Your team knows how.What they don't have is time.
Expanding the compound, absorbing a rework campaign, ramping up a new model or putting a bid together don't replace the daily work: they pile on top of it. And the person who should be running them is exactly the one who can't step away from the operation.
Numbia joins your team for as long as the project lasts, and steps out when the operation gets its rhythm back.
Manufacturer terminals, port and inland compounds, rent-a-car fleets, distribution centres and logistics operators. If you move finished vehicles, this is for you.
None of them was in the plan.
All of them land on your desk.
All four arrive with the operation running and always land on the same team, which was already full. When the project is run by whoever is already operating, both suffer.
You've run out of space
Constant overflow, emergency external surface, saturated stations and movements that double because there is nowhere to put the vehicle. In a port it arrives with the ship; in rent-a-car, every season.
Every extra time a unit is handled is paid for every single day, and it shows up on no invoice.
You have a tender on your desk
Annexes, KPIs and times, with a multi-year contract at stake and the same team that was already full before it landed.
The figure you put in there stays with you for four years.
A rework campaign has landed on you
Thousands of units already in stock that have to be worked on, checked and released, against a deadline you didn't set.
Either you design it before you start, or you pay for it as you go.
The system doesn't match reality
The vehicle isn't where the screen says it is, data is captured twice and the integration with your customer is held together with manual exports.
And the day your customer audits, you are the one explaining the difference.
Which of the four is yours?
Six questions, without asking you for a single detail and without the result ever leaving your browser. Answer as if nobody were listening.
Seven specific engagements
Layout and capacity study
On the drawing. How many units fit, where they circulate and where the stations go. You take away a drawing and a figure you can put in a bid.
What it includes and what we have done
What you take away
- Zoned drawing with lanes, stations and traffic directions
- Capacity by zone and total capacity
- The figure you can sign without regretting it
What it covers
What we have done
Rezoning existing surface to gain spaces without buying land. Assessing an external support compound with its business case alongside. Expanding capacity inside the plant with the operation running.
Support for your tender
We define with you how it is going to be operated, activity by activity and leg by leg. Out of that come the times, the resources and the unit cost you take to your rate matrix.
What it includes and what we have done
What you take away
- Flow map of the operation you are bidding for
- Time matrix by activity and distance leg
- Resource sizing by volume scenario
- Unit cost in the format the tender asks for
- Letter of assumptions ready for the first round
What it covers
What we have done
Preparing and submitting bids to manufacturers in five countries, with their clarification rounds and their rebids.
Full terminal diagnosis
On the running operation. How many times do you move a car before it leaves your terminal? If the answer is “it depends”, that is where your cost is. You take away the friction map and the order in which to deal with it.
What it includes and what we have done
What you take away
- Movements per unit and real occupancy against theoretical
- Times measured by operation, not estimated
- Friction map
- Prioritised roadmap: what to fix, in what order and why
What it covers
What we have done
Lean audit with a results report and a benchmarked indicator dashboard. Time analysis by operation, which is where you get a headcount that survives a contract review four years later.
Support through the launch phases
A new model changes flows, volumes and controls at the same time, with the date set by your customer. We define the processes and the control points, and act as single point of contact for as long as the ramp-up lasts.
What it includes and what we have done
What you take away
- Flows defined before the volume rises
- Control points agreed with your team
- A single point of contact with your customer during the ramp-up
What it covers
What we have done
Logistics coordination of several model launches, with the plant producing and without stopping the daily operation.
Project management, or running the operation
We manage it and the right supplier executes: you deal with one, not five. And if what is missing is the chair itself, we take on interim operations management, by the month and without growing your headcount.
What it includes and what we have done
What you take away
- One point of contact instead of five quotes
- Supplier selected and negotiated
- Execution managed and delivery checked against what was asked for
What it covers
What we have done
Radio-frequency identification at gates and in the yard, with a parallel backup system. Delivery inspection lines and loose parts fitting, with their store and line-side distribution. Solar on own surface, electric transport inside the plant and second life for batteries.
Publicly funded projects
If you have a challenge in the terminal and don't know whether a funding call covers it, that is the starting point. We define the project with operational judgement, find where it fits and direct it until it is running.
What it includes and what we have done
What you take away
- Scope defined with operational judgement, not to fill in a form
- Technical report written and defended
- Execution directed and the audit file ready
What it covers
Any project that adds value to the operations of a finished vehicle terminal.
What we have done
The funding call does not decide the project. The project decides the funding call.
Solar over the compound itself: land you already own, filled with vehicles, that can also generate.
Charging points and state-of-charge control, because the electric ones are already arriving and leaving with the battery where it shouldn't be.
Second life for batteries and electric transport inside the plant.
Automating the value-added lines: inspection, part fitting and pre-delivery preparation.
Automatic vehicle identification, so nobody has to walk out and check where a car is.
Integration with the port and the railway, where coordination is lost and almost nobody measures it.
The list is not closed. If your challenge is a different one it gets studied the same way: first whether it is worth doing, and only then where it fits.
The hard part is not writing the report. It is that the project still makes operational sense the day it is audited by someone who has walked a compound.
Systems and data continuity
We are the technical point of contact between your operation, your customer's IT department and whoever develops your software. We define what has to happen, we manage whoever executes it and we keep watch that it goes on working. We do not develop custom software.
What it includes and what we have done
What you take away
- Map of the information flows between your system, your customer's and the hauliers'
- Each exchange specified so a supplier can execute it without interpreting it
- A single point of contact with your customer's IT department
- Watch over the flows and a response when something stops arriving
What it covers
What we have done
Maintenance and development of a manufacturer's digital launch scorecard, with their IT team on the other side. And the infrastructure and systems support of a finished vehicle logistics centre, running for years.
You get paid for moving the vehicle.
Not for moving it three times.
The rate is the rate. Of everything that happens in a shift, only part of it adds value to the vehicle: the rest is extra moves, waiting and empty runs. That rest is what eats the margin.
And it doesn't show up on a dashboard: it shows up in the compound, stopwatch in hand. Measuring the real cycle time of each activity and the distance each vehicle travels is what tells you where your bottleneck is, how many people you actually need and which zone is worth moving.
Book 30 minutes
Twelve years in the same terminal, from 2012 to 2024, at the Ford plant in Valencia. First its systems, then operations and finally general management.
Up to 400,000 vehicles a year and more than 300 people at peak. That is not run from an office.
I have submitted bids to manufacturers in five countries. I know what they ask, what they measure and what disqualifies you before you get to price.
Numbia comes from there. Not from an idea about the industry, but from having been inside one.
Twelve years running projects with the operation live
Seven categories that reflect what we can take on inside a terminal, and how flexibly.
Capacity and surface
Gaining spaces without buying land, opening an external support compound, rezoning what already exists and covering surface. Almost always with the operation going out every day.
Systems and integration
The exchange of information with your customer and with the hauliers: statuses, check-ins, check-outs and confirmations. When that fails, the operation carries on but your customer stops seeing it.
Quality and value added
Delivery inspection lines, loose parts fitting, process stations and procedure changes agreed with the customer.
Innovation projects
Decarbonising the operation — solar on own surface, electric transport inside the plant, second life for batteries and charging points — and the R&D projects that come out of it, with public funding where it fits.
Lean and certification
Lean audits, time analysis by operation and certified management systems. That is where you get a headcount that survives a contract review.
Staff and subcontractors
Headcount by phase and by volume scenario, and selecting and controlling the contractors that execute. The part that never appears on a drawing and decides whether the plan holds.
Traceability and identification
Knowing where every vehicle is without sending anyone to check, with backup systems for when the main one fails. WPARK came out of this: a complete compound system, from arrival to dispatch, with its own app for the operators' handhelds. We put it into production with real vehicles and real shifts.
It was born because we couldn't find a single tool designed by someone who had set foot in a terminal.
Every compound system knows where a vehicle is. The problem is that it knows once somebody types it in, and by then the vehicle has been somewhere else for half an hour.
The idea comes from the compound, not from a whiteboard: the location is validated at the moment the vehicle is dropped. It is the only thing that gets the screen and the terminal to say the same at seven in the evening.
We know what can be demanded of a compound tool because we had to build one.
- Entry registration
- Reception and validation
- Damage inspection
- Location in the compound
- Rework
- Dispatch management
- Shipping
What they always ask us
How much does it cost?
It depends on the days your operation needs, and that cannot be known without seeing it. The first call is free and the quote is closed before we start.
Can you come into our facility?
Yes, and without you losing three weeks registering us. We have an external prevention service, public liability insurance and contractor coordination sorted. Tell us your compliance platform and we will upload everything before the first visit.
Do I have to stop the operation?
No, and it is the only way to see what really happens. A stopped shift teaches you nothing.
How long do you take?
A layout, days. A full diagnosis, weeks depending on size. Tender support lasts as long as the tender.
And if you can't help me?
We will tell you on the first call and we won't charge you anything. We prefer that to selling you a diagnosis that confirms what you already know.
Thirty minutes and you will know whether this is for you. And if it isn't, we will tell you that too.
Book 30 minutes