Prepared for TIP Group · 2026
What we already have running at carriers, forwarders and shipping companies, and what it returned. Built alongside the systems that are already in place, and owned by the client.
The evidenceEach of these programmes started with one clearly bounded flow. The numbers are the client's, not ours: what changed in the operation once the software went live.
of CMRs processed automatically. 380 vehicles in one core, around 110K a year saved on order entry.
packing lists read from the mailbox, validated and posted. 90% less manual work, turnaround in minutes.
matching cargo to available capacity. Four channels (Outlook, Bargelink, WhatsApp, phone) in one view.
customers tracking their own shipments, sea and air. Status enquiries by mail and phone disappeared from the team.
after the trucking twin: an order platform for rail with AI mail intake, and a file per shipment for forwarding with Portbase and Exact.
of the manual writing in recurring project documents automated. Started as one writing tool, now four programmes.
One asset, end to endTop row: where the manual work sits in a rental and service operation. In the blue band: which client already has that step done by software today.
Mail, PDF, spreadsheet, portal. Someone retypes it and checks the rate and the window.
Which unit goes where, what comes back when, what to hire in. Often on instinct and in a spreadsheet.
Telematics record everything, yet customers still call and mail to ask where a unit is and when it is due back.
Damage reports, inspection certificates, supplier invoices, photos. Scan, name, attach to the right job.
Rates per customer and per asset type, parts and labour prices, all living in heads and sheets. Margin only visible afterwards.
Invoice days after the job. Extra work leaks away, and the result per customer arrives a quarter later.
Case 1 of 4Hundreds of vehicles, an old system that could no longer be changed, and orders arriving by mail. We rebuilt the core module by module, with the document flow as the first win. The closest thing we have to a large fleet with its own administration around it.
Data scattered across several systems with no single source of truth. Limited integrations with Portbase, Transics, Exact and PTV. Almost no visibility of margin per customer, job or contract.
Automated order entry, visual planning with multi-leg journeys, contract management with automatic margin calculation and invoicing into Exact. Telematics, customs and route optimisation in one flow. Cabooter owns it and is independent of outside suppliers.
Case 2 of 4The strongest evidence is a client that comes back. After the trucking twin, Cabooter Group asked us to do two other business units. Both are running now, with a go-live in Q3 2026.
Rail orders arrived by mail and were retyped. Customers, operators and hauliers lived in separate lists; for every order someone worked out which agreements and rates applied.
Five modules. PRD and the first two delivered and approved; intake, rates and invoicing on track for Q3 2026.
Every shipment runs on three tracks at once: container release, customs and transport. Assembling a status meant searching mails and folders; authorisations, rates and arrival deadlines were watched by hand.
PRD, design and data model approved; standard modules largely finished; integrations being built for Q3 2026.
Case 3 of 4Brokers lost the day to searching for information across hundreds of messages from Outlook, Bargelink, WhatsApp and the phone. We built a platform that matches cargo to capacity itself. We are now building the full digital twin.
Incoming messages are read and structured through the Microsoft Graph API, whatever the channel. Three dashboards: demand, capacity and ranked matches. Hard criteria such as time, distance and tonnage rule options out; the system ranks the rest, the broker decides.
Placing units where demand is, and deciding what to hire in or move between depots, is the same problem: decision logic across several sources that today sits in one person's head. That knowledge becomes recorded and searchable, and the whole thing runs in the client's own Azure tenant.
Case 4 of 4Two companies on the edge of transport, with exactly the flows that run around a rental and workshop operation too: documents arriving by mail, and customers who want to know where their unit is.
Packing lists arrive as a PDF, a screenshot or a spreadsheet and had to be keyed into the inspection software by hand. A few minutes each, hundreds a week in peak season, exactly when the team is busiest. Damage reports and supplier invoices behave the same way.
The information existed, but it sat spread across carriers and their separate tracking environments. Status questions came in by mail and phone, and the team looked them up one shipment at a time.
About BonsaiBonsai was founded by people who watched custom software go wrong from the inside: time and materials, scope creep, and a supplier that earns more the longer it takes. We turned the incentives around.
How to startNone of the clients above bought a core system in one go. Each started with one flow that was running within weeks, and decided what came next based on what they saw.
Reads damage reports, certificates, delivery notes and supplier invoices, validates them and pushes them into your own system. A human in the loop whenever it is unsure.
At Cabooter this runs as the document layer inside the twin. Starting with documents is never wasted work.
Custom software that takes over one task around your existing systems: mail intake, matching supply to demand, status enquiries, getting extra work onto the invoice.
The most common first step. It shows the operation what is possible before anyone has to discuss the ERP.
An operational core that follows your process exactly, connected to telematics, your ERP and finance.
Only when the workarounds have become the system and the supplier no longer moves with you.
One morning on site, following a single real job from intake to invoice. After that we will tell you honestly whether and where software helps, and what we have already built for a comparable operation.
In an asset-heavy business most of the manual work is not in the workshop itself, but in everything around it: damage reports retyped, jobs that drift away from the invoice, maintenance history spread over too many files. You have set out a cloud-first application strategy, and that is exactly the moment the gaps around a new ERP become visible. Show me one workshop, from intake to invoice, and I will tell you honestly whether and how much we can help.