Who decides your freight?
Routor. The decision layer for your freight operation.
Contracts signed without comparing proposals against your real operation, line by line. You don't know how much was left on the table.
Your system picks the carrier that charges one cent less and delivers a day later, with worse SLA. It was the right rule when someone set it up. Years ago.
Your free-shipping threshold was set 5, 6 years ago, by someone who might not even be at the company anymore. Since then, everything has changed. Except the policy.
The cheapest carrier on the rate card is not the cheapest in operations.
And nobody revisits these decisions because each one cuts across cost, revenue, and service at the same time. Logistics has a cost target. Commercial has a conversion target. Customer service absorbs the failures.
Nobody owns the whole bill.
Which carriers should you contract, and at what price?
Which carrier should carry each order?
What freight offer should you show the customer?
Today, these answers are scattered across contracts, systems, and spreadsheets. Routor brings all three to the same table.
Routor reproduces your operation transaction by transaction (real history, real tables, real rules) and returns the decision in the format your operation consumes:
Where the money is, who to negotiate with, what to ask for.
Order-level selection criteria, ready for your systems.
Thresholds, lead times, and offer by region, with explicit, testable assumptions.
What each shipment should have cost, recalculated independently, against what was charged. You stop validating the carrier invoice blind.
And when your decision isn't on this list: if it cuts across cost, revenue, and service, it fits in Routor.
Averages hide the money. Granularity finds it.
Relative values, no unit.
TMS executes the decision: once you've chosen carriers, rules, and rate tables, it makes sure the cart responds, the order goes out, and tracking arrives. Routor operates one layer above. It helps you reach that decision.
BI observes the past: it shows what happened, with which carriers, in which regions. Useful, but insufficient for forward-looking decisions (the future isn't a regression of the past). Routor simulates order by order, combining your real tables, candidate rules, and demand history.
This is the layer missing from most operations' stacks today.
You send rate tables and order history. Within hours, we have the real picture of the operation: what it actually cost (which rarely matches the contracted rate table), where the concentration and structural inefficiency are, and an initial estimate of how much is being left on the table. That's the starting point, before simulating any scenario or opening any negotiation.
Before accepting a new rate card or changing a carrier, you simulate the real impact across three dimensions: cost per order, contracted lead time by region, and expected quality based on carrier history. The decision stops being about price. It becomes about trade-off.
The output is not a report. They are executable carrier mix rules and bid packs ready for negotiation, with the audit trail procurement and compliance require.
You have the data, the team, the process. What's missing is the tool that turns all of that into a decision without depending on manual analysis. Routor replaces the spreadsheets, not your process.
Freight isn't just cost: it's a lever for conversion, average order value, and positioning. What's the optimal free-shipping threshold by region? Where can you charge a bit more without losing the sale? Routor answers with real data from your operation, not market averages.
Negotiating rate cards without a baseline is negotiating in the dark. Routor delivers the audited baseline, structures the RFQ, and documents the process end to end, with the audit trail procurement and compliance require.
Freight is one of the largest expenses in the operation, and one of the least rigorously managed. Routor makes visible the real cost of every decision and the freight revenue left on the table. Decisions become numerically defensible for the board and the committee.
The rate-card analysis is sensational. Results broken down by weight level. I had never seen rate-card analysis presented this way.
Analyses that could take 5 minutes end up taking 2 days with cross-referenced spreadsheets.
It must be the biggest pain for anyone hiring freight today.
The next solutions will have to be about planning. I already handle execution and the control that exists. Planning doesn't.
Brazilian e-commerce with the freight policy stuck for more than 5 years. Routor rebuilt the full policy with a transaction-by-transaction analysis on 12 months of history, simulating regional thresholds and ticket-band pricing, plus competitive benchmarking of the segment.
of EBITDA identified, on the second largest expense line of the company, in 6 weeks.
Negotiations last months and shift mid-way. New rate cards land overnight. That's why Routor isn't a project: it's continuous re-optimization of your operation.