Scale your logistics back-office fast—without hiring a single person

Introduction: The hidden costs of administrative peaks in logistics

Your best transport planners are stuck typing. Not working on smart routes or better margins, but on simple data entry. Sound familiar?

The orders are pouring in, but your HR department can’t fill the vacancies on time. You probably see the consequences directly on the floor: expensive overtime, tired colleagues, and those annoying administrative errors that simply cannot happen right now. Peak periods mercilessly expose the weakness of a fixed staffing level.

Many managers try to solve this by quickly finding extra ‘pairs of hands’. But by the time that new recruit is trained, the peak is often already over. You are essentially constantly playing catch-up.

There is a smarter way. Instead of stressing about personnel, you should look at scalable back-office capacity. Because anyone trying to grow simply by inflating the org chart makes their organization unnecessarily sluggish and expensive. In this article, you will read exactly how setting up a flexible layer ensures calm in the organization, without you having to hire a single extra person on a permanent basis.

Why does the traditional temporary worker slow down your administrative process?

It is a reflex every manager knows. Orders pile up and the phone is ringing off the hook. The automatic reaction? “We need to hire extra people now.” You call the temp agency, arrange an intake, and hope for the best. Yet in practice, this solution often proves to be a brake on your operation, rather than an accelerator.

The race against the clock

Do the math. An administrative peak in logistics – for example, around the holidays or due to sudden customer demand – often lasts only a few weeks. The recruitment process for a suitable temp worker easily takes ten working days. And that doesn’t even include the intake interviews and contract handling.

You often see the following scenario: by the time the new force is finally sitting behind a desk and logged in, the peak is already past its height. You then have someone walking around whom you have to pay, but don’t actually need anymore. When it comes to absorbing administrative peaks, you are actually always lagging behind reality.

Onboarding takes time from your best people

There is an even bigger problem: knowledge. A generic temp worker usually knows little about logistics. Reading a consignment note (CMR) or a customs document correctly is a profession in itself. Terms like ‘consignee’, ‘incoterms’, or specific weight codes mean nothing to a student or general administrative assistant.

The result? Your experienced planners – who are already incredibly busy – have to put down their work to train the temporary force. They are constantly answering questions:

• “What do I need to fill in for this field?”
• “Is this handwriting a 7 or a 1?”
• “Can this order go through yet?”

This causes a temporary drop in the productivity of your permanent team. Exactly at the moment when you need that productivity the most.

Errors are expensive

Additionally, the chance of errors is high. An incorrectly typed address or an erroneous weight seems innocent, but in logistics capacity management, this can lead to incorrectly loaded trucks, fines at customs, or angry customers.

Fixing these errors (re-work) often takes three times as much time as doing it right the first time. The ‘cheap’ temp worker thus becomes an expensive line item at the bottom of the line, without giving you any guarantee of continuity.

How do you transform fixed costs into a flexible process strategy?

Most logistics managers immediately think in terms of ‘headcount’ when facing capacity problems. “Work is piling up, so I need two extra FTEs.” It is a logical thought, but financially often not the smartest one.

When you hire people directly or via a temp agency, you are buying time. You pay for 40 hours of presence per week. You just have to hope that those hours are actually productive. Is business quiet? You keep paying. Is the employee sick? You often keep paying (or you pay for a replacement).

To become truly scalable, you must stop managing people and start managing processes. We call this a back-office outsourcing strategy.

From presence to results

The difference lies in the agreements you make. With traditional hiring, you steer based on presence. When outsourcing your back-office, you steer based on results. We also call this SLA management (Service Level Agreements).

For example, you agree: “All consignment notes that come in today must be in the TMS error-free by 09:00 tomorrow morning.”

How that happens, and how many people are needed for it, is no longer your headache. That is the responsibility of your partner. Your only concern is that the data is correct and on time.

Variable costs that ‘breathe’ with you

In logistics, margins are thin. Fixed costs are therefore dangerous. If volumes drop in January, a fixed team weighs heavily on the budget.

By switching to process outsourcing, you create a variable cost structure.

• Busy month? You pay more, but that’s fine, because you generated more revenue.
• Quiet month? The costs drop immediately along with the volume.

You therefore no longer run any financial risk of underutilization.

The ‘Pool Management’ model

You might ask yourself: “But who does the work then?” Here lies the power of a party like Datamondial. Instead of linking one specific employee to your project, we work with ‘Pool Management’.

We train an entire team on your specific process. This team knows your systems and your rules.

• Is someone sick? No problem, the rest of the pool absorbs it.
• Is someone going on vacation? You won’t notice a thing.
• Is there a sudden massive influx of orders? We scale up the pool immediately.

You are no longer dependent on that one ‘golden pair of hands’ in the department. The knowledge is not in one head, but is secured within the team and the processes. This is how you create continuity that doesn’t break at the first flu wave.

Hybrid processing: Speed through AI, control by people

Perhaps you have heard that software will solve all your problems. “Buy this tool and you never have to key in an invoice again.” If only it were that simple.

In logistics, reality is often more stubborn. Creases in the paper, coffee stains on the barcode, or a driver scribbling something illegible on the CMR. Software gets confused by this. But using only people is again too slow and too expensive when volumes explode.

The secret to successfully absorbing administrative peaks lies not in choosing, but in combining. We call this a hybrid approach.

The robot does the heavy lifting (OCR & RPA)

To really cover ground during a peak, we first use smart technology. As soon as your documents – digital or scanned – come in, our OCR software (Optical Recognition Recognition) gets to work.

Think of it as a coarse sieve. The computer reads standard fields at lightning speed:

• Invoice numbers
• Dates
• Addresses
• Gross/net weights

A robot doesn’t type, it copies. That goes thousands of times faster than your fastest employee. RPA (Robotic Process Automation) also helps by taking over simple tasks, such as opening an email or saving a file in the correct folder.

Human-in-the-loop: The safety net for quality

But then comes the critical point where many systems fail. What if the computer is in doubt? An ‘8’ looks like a ‘B’, or the address in the order does not match your master data. Software then stops, or worse: makes a mistake.

In our working method, a human specialist takes over immediately at that moment. We call this “human-in-the-loop”. Our employee sees the doubtful cases on their screen and corrects them immediately. Because they understand the logistics context, they fill in what the computer misses.

Why this combination wins

If you only buy software, you are stuck with the exceptions. If you only hire temporary workers, you miss the speed.

By integrating technology into the process, we guarantee an accuracy of more than 99%. You get the speed of automation, but with the certainty of human control. This keeps your data clean, even if the volume triples during the Christmas rush. You notice nothing of the technology at the ‘front end’; you only see your backlog disappearing.

Checklist: Is your back-office ready for an external flexible layer?

Before you enthusiastically pick up the phone, let’s take a step back. Setting up a flexible layer only works if the foundation is solid. You cannot throw chaos over the fence and expect a tight administration to return. Garbage in is garbage out. It is that simple.

How do you know if a process is suitable for outsourcing? It is actually quite simple. Look critically at the work that is currently left lying around or that distracts your expensive people from their real work. Does it meet the following three conditions?

1. The work is repetitive (and secretly quite boring)

Is it exciting puzzle work where creativity is needed and every order is different? Keep it. You should keep doing that yourself.

But is it the same trick every day? For example: keying in hundreds of orders, checking if a signature is in the right place, or comparing rates in three different Excel lists?

• The check: If your employees sigh deeply when they have to start on it, it is probably perfectly suitable for us.

2. The input is digital (or easy to make so)

Our teams work remotely, but directly in your systems. That means the input must be digital. Unfortunately, we cannot process a stack of physical consignment notes on a desk in Venlo from our hub.

• The check: Do documents arrive as PDF, via EDI, or as a scan? Or are you willing to scan the mail immediately upon arrival? Then the way is clear.

3. There are rules for it (no gut feeling)

This is often the trickiest point. Many planners say: “I just see that this isn’t right.” That is experience. But to scale up, we must translate that experience into rules.

We need to know: “If field A is empty, look in table B.” Or: “If the weight is above 1000kg, a checkmark must be placed at ‘heavy load’.”

• The check: Can you write out the process in an “if this, then that” schema? Then we can take it over, and often even automate a large part of it.

The mirror moment

Do you want to know quickly if you are ready to work smarter? Run through this list:

Did you answer ‘Yes’ multiple times? Then there is low-hanging fruit. It means your organization is ready to finally call that administrative pressure clearing the backlog and solve it structurally.

You don’t have to reinvent the wheel; you just have to be willing to let go of the steering wheel occasionally.

Practical case: How does a logistics service provider handle 40% peak load?

Let’s swap the theory for the raw reality. Because what does this look like on the floor when things get really tense?

Take a medium-sized freight forwarder we work for. They specialize in retail, which means the months of November and December are absolute chaos. Seasonal influences in logistics are not a buzzword here, but an annually recurring nightmare.

Code red: 40% more volume

Last year, they saw a sudden 40% increase in the number of shipments in week 47. In the old scenario, this meant:

• Planners working until 8:00 PM.
• Expensive Saturday shifts.
• Higher error margins due to fatigue.

The HR manager could not possibly find five qualified people within two days who immediately understood the Transport Management System.

The solution: Shifting gears instead of recruiting

Because the backbone of their administration was already with Datamondial, things went differently this year. They didn’t call us for new people, but simply indicated that the volume was going up.

Our team in Romania – which already knew their process and rules – scaled up immediately. Because we work with large teams that rotate across clients, we could move capacity from quieter projects to this client. Within 24 hours, the extra capacity was operational.

The result: Business continuity

While the volume exploded, the work floor in the Netherlands remained calm. The permanent employees could focus on the difficult exceptions and customer contact, while the administrative bulk simply continued in the background.

And perhaps most importantly for the board: the business continuity was never in danger and the data remained safe within the EU. Because we work from Romania, exactly the same strict GDPR rules apply as in the Netherlands. No data to distant continents, but simply safe and close by.

That is how the busiest month of the year did not become the most expensive month of the year.

Conclusion: Choose operational calm and scalable certainty

Administrative peaks are simply part of logistics. But the stress that comes with them? That is optional. As long as you keep trying to plug every hole in the planning with new job vacancies, you will keep running behind the facts.

It really can be done differently. By choosing scalable back-office capacity, you turn a headache file into a streamlined process. You lower your fixed costs, prevent costly errors, and your permanent team gets breathing room again to do what they are good at. No more panic mode in December, just business under control.

Curious where the gain lies for you?

Don’t wait until the next peak catches you off guard. Request a no-obligation capacity scan today. We will look at your processes together and show how a flexible layer ensures lasting calm in the organization.