Once a go-to tool for carrier selection and routing, the transportation management system is evolving into an advanced communication hub that provides “visibility on steroids” for parcel shippers.
Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
In the interconnected supply chain world, it’s probably no surprise that the pandemic-fueled e-commerce boom in the U.S. has roiled the transportation market as well, leading to a surge in parcel volumes, a tightening in truck capacity, and rising package rates, to name just a few of the effects.
Add it all up, and those changes are causing serious supply chain headaches for companies struggling to stay afloat in a competitive retail marketplace. In search of relief, many shippers are turning to an increasingly diverse range of carriers, utilizing small regional firms to supplement the “big three” parcel carriers—UPS Inc., FedEx Corp., and the U.S. Postal Service.
That approach can help, but it also adds new layers of complexity to the already challenging task of tracking individual parcels across multiple modes, carriers, intermediaries, and sortation centers.
In response, developers of transportation management systems (TMS) are rolling out new capabilities designed to help users navigate those challenges, insiders say. These new software capabilities are centered on data digitalization and increased real-time tracking—which some call “visibility on steroids.”
Taken together, those advancements can help users trim delivery costs while continuing to meet escalating demands—whether from consumers who’ve come to expect Amazon-level next-day delivery service or retailer customers like Walmart that will tolerate nothing less than on-time/in-full (OTIF) shipments from suppliers.
I CAN SEE CLEARLY NOW
TMS developers say the key to managing those challenges is improved visibility, which is “built” by collecting data at every step of the transportation and delivery process—typically through tools like electronic logging devices (ELDs) on trucks, internet of things (IoT) sensors on pallets, and digitalized paperwork such as bills of lading.
“Amazon has changed the way we all expect [logistics] to be done,” says Dan Clark, founder of TMS developer Kuebix and vice president of product innovation and strategy for Trimble Inc.,which acquired Kuebix in 2020. “A lot of money has been invested in visibility in recent years, and now we’ve got to put visibility on steroids to meet what customers expect to happen.”
That visibility is key to allowing shippers to deploy their TMS platforms in new ways, like tracking freight across multiple modes, building application programming interfaces (APIs) with regional parcel carriers, or consolidating packages for delivery to a carrier’s regional hub as part of a “zone-skipping” strategy, says Mike Doyle, Kuebix’s vice president of product management.
“It’s a game of transparency and visibility today,” adds Clark. “So, a TMS goes beyond the definition of just managing transportation and becomes a ‘network TMS’ that connects to everything and everyone.”
A key consideration in building that network is choosing a TMS that’s offered on a software-as-a-service (SaaS) basis and operates in the cloud, as opposed to running on servers located on the shipper’s premises. That’s because cloud-based platforms can automatically pull data from disparate sources and then analyze it, all while running the latest software version available. In addition, SaaS platforms essentially “democratize” the software, making it available to small and medium-sized businesses that haven’t traditionally used a TMS because they were priced out of the market, Clark says. With the SaaS model, they can also choose only those “micro-services” they need, instead of paying for the whole package, he adds.
DIGGING THROUGH THE DATA
Going with a cloud-based TMS that automatically collects data from ELDs and other sources is also a critical step toward digitalizing the mountains of data generated in transportation operations and automating processes to improve precision and efficiency, says Daragh Mahon, chief information officer of Werner Enterprises Inc., a transportation and logistics service provider that recently adopted a new TMS.
In November, Werner said it had made an investment in Mastery Logistics Systems Inc. and would adopt its “MasterMind” TMS. Mastery is the software startup created by former Coyote Logistics CEO and co-founder Jeff Silver, who sold Coyote to UPS Inc. in 2015 and founded his new firm in 2019 with a focus on cloud-based collaborative platforms.
Among other advantages, connected, cloud-based TMS systems can boost communication throughout the transportation sector. In Werner’s case, the company can use ELDs, IoT sensors, and telematic devices to collect information that can potentially be parlayed into operating improvements. Through its new deal with Mastery, the company plans to tap that potential and leverage new benefits.
“There are 80 to 120 pieces of data we can create every second, from temperature to oil pressure to speed—some are for safety, some are for maintenance,” Mahon says. “We’re collecting it, but we’re not using it to the fullest extent. … There’s a ton of opportunity there that the industry hasn’t explored yet.”
Although carriers have been working for years to connect disparate systems and automate manual processes, the Covid-19 pandemic has jumpstarted those efforts, forcing through a lot of change that’s long been needed in the transportation sector, according to Mastery CEO Jeff Silver.
“There’s so much unnecessary work,” Silver says. “How much time has been wasted when people print out bills of lading, drivers carry them across the country, and then copy and scan them? It is an idiotic amount of absolutely no-value work that’s been happening since 1984, when I got into this business.”
But new solutions are now coming into focus, thanks to TMS systems that enable instant connections with ELDs and APIs, supporting improved communication, automation, and other advances throughout the transportation sector. “TMSs that don’t provide that flexibility will be crippling,” Silver says.
Today, TMS platforms are evolving far beyond their roots in carrier selection and routing to essentially become advanced communication hubs. Cloud-based systems can now provide both connectivity and visibility throughout far-flung networks. That combination is empowering even small companies to leverage next-generation TMS tools to solve some of the thorniest problems of the e-commerce age.
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.