Holistic Transportation Management System Development
Budget / Salary$250–750
TypeFreelance project
LocationRemote
Posted2 hours ago
Scope and boundary
Transport operations only — land freight and brokerage. Manufacturing is out. Zoho Books stays the system of record for tax invoices, GL and ZATCA; this system produces a billing-ready record and pushes it, never issues a tax invoice itself. Bilingual Arabic/English throughout, including RTL and printed documents. 6–10 office users, no driver-facing app in this phase.
The eight modules
1. CRM — Customers (with GM-only credit limits), Price Lists (cost and offer price on every line), Quotations (locked numbering, manager approval gate, pulls from price lists), Sales Orders (Draft → Confirmed → In Progress → Completed), Contracts (60-day renewal alerts), Sales Activity Reports (daily field logs with lead-to-customer conversion).
2. Operations — the Load Board (shows only trucks genuinely available — legal, not in maintenance), All Orders/Shipments (one entity for own-fleet and brokered trips), Live Tracker, Waybills (unique Bayan numbers), POD capture and verification, trip exceptions (delay, breakdown, accident, hold, cancel — all reachable and recoverable), Fleet Assignments (truck + driver + trailer, blocked by expired documents), Trucks, Trailers, Drivers.
3. Vendors — its own top-level module: carrier and workshop directory (CR/VAT required before payment), their trucks, their drivers — kept separate from the company's own fleet.
4. Maintenance — Dashboard, Preventive schedules (interval by km or date, GM-approved monthly), Corrective jobs (request → approval creates the job automatically → job card with root cause → closure releases the truck), driver-submitted Requests, Tire Management, Expenses, its own Vendors list.
5. Payment Center — the four-hands chain: Freight desk raises → Billing & AR verifies → GM approves → Finance pays. Order Payments (batches several shipments into one carrier settlement), Cash Desk (numbered vouchers, 48-hour deposit rule, never paying a carrier from collected cash), Receivables and the day-15/30/45/60/90 collection cycle, Outstanding Shipments split by cause (uninvoiced credit vs. unpaid cash).
6. Assets — fixed asset register separate from the fleet's operational record, depreciation, insurance value tracking, disposals (never deleted, only disposed with reason and GM approval).
7. Fuel — PetroApp transactions matched to truck and trip, consumption anomaly detection.
8. Documentation & Settings — bilingual document generation (waybill, quotation, vouchers, job cards, statements), approval limits (tiered by risk, not one number), users and roles, numbering sequences, integrations.
The 24 rules that make it a control system, not a filing cabinet
Credit limit blocks booking · quotation approval blocks sending · expired documents block assignment · truck in PM blocks dispatch · Bayan uniqueness · dispatch needs Bayan · exceptions reachable and recoverable · cancellation needs reason and approval · POD blocks invoicing · extra charges need approval before billing · payment request needs POD and cost price · requester can't verify · unverified can't reach approval · payer can't have raised or verified · cash voucher numbering is sequential · undeposited cash blocks new collection · cash never pays a carrier directly · maintenance approval creates the job · job closure releases the truck · vendor needs CR/VAT to be paid · nothing hard-deletes.
What sits underneath every module
Every record stores who changed it and when. Every mutation writes an audit entry. Sequential numbers come from the database, never typed. Roles enforced server-side. Every integration falls back to manual entry.
How it's meant to be used
Not module-first — work-queue first. Each person opens the system and sees what's blocked, what needs their action, and what's waiting on someone else, sorted in that order. That's what replaces the GM chasing people, which the interview identified as the actual root problem rather than headcount.
Build sequence
Foundation (audit, actor tracking, numbering, backups) → Shipments → Cash desk → Carrier payments → Billing and collections → Maintenance → the work queue and GM dashboard. Fuel, tyres, CRM depth, assets and HR follow afterward, one module finished completely before the next starts.
Transport operations only — land freight and brokerage. Manufacturing is out. Zoho Books stays the system of record for tax invoices, GL and ZATCA; this system produces a billing-ready record and pushes it, never issues a tax invoice itself. Bilingual Arabic/English throughout, including RTL and printed documents. 6–10 office users, no driver-facing app in this phase.
The eight modules
1. CRM — Customers (with GM-only credit limits), Price Lists (cost and offer price on every line), Quotations (locked numbering, manager approval gate, pulls from price lists), Sales Orders (Draft → Confirmed → In Progress → Completed), Contracts (60-day renewal alerts), Sales Activity Reports (daily field logs with lead-to-customer conversion).
2. Operations — the Load Board (shows only trucks genuinely available — legal, not in maintenance), All Orders/Shipments (one entity for own-fleet and brokered trips), Live Tracker, Waybills (unique Bayan numbers), POD capture and verification, trip exceptions (delay, breakdown, accident, hold, cancel — all reachable and recoverable), Fleet Assignments (truck + driver + trailer, blocked by expired documents), Trucks, Trailers, Drivers.
3. Vendors — its own top-level module: carrier and workshop directory (CR/VAT required before payment), their trucks, their drivers — kept separate from the company's own fleet.
4. Maintenance — Dashboard, Preventive schedules (interval by km or date, GM-approved monthly), Corrective jobs (request → approval creates the job automatically → job card with root cause → closure releases the truck), driver-submitted Requests, Tire Management, Expenses, its own Vendors list.
5. Payment Center — the four-hands chain: Freight desk raises → Billing & AR verifies → GM approves → Finance pays. Order Payments (batches several shipments into one carrier settlement), Cash Desk (numbered vouchers, 48-hour deposit rule, never paying a carrier from collected cash), Receivables and the day-15/30/45/60/90 collection cycle, Outstanding Shipments split by cause (uninvoiced credit vs. unpaid cash).
6. Assets — fixed asset register separate from the fleet's operational record, depreciation, insurance value tracking, disposals (never deleted, only disposed with reason and GM approval).
7. Fuel — PetroApp transactions matched to truck and trip, consumption anomaly detection.
8. Documentation & Settings — bilingual document generation (waybill, quotation, vouchers, job cards, statements), approval limits (tiered by risk, not one number), users and roles, numbering sequences, integrations.
The 24 rules that make it a control system, not a filing cabinet
Credit limit blocks booking · quotation approval blocks sending · expired documents block assignment · truck in PM blocks dispatch · Bayan uniqueness · dispatch needs Bayan · exceptions reachable and recoverable · cancellation needs reason and approval · POD blocks invoicing · extra charges need approval before billing · payment request needs POD and cost price · requester can't verify · unverified can't reach approval · payer can't have raised or verified · cash voucher numbering is sequential · undeposited cash blocks new collection · cash never pays a carrier directly · maintenance approval creates the job · job closure releases the truck · vendor needs CR/VAT to be paid · nothing hard-deletes.
What sits underneath every module
Every record stores who changed it and when. Every mutation writes an audit entry. Sequential numbers come from the database, never typed. Roles enforced server-side. Every integration falls back to manual entry.
How it's meant to be used
Not module-first — work-queue first. Each person opens the system and sees what's blocked, what needs their action, and what's waiting on someone else, sorted in that order. That's what replaces the GM chasing people, which the interview identified as the actual root problem rather than headcount.
Build sequence
Foundation (audit, actor tracking, numbering, backups) → Shipments → Cash desk → Carrier payments → Billing and collections → Maintenance → the work queue and GM dashboard. Fuel, tyres, CRM depth, assets and HR follow afterward, one module finished completely before the next starts.
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