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All-in-one HR platform · v2.0
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All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
Warehouses, 3PL operators, transporters and last-mile delivery fleets
Logistics runs on two workforces that never meet: warehouse teams working shifts at a fixed site, and drivers and field staff whose workplace is a route.
A logistics business is a network of hubs, warehouses and routes. Inside the warehouse, work runs in shifts around inbound and outbound windows, often through the night, with peaks that track the customer's sales calendar. Outside it, drivers, delivery associates and field supervisors start and finish wherever the route takes them.
Neither population fits an office attendance model. The warehouse needs rosters, shift detection and overtime. The road needs attendance that travels, and records of the licences and documents that make someone legally able to drive. HR software for logistics is judged on whether both can be paid correctly from one record across every hub.
A new hub opens in a state where the company has no registrations yet.
The overtime bill for a peak month cannot be explained by hub or by shift.
A road incident prompts the question of whether every driver's licence was valid.
Not a feature gap, the specific operational pressures this kind of company runs into, and why each one resists a spreadsheet.
Warehouse volume follows the client's sale days and festive season. Extra shifts and overtime cluster into a few weeks, and an overtime rule that seemed minor in a quiet month decides a large share of the cost in a busy one.
A driver who starts a route from a depot, or from home, needs attendance captured where the work starts. Mobile check-in with a geofence around the depot or hub is the method that reflects how the job is done.
Driving licences and similar permits expire. A driver on the road with an expired licence is a legal exposure for the business, and the expiry date has to be known well before it arrives.
New hubs and dark stores open in new cities, often in new states, with their own Professional Tax and Labour Welfare Fund positions. Each one has to be configured, not just added to a list.
You do not have to switch everything on at once, and for a company like yours there is a sensible order. This is it, with the reasoning attached.
For a driver or delivery associate the working day starts when they collect the vehicle or the first consignment, which may be at a hub, a client's warehouse or a parking yard. A fixed reader at head office measures none of that.
Geo-fenced mobile check-in records that the person was at a known location when they said they started, with optional selfie validation where the business wants it. The point is a payable-days record that holds up, not tracking the route; attendance establishes the working day, and the route is the operations system's business.
Where drivers return to a hub at the end of a run, a check-out at the same geofence closes the day. Where they do not, the employer has to decide what closes it, and write that rule down.
Warehouses frequently run through the night to meet morning dispatch. Night shifts cross midnight, rotate between teams, and carry a differential where the employer pays one. Each of those has to be calculated from the shift actually worked.
Peak weeks add extra shifts and overtime on top. Because overtime is paid at a higher rate, and because state law and the Factories Act, where a warehouse is registered under it, set limits on working hours, the overtime rule has to be explicit about eligibility, rate and approval.
The result worth aiming for is that the overtime bill for a peak week can be explained line by line: who worked which extra shift, on whose approval, at what rate. That is what operations and finance will both ask for.
Logistics businesses commonly use contract labour for loading, packing and peak capacity, sometimes alongside their own employees doing similar work. Under the Contract Labour (Regulation and Abolition) Act 1970, a principal employer has responsibilities that include ensuring contract workers are paid, and the Act and the state rules under it set the detail.
The labour codes, in force since 21 November 2025, restate parts of this framework, and state rules under them should be checked before relying on any specific threshold or obligation.
The administrative point is to keep employees and contract workers clearly distinct on the record, and to be able to produce the contractor's wage and statutory payment evidence when asked. Treating a contract worker as an employee, or the other way round, causes statutory problems in both directions.
Warehouse and road teams stay on different rhythms, as they must. What they share is one employee record, one attendance ledger and one payroll run, so that a network of hubs closes its month as one company.
Through mobile check-in with a GPS geofence around the depot, hub or client site where they start, with location tagging and optional selfie validation.
Yes. Licences and permits held as documents against the employee carry expiry dates, and automated alerts go out before they lapse.
The shift is held as one unit attributed to the day it began, auto-detected from the punch timestamp, with a night-shift differential where your policy pays one. Overtime is calculated from the shift definition and carried into payroll.
Yes. Professional Tax and Labour Welfare Fund follow the employee's work location on the record, and leave schemes and holiday lists can be configured per hub. Confirm each state's current rules before configuring them.
Usually not, if they are engaged through a contractor; they are the contractor's employees. As principal employer you still have obligations under contract labour law, so keep them distinct from your own staff and keep the contractor's payment evidence.
Looking for a custom walkthrough or have specific statutory policy requirements? Connect with our product specialists in Pune for a 1-on-1 consultation.
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