As a carrier that is quite unit that you hire an internal shipping team, it is critical to understand how to measure their performance. If your dispatcher is directed to collect loads and call drivers, you have a big blind point in your transaction. Because in today’s market, the shipping is not only the action – on measurements. If your dispatcher does not understand the right KPIs, you fly blind while turning the wheels.
Very small carrier is long-term. They hire dispatchers to move the trucks, but do not teach you to measure what is actually important. Therefore, you can run 2000 miles a week and still lose money. Or think that this split or late delivery is great until you have completed a contract.
Regardless of whether you are sending or managing a small team for yourself, this article should know that every dispatcher is cold. Just because you have a good job, but if you want to scale, you need to manage numbers, not with intestinal feeling.
Let’s break it.
This is the foundation. Dispatch per mile is the most basic performance indicator of dispatch and most abused.
Most of the dispatchers will tell you that they obtain “$ 2.50 miles”, but they do not appear in general. And often include empty distances without understanding it.
FIX:
Follow the income loaded per mile, not a total mile. Then follow the total income per mile. Why? Because both of them tell a different story.
The downloaded RPM is $ 2.50 this is the problem of shipping.
Target RPM (all miles):
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Dry minibus: $ 2.00 +
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Reefer: $ 2.30 +
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DRINDED: $ 2.50 +
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HOTHOT: $ 2.00- $ 2.20
If your dispatcher doesn’t watch dead head like a hawk, you turn on diesels and you lose the margin.
Every empty mile is a silent killer. You are not gaining a penny by losing the equipment, fuel for fuel and lose hours.
KPI:
Deadhead% = (empty mile ÷ total mile) × 100
Ideal Target: below 12%
If you are above 15%, it is time to have a serious conversation with routing and planning.
Real World Example:
It was in a fleet working in Texas to Atlanta. The dispatcher ordered and leaves Savannah because he was paying “better”. But he won the dead head to Savannah. After cominging the outgoing strategy, it was reloaded near Atlanta, the profit was 14% jumped.
KPI # 3 – Timely Performance
The shippers don’t care how much you’re doing in time.
A lot of dispatchers still do not follow the arrival times. Or worse, they trust drivers to “check” without confirming timestamps.
KPI:
In time% = (Timely loads ÷ General loads) × 100
Target: 98% or better
Yes, if you want a direct load 95% not good enough.
For the tip:
Create a habit of delivering and documenting the actual timeliness of each cargo. If a driver strikes traffic, it is late or standing for a breaking pause. Over time, the client will list the samples that help you solve the service problems before you finish.
Dwell time is killing your hours, bends your day and the drive ammunition is moral. If your dispatcher follows how much trucks are in charge of the consignor or buyer, they leave money and money – the table.
KPI:
Dwell time = time at the object (registered to register)
Why is it important:
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You can start negotiating with evidence.
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You can identify problematic customers.
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You can train drivers in checking / checking habits.
Target: Under 2 hours
Longer than that? Start documentation, charging and retrieval from poor work.
Now the shipping and accounting collided here. Your dispatcher may not pay the bills, but affects almost every yeast value with the cargo they choose.
Affected by fuel, payments, time, route, discharge.
Your role:
Although the dispatcher does not math, they must know the target. For example:
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If your fleet is a Breakeven CPM $ 1.70, then 150 Deadouts $ 2.00 / mile loading is a bad move.
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If a load is unloading NYC payments and drivers, the “rate” was better reflected, otherwise the loss.
For the tip:
Enter your dispatcher in monthly expense reviews. Let them see the numbers they influenced. This turns them into work thinkers without only loading planners.
This tells you how much income of the driver’s available hours. Dispatchers must understand that time # 1 is an active or unused time expensive.
KPI:
Loaded use% = (loaded hours ÷ Available ÷ hours) × 100
If a truck has 60 driving hours, only 30 has spent downloads and moves, and there is a matter of use.
Target: 80% or higher
Adjustments:
This metric is watching how fast a driver turns out with the next apple. It is especially important in power, reefer and accelerated loads.
KPI:
Turning time = time between delivery and next pickup
Target: Under 12 hours for OTR
Make this number further, your dispatcher is better planned. Long delays? This is a weak forecast or bad re-loading strategy.
The gold standard. This dispatcher is a charging of everything.
If the dispatcher kills every other KPI, it should be seen here.
Target income (Series by Trailer Type):
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Dry minibus: $ 5,500 / $ 6500
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Reefer: $ 6000 / $ 7,000 $ 7,000
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Dident: Week 6500 – $ 8000
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HotShot: $ 4000-50 $ 5,500 / Week
Consistently reexting the load planning, dead and use numbers in a row. This is where the leak begins.
Not a traditional KPI, but I make each dispatcher trail.
KPI:
The% of weekly loads have ordered loaded boards
Target: lower than 40%
If your dispatcher takes 80-90% of the board every week, this is not the dispatcher – this is a gambler. Cargo boards should be backed up, not your foundation.
Encourage your team to establish contacts with brokers, dedicated strips, and support the shipper broadcast.
Your dispatcher is the nervous center of your transaction. But if they don’t watch the numbers, they fly the plane without any instrument.
KPIS is not just a documentation – the pulse of your business. Teach our shipping team to experience them. Review them weekly. And close their performance targets. Because when your dispatcher knows the numbers, they stop reacting and start driving results.
Post KPI Batkladown should know every dispatcher appeared for the first time Load waves.
