DECISION INTELLIGENCE · WAREHOUSING · 3PL
Labor hours, agency invoices, client billing, peak volume. A forward deployed analyst, already assigned, working them in one model from week one.
Built for warehousing and 3PL operators carrying $10M to $500M in revenue.
Labor hours sit in workforce management. Agency invoices arrive in billing. Client charges flow through the WMS. Cost rolls up in the ERP. They meet once a month, in a spreadsheet someone rebuilds from scratch.
By then, the overtime was already approved. The invoice was already sent. The agency rate was already locked for the quarter. Every decision that should have used those numbers was made before they arrived.
Predien joins those systems into one model, built in the categories the operation already uses. Cost per hour by agency, by building, by shift. Billed hours against hours worked. Labor cost per unit across locations. All readable while the period is still running.
No system rework. No new tool for the team to learn. No middleware to maintain. The operation runs exactly as it did before. Its consequences become visible.
Every decision and the scenario behind it stay on the record, visible to the team that needs it.
The model is the same: your data, your thresholds, a watch that flags what crosses them. What differs is the decision you bring. These are the four decisions warehousing and 3PL operators bring most often.
Three agencies invoice in three formats. The cost of an hour varies by agency, building, and shift, and nobody runs the comparison on one basis until a renewal forces it.
The forward deployed analyst brings every invoice into the model in your categories. Cost per hour, side by side. Same basis, same period. Billed hours checked against hours worked. The comparison is on your own invoices, ready before the renewal conversation.
Test a Real Decision: which agencies get your volume next quarter.
A customer queries an invoice. A margin comes in below where the account was priced. The check happens by hand, weeks after the period closed.
The model ties every billed line to the operational record behind it. The gap between billed and worked becomes a metric with a threshold you set. When it crosses, the flag lands while the period is still open, in time to fix the invoice before it ships.
Test a Real Decision: reprice the account or fix the billing behind it.
Labor cost per unit crosses the threshold at one site. More overtime or more heads. Right now that call gets made from a spreadsheet that carries no context beyond the number.
In the model, the same metric breaks down by shift, by agency mix, by overtime rate. Both paths sit side by side: hold the current structure and absorb the cost, or restructure and bring the number down. The effects on throughput and cost per unit show up in the same model, before you commit. You choose one, and the reasoning goes on the record.
Test a Real Decision: overtime or added headcount, at the site that is drifting.
Peak planning starts from last year's total and gets corrected mid-peak, when agency labor is the only lever left and rates have already moved.
The model holds your order volume and labor history. The forward deployed analyst builds staffing scenarios on your demand pattern and costs the options before the season starts. The plan you commit to is what the watch tracks the season against. When conditions shift mid-season, the model reprices the adjustment before you authorize it.
Test a Real Decision: this season's staffing plan.
The Sprint fits four kinds of operation.
Multiple buildings. Performance compared in a spreadsheet, one location at a time.
Shared labor across accounts. Cost to serve visible only at period-end.
Different entities, different systems. The numbers meet when someone pulls them together by hand.
Agency invoices and client billing flowing side by side, and the gap between billed and worked visible only at month-end.
One model. Read-only access to the systems already running. A forward deployed analyst assigned to the operation. AI is the substrate that makes this buildable inside four weeks.
At the end, you hold four things:
The same analyst carries forward. Nothing gets rebuilt. Nobody gets briefed twice.
Tell us the decision. An analyst reviews it and comes back with what the Sprint would cover and how the data would be structured.
