See Your Supply Chain
Costs End to End
Most companies know their total cost of goods. Few can say with confidence how much of that cost happens at each stage — procurement, production, warehousing, transportation, final delivery. That's what this analysis maps.
What This Analysis Delivers
A Supply Chain Cost Model
A structured document showing cost elements at each stage of your supply chain — what you spend, where you spend it, and how those figures relate to each other. Something you can update, reference, and use in strategic discussions rather than reconstructing from scratch each time someone asks.
Prioritized Improvement Opportunities
A list of specific areas where expenditure is higher than expected, where cost allocation appears inaccurate, or where structural choices are creating cost that isn't immediately visible. Ranked so you know where to focus attention rather than having to prioritize a long list yourself.
Cost elements identified and documented at every stage — procurement through production through delivery — in a single coherent structure.
Where industry data is available and applicable, your costs are compared against it — giving external context alongside the internal picture.
The deliverable is designed for decision-making, not filing. A prioritized list of where to look means the analysis leads somewhere specific.
Why End-to-End Costs Stay Unclear
Supply chain cost visibility is harder to establish than most finance teams expect — for reasons that are structural, not just organizational.
Costs Are Owned by Different Functions
Procurement tracks supplier costs. Logistics tracks freight. Operations tracks labor and overhead. Finance tracks the totals. Nobody has built a model that connects them — so when leadership asks what the supply chain costs, the answer takes weeks to assemble and is often inconsistent across versions.
Allocation Methods Don't Reflect Reality
Overhead gets spread by revenue or headcount rather than by the activities that drive it. Transportation costs get loaded onto landed cost calculations using averages that haven't been updated. These simplifications accumulate, and the cost model stops reflecting what the supply chain actually costs to run.
No External Reference Point
Without benchmarking, it's hard to know whether your supply chain costs are high, low, or typical for your sector and volume profile. High costs look acceptable if there's no comparison, and efficiency gains are harder to prioritize without knowing where the gap is largest relative to peers.
Analyses Get Done Once and Shelved
When cost analyses are produced as one-off projects, they're accurate at a point in time but become stale quickly. The model gets referenced less as operations change, and eventually a new project is commissioned to answer the same question — with a fresh set of inconsistencies.
How Routefig Builds the Analysis
A structured process that works from your existing data sources and produces something usable — not a consulting deliverable that requires further interpretation.
Stage-by-Stage Cost Mapping
We work through your supply chain stage by stage — procurement, inbound logistics, production or handling, warehousing, outbound transportation, and final delivery — identifying and documenting the cost elements at each point. This includes direct costs, overhead allocation, and capital costs that are often missed in summary-level analyses. The output is a cost map that shows where expenditure accumulates across the full chain, not just at the points that are easiest to measure.
Excess Expenditure Identification
Once costs are mapped, we look for areas where spend appears high relative to what the activity should cost — misaligned allocation methods, overhead that's accumulated without a structural review, vendor pricing that's drifted above market, or cost categories that have grown without corresponding volume growth. These are flagged explicitly rather than buried in an appendix.
Industry Benchmarking Where Available
For cost categories where reliable benchmarking data exists — freight as a percentage of revenue, warehouse cost-per-unit-handled, procurement overhead ratios — your figures are compared against industry ranges. This isn't available for every cost category, and we're clear about where benchmarks apply and where they don't. Where data exists, it adds external context to what is otherwise an internally relative analysis.
Prioritized Improvement List
The final deliverable includes a ranked list of areas worth addressing — ordered by the combination of potential impact and implementation complexity. This gives operations and finance leaders a clear starting point rather than an undifferentiated list of findings that requires another round of internal discussion to prioritize.
What the Engagement Involves
A defined project with clear phases — from data collection through to final deliverable — rather than an open-ended consulting engagement.
Scoping Call
We define which supply chain stages are in scope, what data sources exist, and what questions the analysis needs to answer for your team.
Data Collection
We work with your existing data exports — no custom reporting required from your team. We identify what's available and build the analysis around it.
Analysis and Draft
Cost model built, excess expenditure identified, benchmarks applied where available, and improvement opportunities ranked. Draft shared for your review before final delivery.
Final Delivery
Cost model and prioritized improvement list delivered. A walkthrough call covers findings and answers questions from your finance or operations team.
The Investment
A fixed-price engagement — scope agreed upfront, no billing based on hours or complexity discovered mid-project.
Supply Chain Cost Analysis
Fixed-price note: The $4,000 USD fee covers the full engagement as scoped in the initial call. If the scope changes materially during the project, we discuss it openly before continuing — no invoice surprises at the end.
How the Analysis Is Built and What It Covers
The methodology, what gets measured, and what a realistic timeline looks like from scoping call to final delivery.
Scoping and Data Access
Supply chain stages defined, data sources identified, and access to financial exports established. We work with what you have — ERP exports, freight invoices, warehouse cost reports — rather than requiring new data collection processes.
Cost Mapping and Analysis
Cost elements documented at each stage, allocation methods assessed, excess expenditure areas identified, and benchmarking applied where data is available. This is where the analytical work happens — methodically, with your data, not with industry templates dropped over your numbers.
Draft, Review, and Delivery
Cost model and prioritized improvement list shared in draft. You review, we address any questions, and the final version is delivered along with a walkthrough call. The engagement closes with something your team can act on, reference, and update as operations change.
Operations Leaders
Who need to understand cost structure before making sourcing, routing, or facility decisions — and want a financial model they can reference, not a one-slide summary.
Finance Teams
Who are asked supply chain cost questions they can't currently answer from existing reports — and need the analysis done by someone who understands how logistics costs are structured.
Business Leaders
Planning sourcing changes, market expansion, or operational restructuring — who want to know what their supply chain actually costs before making decisions that depend on that number being right.
How We Approach the Engagement
A fixed-price project means the incentives are aligned differently than hourly work — our goal is to deliver something useful within the agreed scope, not to extend the engagement.
Scope Agreed Before Work Begins
The scoping call results in a written summary of what the analysis covers, what data will be used, and what the deliverables look like. You review it before the project starts. If the scope described in that summary doesn't match what gets delivered, that's a conversation we have — not something you discover at the end.
Draft Review Before Final Delivery
The cost model and improvement list are shared in draft before the final version is produced. If something looks wrong, unclear, or misses something important about your operations, that's the point to raise it. The final delivery reflects a document your team has seen and had the chance to question — not something handed over cold.
How to Get Started
The engagement begins with a scoping conversation — which is also where you can decide whether this is the right fit before any commitment is made.
Send a Brief Overview
Use the contact form to describe your supply chain — how many stages, what sectors, roughly what your annual freight and warehouse spend looks like, and what question you're trying to answer. A sentence or two is enough to make the first call useful.
Scoping Call
A 45-minute conversation to define which stages are in scope, what data sources exist, and what the deliverable needs to answer for your team. At the end of the call, you'll have a clear picture of what the engagement involves — and whether it makes sense to proceed.
Written Scope and Start
A brief scope summary is shared for your confirmation. Once agreed, data collection begins. The full analysis — cost model plus prioritized improvement list — is typically delivered within four weeks of the scoping call.
Ready to See What Your Supply Chain Actually Costs?
The data exists across your systems. Connecting it into a coherent cost picture — with external context and a prioritized list of where to act — is what this analysis does.
Start a ConversationExplore Other Service Tracks
Supply chain cost analysis gives you the end-to-end picture. If you also need ongoing financial recordkeeping for freight or warehouse operations, these tracks address those areas on a monthly basis.
Freight & Transportation Cost Accounting
Carrier invoice reconciliation, per-unit shipping costs, and monthly breakdowns by lane, mode, and volume.
Warehouse & Distribution Accounting
Labor, occupancy, equipment depreciation, and inventory movement — with facility-level profitability and WMS reconciliation.