Operations improvement for logistics and supply chain teams
Berlin Management Group helps transportation, logistics, and supply chain organizations fix the workflows, handoffs, systems, and management routines that cost time, margin, and capacity, then stays through implementation and measurement. It is the industry where Brad Berlin's operating career runs deepest: transportation software, freight claims, carrier integrations, and the daily work of moving orders, exceptions, and information between systems and teams.
Talk through an operating problemWhere logistics and supply chain operations lose time and margin
Customer onboarding stalls between sales and operations.
The deal is signed, then the handoff begins: credit, contacts, systems setup, first shipment. Every day in that queue is revenue waiting on internal process.
Carrier, customer, and internal systems do not connect.
Rates in one system, shipment status in another, accounting in a third. People bridge the gaps by re-entering the same information, and every re-entry is another chance for error.
Exceptions and claims live in inboxes and spreadsheets.
The freight moved, then something went wrong. Now the record of it sits in email threads and a spreadsheet only one person understands.
Service issues move between departments without an owner.
A missed pickup crosses three teams before anyone owns it. The customer experiences the whole journey as one delay.
Reporting arrives too late to guide the operation.
The month closes before the numbers surface. By then the exception is a pattern, and the pattern is a cost.
The technology exists, but the workflow was never designed around it.
A TMS, a WMS, a customer portal, and people still working around all three. The tools are rarely the constraint. The workflow is.
What BMG examines
Every engagement looks at the same things: the workflow as it actually runs, not as documented; who holds the decision at each step; the management routines that surface problems early or too late; the systems in play and the data handoffs between them; where approvals and capacity bottleneck; what each finding costs; and how the result will be measured. The unit of work is one workflow, followed end to end, from the first customer touch to the last internal record.
Logistics operating background
From Brad Berlin's operating career. Not BMG client outcomes.
- At project44, 26 new LTL API carrier connections shipped in under nine months, inside an integration ecosystem of more than 350 carrier integrations.
- Support resolution time cut from about 26 minutes to about 90 seconds at MyCarrier, by redesigning intake and routing workflows and connecting the systems the company already owned.
- As COO of Freightclaims.com, ran logistics claims operations end to end and reduced monthly operating expenses 30 to 40% during a capital-constrained period.
- Transportation and logistics consulting at CarrierDirect and Metafora, working inside carrier and logistics technology operations at scale.
Diagnose the workflow before adding technology
The usual entry is a fixed-fee Operations Diagnostic on one workflow, most often customer onboarding, exception and claims handling, or the quote-to-invoice path: one to two weeks, ending in a findings map, the economic impact of each finding, and a 90-day plan. From there, bounded Fix Sprints implement the highest-priority changes, one at a time, each with a baseline before and the agreed measurement after. Software, automation, and AI come into the picture only after the workflow is designed to support them. What a Diagnostic covers · how engagements run.
Where technology earns its place
BMG combines that operating background with fluency in the tools available to logistics operations now. When the operating problem justifies them, an engagement can include workflow automation, API and Model Context Protocol (MCP) integrations that let your systems and AI tools work together, document and exception processing, operational dashboards, purpose-built bots, and controlled agents with human approval, running in private LLM environments where the data warrants it.
The order never changes. BMG starts with the operating problem, designs the workflow before selecting the tool, and uses technology only where it earns its place. Human approval stays in the loop wherever judgment, risk, or customer impact requires it.
Who this page is for, and who it is not
The fit is operating companies: carriers, brokers, 3PLs, freight and logistics technology companies, distributors, and the supply chain teams inside product businesses, from owner-led operations to enterprise groups. The work is supply chain execution: workflows, handoffs, integrations, exceptions, service operations, and operational visibility. BMG does not position itself as a manufacturing planner, a procurement or sourcing consultancy, a warehouse engineering firm, or a global network design practice. If the problem lives in how the daily work actually moves between people and systems, it fits here.
Start the conversation.
Thirty minutes on one operating problem, at no charge. If BMG is not the right fit, you will hear that plainly.