Understanding the role of human management is crucial for the debate over algorithmic management—to date limited to studies on the platform economy. This qualitative case study in logistics reconstructs the actor constellations (managers, engineers, data scientists and workers) and negotiation processes in different phases of algorithmic management. It offers two major contributions to the literature: (1) a process model distinguishing three phases: goal formation, data production and data analysis, which is used to analyse (2) the politics of algorithmic management in conventional workplaces, which differ significantly from platform companies. The article goes beyond surveillance to elucidate the role of the regulatory framework, various actors' knowledge contributions to the algorithmic management system, and the power relations resulting therefrom. While the managerial goals in the examined case were not oriented towards a surveillance regime, the outcome was nevertheless a centralisation of knowledge and disempowerment of workers.