Brightpath is a regional third-party logistics company handling LTL and FTL freight. 45 employees across dispatch, customer service, sales, warehouse, and admin. Approximately $9M in annual revenue [measured]. Their primary TMS — McLeod LoadMaster — was being used at roughly 40% of its capability.
Brightpath's team was spending over 114 hours per week [estimated] on manual work that their existing tools could handle — if anyone had configured them to do it. The result was triple data entry, multi-hop customer inquiries, and quoting from three conflicting spreadsheets.
Brightpath's engagement followed the Coriven Method across all four phases. Total engagement cost: $18,000 [measured]. Total customer time invested: ~30 hours [estimated].
Assessed 3 operational domains — dispatch, customer service, and sales — through discovery interviews with Sarah Chen (VP Ops), Marcus Rivera (Dispatch Manager), and front-line staff. Baselined 7 workflows totaling 114+ hours/week of manual effort. Scored each finding on business impact, speed to value, implementation effort, customer readiness, and strategic alignment.
Implemented 3 quick wins within 2 weeks: activated McLeod's read-only access for CS (Finding 2), built automated notification templates triggered by McLeod status changes (Finding 5), and automated the EOD report pipeline (Finding 6). Began McLeod tracking consolidation (Finding 1) — 75% adopted within 90 days.
Trained 5 CS reps on McLeod read-only access. Trained 3 of 4 dispatchers on McLeod-only status tracking (1 dispatcher migration in progress). Trained Marcus Rivera on automated report review workflow. CS team achieved 100% adoption within week 1. Customer service team was eager — they felt the pain of no visibility daily.
Measured results at 30, 60, and 90 days. Every number tagged as [measured] or [estimated]. Quick wins delivered 37.5 hours/week in measured savings. Finding 1 partial implementation added 15 estimated hours/week. Customer complaints about communication dropped from 3/month to 0 [measured].
Each finding was scored on a 5-point weighted model across business impact, speed to value, implementation effort, customer readiness, and strategic alignment.
| Finding | Score | Before | After (90 days) |
|---|---|---|---|
|
Customer Inquiry Multi-Hop
Customer Support · Handoff Friction
|
4.40 Do First | 35 hrs/wk, 15-20 min per inquiry, $81,900/yr [estimated] | 27 hrs/wk saved, inquiry volume down 40% [measured] |
|
No Automated Notifications
Customer Support · AI/Automation Readiness
|
4.35 Do First | ~50% notification coverage, 7 hrs/wk manual, 3 complaints/mo [estimated] | 100% coverage, fully automated, 0 complaints/mo [measured] |
|
Manual EOD Reporting
Internal Ops · Manual Effort
|
3.85 Do Next | 45 min/day, 4 sources, key-person dependency on Marcus [measured] | 3.5 hrs/wk saved, automated, no key-person risk [measured] |
|
Manual Shipment Status Updates
Internal Ops · Manual Effort
|
3.80 Do Next | 25 hrs/wk triple data entry, 5-8% error rate [estimated] | 15 hrs/wk saved, 75% adopted (3/4 dispatchers) [estimated] |
|
Manual Quoting / Fragmented Rates
Sales Ops · Decision Speed
|
3.35 Do Next | 30 hrs/wk, 45 min/quote, 3 conflicting spreadsheets [estimated] | Planned for Phase 2 expansion |
|
Duplicate Data Entry (McLeod → Excel)
Internal Ops · Data Flow
|
3.10 Do Next | 8-10 hrs/wk, 5+ mirrored spreadsheets [estimated] | Spreadsheet inventory underway |
|
Knowledge Trapped in Dispatchers
Internal Ops · Process Clarity
|
2.40 Plan For | 3-4 month ramp for new hires, ~$15K per turnover event [estimated] | Deferred — planned for future phase |
Inbound "where is my shipment?" calls dropped from 125/week to 75/week [measured]. Notification coverage went from ~50% to 100% [measured]. Key-person risk on EOD reporting eliminated [measured].
Four of seven findings were actioned in Phase 1. The remaining opportunities represent significant additional value — particularly the quoting automation, which carries both labor savings and revenue impact.
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Start the Conversation →Disclaimer: This case study is based on a simulated engagement using the Coriven Method. "Brightpath Logistics" is a representative company profile. All findings, scores, and results reflect the methodology and measurement framework Coriven applies to real engagements. Numbers tagged [measured] reflect verified data points within the simulation. Numbers tagged [estimated] are calculated from baseline data and implementation modeling. Actual results will vary by company, industry, and operational complexity.
All numbers carry measurement tags — [measured], [estimated], or [customer-reported] — because we believe in transparency. If we can't measure it, we say so.