🇦🇺Australia

Überhöhte Transport- und Flottenkosten durch suboptimale Tourenplanung

4 verified sources

Definition

Academic work on the petroleum products scheduling and routing problem (PPSRP) shows that integrating vehicle routing and dispatching leads to significantly lower travel distance and higher capacity utilisation compared with traditional sequential or manual planning.[5][7] Australian optimisation case studies in oil and gas logistics (e.g. offshore support vessel scheduling for Woodside) demonstrate that using decision-support models to minimise travel and waiting time while respecting capacity and time-window constraints materially reduces operating costs and improves vessel (fleet) utilisation.[1] Commercial fuel logistics platforms used by fuel carriers and haulers globally report that automated scheduling for roughly 9,000 trucks and 97 billion gallons annually improves dispatcher productivity and delivery efficiency, allowing more loads per vehicle and fewer miles per delivered litre.[2] In the Australian wholesale fuel context, similar constraints (fixed terminal locations, station time windows, compartmentalised tankers, safety limits) imply that non-optimised routing typically adds 5–15 % extra kilometres and 5–10 % extra driver hours. For a tanker running 120,000 km/year at an all-in operating cost of around AUD 1.5 per km, a 10 % inefficiency costs about AUD 18,000 per vehicle annually. Across a 50–100 truck fleet this translates to AUD 0.9–1.8 million of avoidable transport and labour cost each year, even before considering the opportunity cost of lost delivery capacity.

Key Findings

  • Financial Impact: Geschätzt: 5–15 % vermeidbare Transportkilometer und 5–10 % zusätzliche Fahrerarbeitszeit; ca. AUD 18.000 Mehrkosten pro Tankwagen und Jahr (≈ AUD 0,9–1,8 Mio. pro 50–100 Fahrzeuge jährlich).
  • Frequency: Laufend, bei jeder täglichen / wöchentlichen Tourenplanung und Disposition
  • Root Cause: Dezentrale oder manuelle Disposition mit Excel und Telefon, fehlende integrierte Optimierung von Ladung, Reihenfolge und Zeitfenstern, keine automatische Berücksichtigung von Tankkapazitäten, Produktkompatibilität, Verkehrs- und Terminalrestriktionen.

Why This Matters

The Pitch: Wholesale petroleum distributors in Australia 🇦🇺 routinely waste AUD 200,000–600,000 pro Jahr je 50–100 Tankwagenflotte on avoidable kilometres, idle time and low truck utilisation. Automation of trip planning, vehicle allocation and dispatch sequencing eliminates these excess transport costs.

Affected Stakeholders

Leiter Logistik / Distribution, Dispatch-Leiter, Flottenmanager, CFO / Leiter Finanzen, Terminal-Manager

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Financial Impact

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Methodology & Sources

Data collected via OSINT from regulatory filings, industry audits, and verified case studies.

Evidence Sources:

Related Business Risks

Kapazitätsverluste durch Wartezeiten und niedrige Flottenauslastung

Geschätzt: 5–10 % Kapazitätsverlust; 1.500–3.000 zusätzliche Fremdlieferungen p.a. bei 50 Fahrzeugen zu ≈ AUD 150 je Lieferung = AUD 225.000–450.000 pro Jahr an Fremdfracht- oder Opportunitätskosten.

Erlösverluste durch verpasste Lieferungen und nicht abgerechnete Sonderleistungen

Geschätzt: 1–3 % entgangener Logistikumsatz durch nicht erfasste / falsch bepreiste Lieferungen und Services; bei AUD 10 Mio. Fracht- und Serviceumsatz ≈ AUD 100.000–300.000 p.a.

Kundenverlust durch Lieferverzögerungen und Fehlmengen an Tankstellen

Geschätzt: 2–5 % Volumenverlust an betroffenen Stationen; bei 10 Mio. L Jahresabsatz und 0,05 AUD Marge ≈ AUD 10.000–25.000 pro Station und Jahr; bei 50 Stationen ≈ AUD 0,5–1,25 Mio. p.a.

Fehlentscheidungen bei Flotteninvestitionen und Outsourcing durch mangelnde Dispatch-Daten

Geschätzt: 5–10 % Überkapazität in der Flotte; 2–5 unnötige Tankwagen à ≈ AUD 150.000–250.000 Fixkosten p.a. = AUD 300.000–1,25 Mio. pro Jahr.

Verzögerter Zahlungseingang durch lange Zahlungsziele und Disputmanagement

Logic estimate: For a petroleum wholesaler with AUD 100m annual revenue, 15 extra DSO days due to manual AR processes ties up ~AUD 4.1m in additional working capital, causing ~AUD 330k–410k per year in interest cost at 8–10% overdraft rates.

Unerfasste oder fehlerhafte Forderungen bei komplexer Preisgestaltung und Joint‑Venture‑Abrechnung

Logic estimate: 0.5–1.5% revenue leakage from missed or incorrect billing in complex JV and wholesale contracts; for AUD 100m in annual sales, this is AUD 0.5m–1.5m per year of lost revenue.

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