Mode

Ocean, air, road or rail, carried as a dimension on every booking row. Each mode has its own volume unit and its own reconciliation. Revenue is the only figure that sums across modes.

DefinitionOcean, air, road or rail, carried as a dimension on every booking row. Each mode has its own volume unit and its own reconciliation. Revenue is the only figure that sums across modes.

Not inferred

A port pair is ocean until a customer books air between two port cities. Carry the mode on the booking.

A customer view has three numbers

TEU, tonnes and revenue side by side, not one blended volume.

How it is used

Every booking row carries its mode. Volume is reported per mode in its own unit, TEU for ocean, chargeable weight for air, and never added across modes; revenue and gross profit can be.

Example

A customer moved 1,400 TEU and 220 tonnes of chargeable weight. Ocean volume fell 6 percent while ocean revenue rose 32 percent on rates.

Where it goes wrong

A single shipments count across modes. A courier parcel and a forty-foot container each count as one.

Articles that use this term

Board and management reporting

A board narrative with a citation on every number: how to draft the commercial pack from reconciled figures

A method for writing the quarterly commercial narrative so every figure carries a citation to the calculation that produced it: the reconciled roll-up as the source, the narrative structure, the citation format that survives export, and why the model writes sentences but never numbers.

16 Sept 20263 min read AI and self-service analytics

Account health score: why a computed score beats a colour-coded one

What is wrong with the red-amber-green account health field most CRMs carry, what a computed health score is made of, five inputs from the ledger and the CRM with stated weights, how the weights are set from the company's own churn history rather than opinion, why the score is shown with its inputs and never alone, the identity that every account has one score from the same rule, and how the score is validated against what happened.

16 Sept 20263 min read Wallet share and penetration · Industrial manufacturers

Aftermarket attach: installed base against parts and service revenue

How an industrial manufacturer measures aftermarket capture per customer from the installed base register and the parts and service ledger: expected annual aftermarket per unit from the customers who buy it all from the OEM, actual per customer, the attach rate, and the list of customers running the OEM's equipment on someone else's parts, ranked by the revenue at norm.

16 Sept 20262 min read AI and self-service analytics

Asking questions of a sales workbook without rebuilding it in a BI tool

How a team whose data lives in Excel or Google Sheets can ask plain-English questions of the workbook they already keep: reading the structure as it is, mapping columns once, validating the totals, and getting answers with the rows behind them, without pivot tables or a data warehouse.

16 Sept 20263 min read Board and management reporting · Shipping and logistics

Booking-to-invoice cycle per customer: the days revenue waits

How a forwarder measures the time from shipment delivery to invoice issued, per customer and per branch, from the shipment milestones and the billing ledger: the median days, the shipments delivered and still unbilled past a stated age, the value waiting, the branches and customers where the cycle is longest and why, disputed accessorials, missing carrier costs, customer billing rules, and the working capital the delay ties up.

16 Sept 20263 min read Territory, capacity and quota planning

Capacity is arithmetic: how to build a sales capacity plan that reconciles to the budget

The capacity model behind a defensible sales headcount plan: reps times calls times weeks less ramp on one side, accounts times required frequency on the other, the gap in reps per territory, and the scenario table that lands on a cost finance can put in the plan.

16 Sept 20263 min read