Many logistics reports measure activity — shipments sent, lifts performed, tonnes moved. Activity is not performance. These metrics say more about whether the chain actually works.

Utilisation per sailing

Measures how well capacity is genuinely used, on deck and in tank. Low utilisation combined with frequent expedites indicates planning is happening too late, not that capacity is too small.

Lifts per sailing

Fewer lifts for the same cargo volume means better consolidation — and lower risk exposure. It is one of the few figures that is simultaneously a cost and a safety indicator.

Quayside rejection rate

The share of cargo that cannot ship because certification is missing, weight is mismarked, lashing is inadequate or documentation is incomplete.

This number points directly at preparation quality and is usually quick to improve.

Backload balance

The ratio between units sent out and units returned. Persistent imbalance means cargo units are accumulating offshore and consuming deck space.

Expedite share

Expedited shipments are expensive and usually a symptom rather than a cause. A high share indicates requirements are being raised too late to catch scheduled sailings.

What should not be the headline KPI

  • Freight cost per tonne in isolation — ignores the consequence of delay.
  • Number of shipments — measures activity, not delivery capability.
  • On-time performance without criticality weighting — treats critical and non-critical cargo alike.

Frequently asked questions

Which KPI should you start with?

Quayside rejection rate. It is simple to record, points at concrete causes, and improvements show quickly.

Why is freight cost per tonne a weak measure?

Because it ignores the consequence of cargo not arriving on time. Offshore, waiting time is far more expensive than freight.

How often should KPIs be reviewed?

Often enough that deviations can be corrected within the ongoing operation — typically tied to the sailing rhythm rather than quarterly reporting.

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