This was not built as a project and handed off. Our own freight business runs on it daily — quoting, tendering, tracking, invoicing, reconciliation. When something breaks, we are the ones who feel it first.
Same freight, same lanes, a third less per shipment — not from discounting, but from pricing every load across multiple carriers and validating the fields that trigger rebills before the quote goes out.
One less transfer means one less round of handling. Stackability, linear feet and packaging go to the carrier before pickup, so loading is planned rather than improvised on the dock.
One portal per carrier, results copied into a spreadsheet, then into an email. Slow — and a typo went unnoticed.
→ wired API and EDI; one request, carriers priced in parallel
Wrong density, wrong NMFC, stackability never sent, linear feet over, residential not flagged — the carrier reprices and the gap is yours.
→ validate every field before tender, snapshot the quote as evidence
Each question meant another portal login; PODs were hunted in email, and some turned out missing only at month end.
→ polling plus webhooks onto the timeline; BOL and POD retrieved automatically
Customer billing, vendor bills and agent splits lived apart; the picture only formed at month end, too late to trace.
→ AR and AP hang off one order, with accounting invariants checked hourly and alerted
Understated quotes from stackability, rebills from wrong NMFC codes, residential detection, ambiguous carrier status codes — these only surface when you run real freight. Each is handled in the system, not imagined from a spec.
Scheduled smoke tests, hourly accounting invariants, ghost-shipment reconciliation against carriers — because the money and customers at risk are ours.
Bilingual UI, WeChat and WeCom notifications, agent distribution, China–US lanes and drayage customs — not localization patches, but part of the original grain.
In March 2025, a China-listed manufacturer purchased a roughly 500,000-square-foot solar production facility in Dallas, Texas. Production equipment, assembly lines and precision instruments moved from China through the Port of Houston — including a large volume of oversized, specialized cargo.
In May 2026, a shipment of transformers moved into the U.S. via intermodal rail on the Dallas–Memphis corridor, with final delivery to a project site in Memphis. 19 40-foot high-cube containers, each carrying two transformers, moved as overweight cargo. ShipMay handled the origin drayage, coordinated the intermodal move through to Memphis, and arranged a specialized crew on site to receive and unload the overweight containers.
None of this was designed up front — each piece cost us money first.
