The real cost of keeping two desks open
Most logistics centers treat a pair of command desks as ordinary. One watches inbound, the other handles internal moves or outbound. The split feels practical until you start counting the radio calls, the status checks, and the hand-offs that never appear as a single line item on the cost sheet.
In one 15,000 sqm logistic-center warehouse that dual structure was the starting point. After Logistics Management (AOS) went live the plant consolidated the two command centers into one centralized command center. The investment stood at €28,000. Year-one OPEX savings came in at €65,000.
Those figures belong only to this site and this module. They are not an average and they are not a multi-year forecast. They simply record what happened in the first twelve months after the second desk closed.
How the marketplace removed the need for the second desk
AOS works as an internal logistics marketplace. Material-move requests are generated from the floor or from connected systems and offered to available drivers. A driver accepts the task, completes the run, and the record closes. The old push pattern—one desk calling drivers while another desk tracks progress—falls away.
Once every open request sits in a single shared workflow, two separate supervision points become hard to justify. One team can see pending moves, driver status and material locations without splitting attention or walking between rooms. The live spatial view keeps that single desk informed even when the warehouse layout is awkward.
The layer does not replace the existing WMS or ERP. It sits above them, ingests the data points those systems already produce, and adds the live logistics workflow on top. The consolidation is therefore an organizational change enabled by the marketplace model, not a software replacement project.
Keeping the numbers inside this plant
The €28,000 investment and the €65,000 OPEX saving are tied directly to the consolidation of the two command centers in this 15,000 sqm warehouse under the Logistics Management module. Other documented results—fleet reductions in larger automotive plants, for instance—use different modules and different starting conditions. Mixing those figures would turn a concrete operational change into a vague claim.
Here the benefit is structural. Fewer command points mean less coordination overhead. The euro numbers simply measure what that structural change produced in year one. Because both the investment and the saving are site-specific, any comparison stays inside one plant’s actual spend and actual operating-cost change.
What to examine on your own floor
If your facility still runs two or more desks that coordinate the same set of internal moves, the consolidation path is open. The 15,000 sqm case shows one measured outcome of taking that path with AOS.
Look at the volume of phone or radio traffic that still bridges those desks. Look at the duplicated status checks that never get recorded as cost. Those soft costs are exactly what the marketplace model targets. The investment figure from this case supplies a reference point for the software side; the rest of the arithmetic stays inside your own labor and communication numbers.
That keeps the evaluation practical and plant-specific rather than abstract.