a previous job that has shifted. Sometimes the slot was booked, but the information never reached the driver \u2014 because there&#8217;s another intermediary between haulier and subcontractor.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">The result: at 07:30, your planner cannot know for certain which of the ten planned deliveries for the first shift will actually arrive. They cannot plan. They wait \u2014 and the telephone takes over planning.<\/p>\n<figure style=\"margin:2rem auto;text-align:center;\"><img decoding=\"async\" src=\"https:\/\/heylog.com\/wp-content\/uploads\/2026\/04\/post-116-1777295075618.png\" alt=\"A booked slot is no arrival guarantee \u2014 the yard pays the difference\" \/ 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;\">A booked slot offers no assured arrival \u2014 the gap in between lands on the planner&#8217;s desk.<\/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;\">The calculation that rarely gets done<\/h2>\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;\">Coordination costs in goods-in planning<\/strong> don&#8217;t land in any cost centre that anyone sees directly. They are hidden in personnel costs, spread across planning, goods-in, sometimes even shift leaders.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Try applying the following micro-calculation to your own plant:<\/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;\"><strong style=\"font-weight:600;color:#111827;\">Calls per day:<\/strong> A mid-sized plant with 25\u201340 inbound deliveries daily. Based on on-site observations: 15\u201325 outgoing calls intended to clarify the status of a delivery \u2014 driver whereabouts, status enquiries with the haulier, follow-ups about missing advance notice.<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">Average call and follow-up time:<\/strong> 6\u201310 minutes per contact (dialling, transferring, entering notes in system or Excel).<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">Personnel costs:<\/strong> Planner, goods-in clerk: realistically \u20ac30\u201340 per hour fully loaded.<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">Working days per year:<\/strong> 240.<\/li>\n<\/ul>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Let&#8217;s take the conservative scenario: <strong style=\"font-weight:600;color:#111827;\">18 calls \u00d7 8 minutes \u00d7 240 days = 34,560 minutes per year = 576 hours.<\/strong> At \u20ac35\/h fully loaded: roughly <strong style=\"font-weight:600;color:#111827;\">\u20ac20,000 annually<\/strong> \u2014 just for status communication that creates no added value, only manages uncertainty.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">That doesn&#8217;t include damage from poorly planned docks. Doesn&#8217;t include overtime because a team waited for a late delivery. Doesn&#8217;t include extra effort when a dock was double-booked and a lorry stood on the yard for 45 minutes.<\/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 the morning peak reveals<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Around 40 % of all daily supplier deliveries to manufacturing plants arrive in the first 90 minutes after the plant opens. This is no accident \u2014 it&#8217;s the result of planners and production managers wanting to start early, drivers using night runs and suppliers optimising their routes for early arrival.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">The result: between 06:30 and 08:00, more critical decisions happen on a plant yard than in the following four hours combined. Which dock gets which lorry? Who waits because a gate isn&#8217;t staffed? Who moves forward because their material is needed urgently?<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">All of this happens on yesterday evening&#8217;s information.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">No one has sent drivers a message this morning. No one knows who&#8217;s stuck on the motorway and who&#8217;s already left. The planner improvises \u2014 and that&#8217;s called daily business.<\/p>\n<figure style=\"margin:2rem auto;text-align:center;\"><img decoding=\"async\" src=\"https:\/\/heylog.com\/wp-content\/uploads\/2026\/04\/post-121-1777297513750-1.png\" alt=\"Dwell times at goods-in: what happens before the slot decides the morning\" \/ 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 happens before the slot \u2014 or rather doesn&#8217;t happen \u2014 determines how the goods-in day unfolds.<\/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;\">Where the costs actually appear<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">A closer look reveals <strong style=\"font-weight:600;color:#111827;\">coordination costs in goods-in planning<\/strong> in several places at once \u2014 and none of them appear as a separate budget line:<\/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;\"><strong style=\"font-weight:600;color:#111827;\">Personnel time planning:<\/strong> Reactive communication, status checks, rescheduling after late arrivals<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">Personnel time goods-in:<\/strong> Waiting buffer because you don&#8217;t know if the lorry arrives in 10 or 60 minutes<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">Dwell-time costs:<\/strong> Lorry on the yard waiting for a free dock \u2014 some freight contracts include dwell fees from minute 30 or 45 onwards; at \u20ac25\u201340 per half hour started, this adds up quickly<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">Opportunity costs:<\/strong> Driver who breaks off and turns the vehicle around because waiting time is too long \u2014 delivery doesn&#8217;t arrive until the day after tomorrow<\/li>\n<li style=\"margin:0 0 0.65rem;line-height:1.75;font-size:1.0625rem;color:#1f2937;\"><strong style=\"font-weight:600;color:#111827;\">Reputation effects:<\/strong> Carrier scores, internal ratings, worst-case public reviews that influence spot-market availability<\/li>\n<\/ul>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">None of these line items stands alone. They arise from the same root: <strong style=\"font-weight:600;color:#111827;\">information gap between the moment a delivery order is created and the moment the driver stands in front of the gate.<\/strong><\/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 planners could actually do<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">This is not criticism of people \u2014 it&#8217;s criticism of structures.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">An experienced planner knows the suppliers, understands the peculiarities of particular hauliers, knows which dock suits which goods type and can foresee bottlenecks before they arise. That is genuine planning performance. That is the work this position exists for.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">But if 40\u201350 % of the working day goes to status communication that no system automatically provides \u2014 then that is no longer planning, that is firefighting. And firefighting is expensive, draining and doesn&#8217;t scale when delivery volume grows.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">Many logistics managers who raise this issue are told: &#8220;We&#8217;ve always done it this way.&#8221; Or: &#8220;It comes with the territory.&#8221; Both are true as descriptions of reality. Neither justifies why it has to stay 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;\">What happens when information arrives earlier<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">If a driver knows when they should arrive \u2014 and if the plant knows when the driver will arrive \u2014 the bulk of reactive communication disappears of its own accord. Not because you&#8217;ve defined a problem away, but because the uncertainty that telephone calls create is replaced by transparency.<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">This sounds simple. The question is how to technically arrange this information exchange so it actually works \u2014 also with FCA deliveries, also with subcontractors, also with drivers who won&#8217;t have a portal login and won&#8217;t install an app.<\/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 \u2014 they check in before arriving. No app, no portal, no call. You see in the dashboard when they arrive, and can plan the dock accordingly. The planner reaches for the telephone when it actually makes sense \u2014 not because the system is silent.<\/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;\">One last question<\/h2>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">How many calls did your planning team make today to learn something that should have been known anyway?<\/p>\n<p style=\"margin:0 0 1.4rem;line-height:1.85;font-size:1.0625rem;color:#1f2937;\">If you don&#8217;t know exactly \u2014 that is itself an answer.<\/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 coordination costs in a plant&#8217;s planning department?<\/h3>\n<p style=\"font-size:1rem;line-height:1.7;margin:0;color:#374151;\">Coordination costs in goods-in planning arise primarily through reactive communication: status calls to hauliers, driver queries and short-notice rescheduling. A conservative estimate for a mid-sized plant with 25\u201340 inbound deliveries daily quickly yields 500\u2013600 hours per year spent exclusively on information gathering \u2014 with no direct planning benefit.<\/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;\">Why can&#8217;t the time-window portal cover many inbound deliveries?<\/h3>\n<p style=\"font-size:1rem;line-height:1.7;margin:0;color:#374151;\">With FCA (Free Carrier) deliveries, the supplier organises transport independently. The receiving plant has no contractual partner at the carrier and therefore no portal access. Industry estimates suggest 40\u201370 % of DACH inbound deliveries run under FCA terms \u2014 these consignments remain invisible to conventional time-window systems.<\/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 peak at goods-in be better managed?<\/h3>\n<p style=\"font-size:1rem;line-height:1.7;margin:0;color:#374151;\">Around 40 % of all daily supplier deliveries arrive in the first 90 minutes after the plant opens. Effective management requires real-time information about expected arrival times before the lorry shows up \u2014 not after. With an early confirmed ETA from the driver, you can allocate docks proactively instead of rescheduling reactively.<\/p>\n<\/div>\n<\/section>\n<p><script type=\"application\/ld+json\">{\"@context\":\"https:\/\/schema.org\",\"@type\":\"Article\",\"headline\":\"What do your daily coordination calls really cost?\",\"description\":\"Coordination costs in goods-in planning are rarely measured \u2014 yet simple arithmetic shows what accumulates daily in calls, dwell times and improvisation.\",\"image\":\"\/api\/uploads\/post-159-1777314151348.png\",\"datePublished\":\"2026-04-27T18:22:31.362Z\",\"author\":{\"@type\":\"Organization\",\"name\":\"Heylog\"},\"publisher\":{\"@type\":\"Organization\",\"name\":\"Heylog\"},\"mainEntityOfPage\":\"https:\/\/heylog.com\/?p=\",\"inLanguage\":\"en-GB\"}<\/script><br \/>\n<script type=\"application\/ld+json\">{\"@context\":\"https:\/\/schema.org\",\"@type\":\"FAQPage\",\"mainEntity\":[{\"@type\":\"Question\",\"name\":\"What are typical coordination costs in a plant's planning department?\",\"acceptedAnswer\":{\"@type\":\"Answer\",\"text\":\"Coordination costs in goods-in planning arise primarily through reactive communication: status calls to hauliers, driver queries and short-notice rescheduling. A conservative estimate for a mid-sized plant with 25\u201340 inbound deliveries daily quickly yields 500\u2013600 hours per year spent exclusively on information gathering \u2014 with no direct planning benefit.\"}},{\"@type\":\"Question\",\"name\":\"Why can't the time-window portal cover many inbound deliveries?\",\"acceptedAnswer\":{\"@type\":\"Answer\",\"text\":\"With FCA (Free Carrier) deliveries, the supplier organises transport independently. The receiving plant has no contractual partner at the carrier and therefore no portal access. Industry estimates suggest 40\u201370 % of DACH inbound deliveries run under FCA terms \u2014 these consignments remain invisible to conventional time-window systems.\"}},{\"@type\":\"Question\",\"name\":\"How can the morning peak at goods-in be better managed?\",\"acceptedAnswer\":{\"@type\":\"Answer\",\"text\":\"Around 40 % of all daily supplier deliveries arrive in the first 90 minutes after the plant opens. Effective management requires real-time information about expected arrival times before the lorry shows up \u2014 not after. With an early confirmed ETA from the driver, you can allocate docks proactively instead of rescheduling reactively.\"}}]}<\/script><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Coordination costs in goods-in planning are rarely measured \u2014 yet simple arithmetic shows what accumulates daily in calls, dwell times and improvisation.<\/p>\n","protected":false},"author":3,"featured_media":1397,"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-1862","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\/1862","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=1862"}],"version-history":[{"count":1,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/posts\/1862\/revisions"}],"predecessor-version":[{"id":1881,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/posts\/1862\/revisions\/1881"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/media\/1397"}],"wp:attachment":[{"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/media?parent=1862"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/categories?post=1862"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/heylog.com\/en\/wp-json\/wp\/v2\/tags?post=1862"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}