Insights
Per-seat pricing is broken for logistics — here's what we did instead
Per-seat pricing punishes logistics businesses at the exact moment they need to add more dispatchers, finance staff, and operators to keep service levels healthy.
Why per-seat pricing breaks down
Logistics growth does not happen neatly one user at a time. Teams often need to add roles quickly during seasonal spikes, depot expansion, or new-customer launches.
When software cost rises every time a company hires the people needed to keep shipments moving, the pricing model creates a tax on operational maturity.
- Hiring a dispatcher should not trigger a sudden platform cost jump
- Cross-functional access matters across operations, finance, and customer service
- A growing team should improve service quality, not make tooling less affordable
What Fauward does differently
Fauward prices around shipment volume and platform capability instead of the number of seats a business needs. That keeps costs aligned to operational throughput rather than org chart complexity.
It also removes the friction that pushes teams to share logins or keep people out of the system, both of which create avoidable operational risk.
The long-term effect
A flat team model gives operators freedom to add finance users, depot managers, and support staff as the business evolves.
That makes the platform more usable over time, because more of the business can work from the same source of truth instead of falling back to side systems.