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.
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."