The attractions of "renting" software from an application service provider on a pay as-you-go basis are obvious: No license fees, no installation costs, no hardware or software to update and maintain. But be careful: ASPs aren't right for every app.
Buying software services from logistics technology vendors used to be a little like letting the vendor tap right into a vein in your financial system. First you pumped out huge sums of cash for a software license. Then you allowed your balance to be periodically drained for upgrade payments. All the while, you kept your fingers crossed, hoping the vendor would stay in business.
But over the last few years, that model has drastically changed. Most logistics software companies have adapted in two different, often complementary, ways. Customers today typically have the option to pay on a transactional basis for using software, making smaller quarterly or monthly payments in lieu of an upfront fee. Alternatively, they have the choice of "renting" software that's "hosted" by the vendor, which means the actual computer servers that process customers' information reside either with the vendor or with a third-party computer server company. Often the two go together, in what's generally termed an "application service provider" (ASP) deal. Descartes started the trend of going over to a hosted model in 1998; others, like Manugistics, RedPrairie and Elogex, quickly followed suit.
Their pitch for a hosted model went something like this: Why buy and house the cow when you can get milk by the quart? Getting out of the cow-keeping business appealed to a number of clients—particularly small and medium-sized companies with little in the way of IT support—and several of them signed on. But that doesn't mean the entire industry is headed in this direction. The reality is that outsourcing software processing in this way doesn't suit everyone or every function. Talking with users, vendors and analysts, it becomes clear that there's a wide range of demands out there … and a broad spread of choices as well.
Pay as you go
Harry Drajpuch, for one, has chosen to house the cow, but pay for milk as he needs it. As executive vice president and general manager of shared warehousing and order management and delivery solutions at USCO, Drajpuch has had plenty of experience buying and using logistics management software—not all of it good.
Eight years ago, he paid a huge license fee to a vendor that "wound up not being good for us," he says. Then, more recently, he tried a software company that worked on an ASP basis and ran into problems with obtaining access to the externally held software. "Downtime was an issue. No matter how well it runs, when it goes down it seems to follow Murphy's Law," says Drajpuch. "You're really at the mercy of the provider in terms of support. We had outages that were longer than we'd like—some lasting well beyond eight hours. That's unacceptable in today's environment."
Finally, he concluded that the ASP model was not for USCO. "We like to have the hardware located on site. We feel we have better control if we have the hardware and software in-house."
Two years ago, Drajpuch tossed out the old model and adopted GC3 transportation management software from G-Log that stays inside the firewall but is paid for on a transactional basis (although there was also an upfront cost for setting the system up). "What transactional pricing does is ensure that G-Log stays in the game with us. They have a vested interest in our growth," says Drajpuch. "They will continue to keep the software fresh. So the transactional model provides for a very powerful marriage."
Love at first bite
Alan Green, on the other hand, is happy to have someone else look after the cow and get the milk delivered. Green, who is director of transportation at PGT Industries, a Nokomis, Fla., company that makes storm windows, uses an entirely hosted system of routing and scheduling software from The Descartes Systems Group to help streamline deliveries of the company's products, which top 900 a day. Since adopting Descartes' Roadshow software in 1994, Green has driven down transportation costs to 3.0 percent of sales, compared to a national average of 5.5 percent.
Green reports that he experienced the full advantage of a hosted service when he decided to change the way he communicates with his truck drivers to a wireless system. "When we decided to go wireless, we contacted Nextel (a wireless service provider) and got them together with Descartes to give us a complete package of wireless technology," says Green. "Now, Nextel provides the connectivity that goes through the Roadshow base.We decided to go this route because we wanted to have one provider. If we have a problem with something going down, we don't have to worry about who to call: the software people or the telephone people."
Green says his information technology department was initially nervous about allowing the software to go outside the company's firewall. "Once we overcame that concern, we were fine. We sat down with the Descartes people and they explained how secure their system was; after that, it was not an issue." Gaps in service like those experienced by Drajpuch have not been a problem either. "We've never had a failure in nine years," Green says. "We've had a very good experience and saved lots of money."
Great walls of fire
The shift to hosted software has not been driven by customer demand alone. John Fontanella, senior analyst at AMR Research in Boston, says software vendors, too, are eager to move over to the hosted model because they can maintain and upgrade software from a central point rather than having to send an engineer out to each customer every time there's a problem or change. It also gives the vendors a constant, reliable stream of revenue, decreasing their dependence on the less predictable license fee payments.
"From a maintenance and support point of view, it's much better for the vendor," says Fontanella, who specializes in logistics technology issues. "For the user, it depends on the application area and how critical it is to the company. For instance, I would never take finance and put it on an ASP basis. There are also a lot of planning functions that should stay behind the firewall, such as advance planning and scheduling, manufacturing and so on." Fontanella says the functions best suited to the ASP model are the ones whose success depends on communicating to the outside world. "So the greatest growth in adoption has been in transportation, as opposed to warehousing, which is more transactionally intense and doesn't have the communications requirements."
However, even with transportation management, there are still security concerns about hosted service. Fontanella compares it to the difference between running personal computers and having a mainf rame network—there are more chances that data will end up somewhere it's not supposed to be. "There's a lot of resistance from IT departments, because you're taking power out of their hands and they're worried about security," says Fontanella. "If something goes wrong—a service failure or security breach—you know it's going to end up in the IT department's lap eventually."
Fears like these have hampered adoption of ASP-based software services. Still, Michael Dominy, a logistics technology analyst with The Yankee Group in Boston, s ays the last 18 months have seen an upswing in shippers' paying for hosted software by the drink.
Dominy admits that service failures are a worry with the ASP way of doing business. "One concern for a company is if the system goes down, I can't run my business.So there is some degree of risk," Dominy says. "But the real benefit is that if you're working with a vendor on an ASP basis and it's not performing, you can easily get rid of it—you don't have the license and big cash outlay up front."
Partly in response to customer concerns, Descartes recently announced it was going to partner with Microsoft to offer a service that is essentially the same as its existing service, but the software ends up being effectively within the customer's firewall and control. Art Mesher, Descartes' executive vice president of corporate strategy, explains that the company is beta-testing a new system called the Logistics Network Operating System with a handful of customers. "We've built our new network so that the customer's data actually sits behind the firewalls," Mesher says. Descartes promises to release more details later this year.
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.