Anonymised client engagement · Logistics
Seeing the pipeline and the warehouse in the same place
A UK logistics business of around a hundred people needed a clearer view of its pipeline. Every deal it won would also claim warehouse space, and leadership couldn't see sales and capacity in the same place.
01
The challenge
Deals were being won. What nobody could tell you, on any given Monday, was what was likely to land in six weeks' time, or where it would go once it did. Enquiries, outreach and opportunities were handled differently by different people, so the picture lived in several heads and none of the systems. Every won deal quietly claimed warehouse space, and the business found out when the pallets arrived.
02
What we built
We straightened out the sales process first, then built a CRM pipeline that captured what was actually needed to manage each opportunity properly. The managing director now starts the day with one view: the live deals, when each is expected to close, and what that does to forward load.
03
The change
That changed the board conversation. Performance against target, future capacity and the quality of the pipeline could be looked at together, and sales activity started feeding the operational plan instead of living in a separate meeting. The first working system was delivered in 13 working days, in August 2026. Comparing three months of trading with the previous three, the business’s own management accounts show a 6.5% improvement in net margin across operations. Connecting the warehouse system is the next stage, and is under way.
The system, in short
PipelineCapacityMargin
Live opportunities
Forward load vs capacity
Dashed line marks committed capacity
This is an anonymised Woodlark client engagement. Client identity, sensitive data and identifiable materials have been withheld.
The MD now starts the day knowing what's likely to land, and where it's going to go.
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