Your team knows how.What they don't have is time.
A project does not replace the daily work: it adds to it. And the person who should be running it is exactly the one who cannot 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 five 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.
A new model is coming in
New flows, volume climbing in steps and controls being rebuilt, all at once, against a date set by your customer. And the team that delivers it is the same one holding up yesterday's production.
The date does not move. Everything else does.
Which of the five is yours?
Seven questions, without asking you for a single detail and without the result ever leaving your browser. Answer as if nobody were listening.
Eight 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.
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.
Rework campaign
On the stock already in the compound. Thousands of units to work on, check and release without stopping the daily despatch. We design the flow, the stations and the manning before it starts, and we run it while it lasts.
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.
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.
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.
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.
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.
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
Five 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.
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