No longer a stand-alone tool for routing and carrier selection, the TMS is fast becoming a central communications hub whose spokes extend deep into the supply chain ecosystem. That’s good news for 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.
Booking a freight shipment in 2021 is perhaps tougher than it’s ever been, thanks to disruptions like pandemic closures, port congestion, trucking capacity shortages, and fallout from the Suez Canal blockage.
Fortunately, the tools that support the freight-booking process are also better than they’ve ever been. Thanks to a burst of innovation in the logistics tech sector, a host of powerful new tools—such as real-time tracking apps and digital freight-matching (DFM) platforms—are now widely available to shippers, carriers, and brokers alike. Pick the type of tool you need, and you can probably choose from a half-dozen products offered by proven, time-tested vendors.
In fact, the wealth of options has led some users to complain of “app fatigue.” Others struggle to keep track of data while working on multiple platforms—whether it’s booking loads, exchanging digital documents, or tracking payments. That process can be further complicated by differences in terminology used by the various platforms—one app’s “ship day” might be another’s “departure day” or “transit day.”
Those challenges have led to the broader deployment of application programming interfaces (APIs) that allow apps and platforms to share data directly, communicating faster and more accurately than people at keyboards ever could. That tight mesh of machines now lets users funnel their fractured data into a single channel, using a transportation management system (TMS) as the common hub.
TMS vendors say the leading products on the market today serve as “command central,” with spokes that extend into a variety of specialized software applications. That helps streamline the search for freight capacity, allowing users to go to a single TMS application instead of logging onto half a dozen freight-matching services or carrier/broker websites. “What technology is trying to accomplish today is to make the whole experience more enjoyable,” says Mark Ford, chief operating officer of BlueGrace Logistics, a third-party logistics service provider (3PL) that offers a TMS product called BlueShip TMS. “Shippers or carriers connect directly to us, and we need to provide a [simple, streamlined] experience.”
THE PUSH FOR ONE-STOP SHOPPING
Just three to five years ago, most TMS platforms were bare-bones affairs that mainly facilitated the freight tendering process, Ford says. In those days, options like real-time tracking, automated paperwork sharing, and accurate pricing tools weren’t generally available.
Fast forward to 2021, and the modern TMS provides all three of those services—and many more—through connections with multiple freight apps that aggregate data from a vast number of sources.
Those connections are growing by the day. For instance, BlueGrace in July partnered with the digital freight-matching specialist Uber Freight, which had recently expanded into the less-than-truckload market, building links to the online broker’s technology infrastructure.
As TMS platforms evolve to meet more complex user demands, the logistics sector is following a path previously traveled by the financial services industry, says Azad Ratzki, BlueGrace’s chief technology officer. “Logistics today has a lot of similarities to fin-tech 20 years ago in terms of its software infrastructure as it improves ease of use, analytics, and reporting functions,” he says. “Ten years ago, [TMS products emphasized] function over form, but now people expect both.”
That trend has created growing expectations among TMS users of being able to connect to any visibility or freight-matching service without leaving the application, says Robert Brothers, manager of product development for TMS vendor McLeod Software.
While that vision is not yet a universal reality, it’s getting closer by the day, Brothers says. “Data sharing among carriers and shippers has been going on a long time—for example, when you tender freight or provide shipment status. But our role now is to give our customers options,” like enabling even more data sharing, he says.
“Say our customer wants to be a ‘preferred carrier,’ Brothers adds. “For example, a carrier might say, ‘Our customer—a shipper—is on [the visibility platform] project44 and wants us to get connected.’ So, we make sure our systems connect to the visibility providers.
“We get requests all the time for new solutions—there are lots of mobile apps and telematics—so our task is [to figure out] how to allow them to come into our ecosystem,” Brothers says.
At the same time, McLeod has been working to give its shipper clients access to a wider array of carriers. The company says it now supports connections to a half-dozen DFM platforms.
MAKING CONNECTIONS
Software developer MercuryGate International Inc. has taken much the same tack, says Steve Blough, the company’s co-founder and chief innovation officer. Like other big market players, MercuryGate has been expanding its network in order to give clients more transport options—a major consideration in light of recent moves by UPS Inc. and FedEx Corp. to cap the number of parcels they’ll accept from a shipper, he notes.
The additional connections can also help users deal with the supply chain disruptions that increasingly pop up in specific—and unpredictable—parts of the country. “It used to be a full market thing; if rates were high, they’d be high everywhere,” Blough says. “But now, it’s very much in certain lanes.”
To help its clients navigate these complexities, MercuryGate has upped its connectivity game. For example, in April, it acquired the last-mile delivery optimization specialist Cheetah Software Systems in a bid to bolster services for its e-tail clients. In 2019, the company integrated its TMS with Uber Freight’s digital freight brokerage platform in order to offer users greater visibility and access to capacity. That move was critical in an age when changing consumer behavior and driver shortages have made finding capacity more complex than ever, says Kathryn Buchanan, MercuryGate’s VP of product marketing.
MercuryGate today combines those expanded features—along with inputs from several other digital freight brokers, contract fleets, couriers, and even private fleets—to provide a better freight-matching experience for all concerned, she says. Thanks to these links, the now-hyperconnected TMS can generate results from more sources than ever, helping connect shippers and carriers in a tumultuous time.
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."
Global trade will see a moderate rebound in 2025, likely growing by 3.6% in volume terms, helped by companies restocking and households renewing purchases of durable goods while reducing spending on services, according to a forecast from trade credit insurer Allianz Trade.
The end of the year for 2024 will also likely be supported by companies rushing to ship goods in anticipation of the higher tariffs likely to be imposed by the coming Trump administration, and other potential disruptions in the coming quarters, the report said.
However, that tailwind for global trade will likely shift to a headwind once the effects of a renewed but contained trade war are felt from the second half of 2025 and in full in 2026. As a result, Allianz Trade has throttled back its predictions, saying that global trade in volume will grow by 2.8% in 2025 (reduced by 0.2 percentage points vs. its previous forecast) and 2.3% in 2026 (reduced by 0.5 percentage points).
The same logic applies to Allianz Trade’s forecast for export prices in U.S. dollars, which the firm has now revised downward to predict growth reaching 2.3% in 2025 (reduced by 1.7 percentage points) and 4.1% in 2026 (reduced by 0.8 percentage points).
In the meantime, the rush to frontload imports into the U.S. is giving freight carriers an early Christmas present. According to Allianz Trade, data released last week showed Chinese exports rising by a robust 6.7% y/y in November. And imports of some consumer goods that have been threatened with a likely 25% tariff under the new Trump administration have outperformed even more, growing by nearly 20% y/y on average between July and September.