Decision: Can we legally and operationally run the work we have sold? Each red row is booked revenue with a blocker — assign a bus or driver, renew a document, move a PM, or subcontract before the date. Critical = legal or hard block; warning = needs attention.

Decision: Which drivers' compliance gaps threaten the most booked revenue? Renew documents in revenue order — the top of this list protects the most future work. Compliance basis: the 5 required DQF documents (CDL, Med Cert, MVR, Clearinghouse, D&A).

Decision: Which down bus should the shop fix first? Buses with booked trips are ranked to the top — fixing them protects already-sold revenue. A bus with a booked trip while out of service is an urgent dispatch conflict.

Decision: Which part should you buy or transfer first? Parts that are short for an open work order block a bus from returning to service — they are ranked by the booked revenue they protect. Below-minimum parts are an early stockout warning before a work order even opens.

Decision: What work are drivers refusing, and why? Recurring declines by a customer, destination, or time slot are a signal to coach dispatch, re-route, or price difficult trips higher. The decline rate is normalized against assigned legs in the window.

Decision: Which customers actually create profit once operational friction is counted? Reprice or require deposits on thin/loss accounts, and protect the few "whale" clients driving most of the margin. AR drag and rescue events are the friction signals.

Decision: Which customers wear the fleet harder than their revenue justifies? Points below the diagonal (parts/mile approaching revenue/mile) are eating their own margin — reprice them, route them onto cheaper-to-run vehicles, or tighten PM. Allocated metric: each vehicle's parts cost is spread across the miles it ran, then attributed to the customers who drove those miles.

Decision: Where does booked revenue become collected cash, deliberate non-cash settlement, or leakage? Promotion credits and write-offs are shown separately from cancellations and uncollected AR so operators can distinguish approved settlement from money still recoverable.

Decision: Which sources/segments/reps book revenue that later costs you in cancellations, rescues, and unpaid invoices? A high-revenue group with a high pain index is a candidate to coach, re-qualify, or reprice — move incentives away from raw booked revenue toward profitable, low-friction work.

Decision: Which clients are easy to serve and pay, and which create friction? Low-index clients (especially high-revenue ones) are candidates for deposits, tighter contract terms, or senior dispatch handling. The index blends cancellation (40%), payment (30%), change stability (15%), and driver acceptance (15%) — sub-scores show the cause.

Decision: Where do hired drivers stall on the way to being active, compliant, and safe? A big drop at "Activated" is an onboarding bottleneck; a drop at "Fully ready" is a DQF gap. Use time-to-activate and the safety load to focus hiring and onboarding effort.

Decision: Which vehicles cost too much to keep running relative to what they earn? High maintenance with low revenue (top-left of the chart, high drag %) are candidates to retire, rebuild, reserve, or reassign. Drag % is maintenance cost as a share of the revenue the vehicle generated.

Decision: Which vehicles are signaling trouble before it becomes a work order? Frequent fluid top-offs are a cheap early signal — pull the highest-warning units for inspection. Use the correlation below to judge whether the signal is currently predictive in your fleet.

Decision: What actually happened on the road vs the plan? GPS idle/dwell time validates wait-time billing and complaints; off-route minutes and mile variance reveal schedule and routing problems. This report is coverage-gated — it only reports what the breadcrumb summaries actually measured.

Decision: Which upcoming trips should get a healthier bus or a pre-positioned spare? Each trip is scored from the assigned bus's health (prior rescues, open defects, PM, chronic maintenance) and the route length. Work the High tier first — reassign the bus or stage roadside support before the date.

Decision: Why did this specific trip make or lose money? Search a trip below to see its full lifecycle — quote, communications, dispatch, operation, payment — on one timeline, with a margin breakdown. Use it to settle disputes, coach the team, and tighten quoting.