The situation
Exceptions are the business. A missed pickup, a customs hold, a bad address. Each one costs a phone call, a re-book, sometimes a service credit to the customer.
The operations team put models on the exception queue eighteen months ago. Triage is faster. Service credits are down. Detention charges are down. All three sit in different systems and none of them names the model that helped.
At this size the money is real and so is the fragmentation. Four regions run their own tooling on four different accounts.
What runs where
API gateway
The exception-triage service routes every call through your gateway, so each region separates cleanly instead of pooling into one invoice.
Vendor account
The regional subscriptions each operations centre bought on its own card, now on one record.
Managed fleet
Every managed seat across the four regions reports through one deployed file.
What Oabo shows in the first 30 days
- One record of every model and subscription across all four regions, with an owner on each.
- Cost per exception type, so the expensive queue stops being invisible inside a regional total.
- Service credits and detention charges that fell, tied to the ledger entries that show them falling.
- Dispatcher hours absorbed by triage, held apart from the cash figure.
What to expect
Two units, two blocks. Cash is money your ledger moved. Capacity is time your people got back. Oabo never adds them together.