{"id":9881,"date":"2026-08-08T03:19:56","date_gmt":"2026-08-08T01:19:56","guid":{"rendered":"https:\/\/metrickal.com\/which-logistics-back-office-processes-should-be-outsourced\/"},"modified":"2026-08-08T03:20:08","modified_gmt":"2026-08-08T01:20:08","slug":"which-logistics-back-office-processes-should-be-outsourced","status":"publish","type":"post","link":"https:\/\/metrickal.com\/en\/which-logistics-back-office-processes-should-be-outsourced\/","title":{"rendered":"Which logistics back-office processes should be outsourced?"},"content":{"rendered":"\n
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\nQuick Response<\/span>\n

In the logistics back office, all documentation and repetitive tasks are outsourced: order entry, packing slips, shipments, shipment tracking, issues with carriers, and invoice reconciliation. It\u2019s best to keep decisions regarding inventory, negotiations with suppliers, and relationships with your major clients in-house. The distinction lies not in the difficulty of the task, but in whether it requires independent judgment or merely execution. <\/p>\n<\/div>\n<\/div>\n\n

Virtually no company decides to outsource its logistics back office out of the blue. It usually happens after a campaign during which delivery slips piled up, or after a month-end closing when no one knew how many shipments had not yet been invoiced. <\/p>\n\n

The useful question isn’t whether to outsource, but what exactly to outsource. And that’s where bad decisions are made in both directions. <\/p>\n\n

Which processes should be outsourced, and which ones shouldn’t?<\/h2>\n\n
\"Logistics
The distinction lies not in the difficulty, but in whether the task requires independent judgment.<\/figcaption><\/figure>\n\n

The criteria we use are simple. If the task has clear rules and is repetitive, it\u2019s a good candidate for outsourcing. If it requires business judgment or directly involves an important client, it stays in-house. <\/p>\n\n

It’s outsourced well<\/th>It’s best to keep it inside<\/th><\/tr><\/thead>
Order Entry and Confirmation<\/td>Decisions Regarding Inventory Levels<\/td><\/tr>
Delivery Slips and Shipments<\/td>Negotiating Rates with Suppliers<\/td><\/tr>
Shipment Tracking<\/td>Relationships with Key Clients<\/td><\/tr>
Issues with carriers<\/td>Distribution Network Design<\/td><\/tr>
Invoice Reconciliation<\/td>Serious complaints or disputes<\/td><\/tr>
Operational Reporting<\/td>Pricing Strategy<\/td><\/tr><\/tbody><\/table><\/figure>\n\n

The most common mistake isn’t outsourcing too much. It’s outsourcing the work while still retaining oversight, so that someone on your team ends up reviewing every delegated task. If that happens, you haven’t freed up time\u2014you’ve just shifted it around. <\/p>\n\n

When do you know that your back office isn’t cutting it?<\/h2>\n\n
\"Five
The signs that usually appear before someone considers outsourcing.<\/figcaption><\/figure>\n\n

These five almost always appear together, and they\u2019re usually there for months before anyone even notices them.<\/p>\n\n