Ghibli Group

Finding

Ghibli operates across three active legal entities: the primary Szállítmányozási Kft., the recently absorbed Raktárlogisztika operation, and the Cross Border Supply Chain Kft. that handles Chinese e-commerce flows through the CECZ shareholder structure. FY2024 payroll in the primary entity alone ran to approximately HUF 4.3B (294 FTE at HUF 1.22M per month). Group-level consolidated reporting, required both for the dual-shareholder governance structure and for any BSE Xtend preparation, is assembled manually with no evidence of an integrated group finance system in public sources. At HUF 25B in revenue and seven physical sites, the volume of transactions moving through that manual process is large enough that errors and delays have material consequences.

Three entities. Seven sites. Two managing directors. One manual consolidation process that runs as fast as the person doing it.

Our Solution

Lightbloom embeds a multi-entity finance consolidation agent: automated data ingestion from each entity's accounting system (NAV-compliant ERPs), intercompany elimination logic, and a unified management reporting layer. Szabó Zoltán and Wu Jiang open the morning to a dashboard showing group P&L, entity-level cash, receivables aging, and flagged anomalies. Built once. Running every day. The calculation is rule-based; the model explains the exceptions. If a BSE Xtend listing is still on the roadmap, this is the infrastructure it requires. The build timeline is 12 weeks; the first automated management pack replaces the manual version in week 9.

Finding

Ghibli coordinates 250–300 subcontractor trucks for its domestic road freight operations. Each relationship involves rate agreements, performance tracking, and periodic renegotiation. At HUF 25.4B in FY2024 revenue, road freight is estimated at 40–45% of the total, with subcontractor cost running at 70–75% of that segment. That implies approximately HUF 7.1B–8.7B in annual subcontractor payments flowing through rate cards that were set at negotiation and reviewed opportunistically since. Without a system tracking actual rates paid per lane, per carrier, and per weight band against current market benchmarks in real time, the finance team has no visibility into where Ghibli is above market and no data to bring to a renegotiation. As volume grew 120% in two years, the subcontractor pool expanded faster than the ability to manage it analytically.

The rate was right when it was set. The market has moved since, lane by lane, without a system to track it.

Our Solution

Lightbloom builds a procurement intelligence agent: it ingests all subcontractor invoices from the TMS or ERP, classifies each payment by lane, load type, and carrier, and compares actual rates against benchmark data from Timocom spot market, Eurostat freight rate indices, and TransInfo for CEE corridors. The output is a ranked list of renegotiation opportunities, each formatted with the data Ghibli's team needs to open the conversation. The tool does not negotiate. Ghibli's team does. The shift is from relationship-based decisions to fact-based ones. At 1–1.5% improvement on a HUF 7.1B–8.7B subcontractor base, the recoverable range is HUF 71M–128M per year. The benchmark tools that produce this typically identify 2–4% in recoverable spend; 1–1.5% is applied here because Ghibli already manages rates actively.

Finding

Ghibli operates 120,000 m² of warehouse space across seven locations: Budapest Csepel Free Port, Budapest Airport cargo area, Vecsés CTPark, Debrecen Airport, the new 22,000 m² Debrecen South Industrial Park (opened April 2025 adjacent to CATL and BMW), Pécs, and Szeged. Each site runs its own warehouse management operations and produces its own client KPI reports. The company website promises online inventory access and transparent reporting as client-facing features, implying reporting is a manually produced deliverable rather than a live automated feed. Multi-site warehouse businesses at this scale typically employ 2–4 people across the network whose primary job is aggregating site-level data into client reports. At Ghibli's headcount growth rate (85 to 294 FTE in the primary entity in two years), the reporting function has grown as headcount, not as automation.

Seven locations. Clients like BMW and CATL. The inventory picture is assembled by hand, once a week.

Our Solution

Lightbloom builds a multi-site warehouse reporting agent: connectors to the WMS at each of the seven sites, normalisation into a unified schema, and automated client report generation on a schedule or on demand. Internal management sees a live cross-site utilisation dashboard showing which sites are at capacity, where space is available, and where throughput is lagging. BMW and CATL procurement teams, who expect real-time inventory visibility as a baseline for automotive supply chain relationships, get a portal view of their own inventory position without an email cycle. The agent means site N+1 (Debrecen is adding 80,000 m² more by 2030) does not need an additional reporting person. Calculation: 2–3 reporting FTE freed or avoided at HUF 1.0–1.2M/month = HUF 24M–43M/year in direct cost. The client retention value from digital reporting at the Debrecen automotive clients is not counted in that figure.