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.
Logistics professionals are facing stormy economic conditions as they head into the winter holiday peak season. Between waves of Covid pandemic variants, a tight labor market, rising inflation, and climbing interest rates, the second half of 2022 promises unpredictable market conditions for those involved in moving freight around the country.
Those variables could make it hard to keep supply chains running smoothly, but companies may find answers in a key piece of technology that serves as the hub of the transport sector—transportation management systems (TMS).
In contrast to other logistics software applications—which tend to be narrowly focused on a specific function, like warehouse or yard operations—the TMS sits at the crossroads where truckers, brokers, and shippers meet. By acting as a marketplace for those three different interests, a TMS can help each party negotiate for what it needs to keep pickups and deliveries happening on time.
To pull that off, the TMS sector has been evolving at high speed in recent years, adding new technologies and capabilities that users couldn’t have predicted just five years ago. That evolution has created a market with a vast array of options tailored to different types of users. “TMS are like shirts, there’s one for every use case,” says Tim Higham, CEO at Florida software vendor AscendTMS. “For example, if you do drayage, maybe you need a different one than if you do LTL or last-mile. The industry has lots of niches and specialties, and is trying to automate as much as possible. But there’s enough room in this business for every company offering a TMS.”
TAILORED TO FIT
That’s starting to change. The latest TMS platforms are designed with the flexibility to allow different types of customers to use the same software—a nod to the diverse array of companies operating in the transportation sector. For example, while the trucking industry includes a handful of large fleets running hundreds of tractor-trailers each, the great majority have just a few vehicles. Today, more than 90% of U.S. motor carriers operate six or fewer trucks, according to the trade group the American Trucking Associations (ATA).
To accommodate the needs of both types of users, software vendors like Ascend offer systems that allow users to turn certain software features on and off. For example, a freight broker that owns no trucks would not activate the software’s vehicle asset management screen, while a pure freight carrier that doesn’t broker out loads would not switch on the brokerage screen.
In the turbulent market of 2022, that brokerage capability has become more popular. “Sixty-seven percent of our carriers have their brokerage features turned on, and that’s a new high for us,” Higham says. The reasons vary, he says. Some users are choosing that strategy because strong freight demand is producing so many loads that they can’t handle the business with their own trucks alone, while others could be suffering from the lingering driver shortage and are unable to find anyone to operate the vehicles they do have.
“A year ago, I would have said they’re getting more loads from customers but don’t want to expand their assets because they can’t find drivers. But now, fuel is so expensive that it can be easy to lose a thousand dollars per week while operating a truck, but you still want to keep those orders,” Higham says. Either way, today’s more flexible TMS software is allowing transportation providers to cope with market changes.
MAKING CONNECTIONS
Another way that transportation management systems are evolving to meet customer needs is by integrating with suppliers of related products and services. “The typical user lives in the TMS; it’s the first thing he opens at 8:00 a.m. If it’s a small company, he’s using it evenings and weekends, too,” Higham says. “And he wants to use it without opening other windows and cutting and pasting information.”
To support that type of intense use, Ascend has built integrations with about 70 companies that provide everything from liability insurance to driver payroll services. Many other TMS vendors have added connections to digital freight brokers (DFBs) to generate loads.
Such integrations are key to helping users eliminate inefficiencies, whether they run a fleet of 10 trucks or 100, says Dominic Leo, vice president of growth at Alvys, a California-based company that offers a cloud-based TMS. Operating a trucking business encompasses a huge range of tasks, from overseeing driver compliance, insurance, and vehicle maintenance to supporting track and trace, digital invoicing, and accounts-payable capabilities, he says.
To help fleet managers do all that within a single software platform, Alvys, like Ascend, has built integrations with a range of service providers. In Alvys’ case, those providers include businesses specializing in electronic payments (e-checks), telematics, accounting, and fuel cards as well as the factoring companies that enable speedy payments between business partners.
The best TMS platforms pull all those functions together in a simple, user-friendly interface, Leo adds. “You need an intuitive interface that allows companies to scale and supports a clear process from load creation through payment, so the TMS is not just a glorified spreadsheet.”
A NOD TO THE LITTLE GUYS
Those new capabilities are particularly important for users in a dynamic economy, where spot rates and contract rates fluctuate widely and bargaining leverage swings quickly between carriers and shippers. Large companies often have the resources to ride out the storm, but smaller firms may struggle to stay profitable, says Leo.
The need to support small customers has not gone unnoticed by TMS vendors. “2022 is fraught with uncertainty,” says Mark Carroll, executive vice president at Transportation Insight Holding Co. (TI), a combination of the digital freight solutions specialists Transportation Insight and Nolan Transportation Group (NTG). “The freight market has always been cyclical, and now you have inflation, a hangover from Covid, and market congestion. That makes it hard to forecast and plan for customer demand. These are uncertain times within the trucking market, so we’re focusing on how not to leave small and medium-sized businesses (SMBs) orphaned.” To serve those smaller shippers and carriers, he says, TI is developing “lightweight” TMS products.
The logistics technology industry has focused for years on enterprise-level users with deeper pockets, but a TMS can benefit users of any size and help them make their operations more efficient, Carroll explains. For example, TI’s platform offers improved visibility over loads in transit, paired with exception management tools that direct users’ attention only to the problems they need to solve, such as a truck that is behind schedule.
All this comes amid a broad industry shift toward cloud-based software, which relieves users of the need to manage their own computer servers and hire IT experts to maintain them. Instead, a business needs only an internet connection.
As one measure of the growing popularity of the cloud-based delivery model, TMS developer MercuryGate International Inc. in July said it had seen 40% growth in its cloud business, bringing the number of software-as-a-service (SaaS) deployments to 2 million since the start of 2021. “Our customers tell us they need a TMS that acquires and manages data better, faster, and easier to deliver actionable insight and move freight across their entire supply chain network,” MercuryGate President and CEO Joe Juliano said in a release. “That means a modern cloud-based capability that makes connections easy, accessible, and global among their customer, vendor, and supplier network. Costs are up, and our customers need to break down silos in the supply chain, improve visibility, … and reduce cost.”
Players and partners across the logistics and transportation arena are being stressed by changes in the post-pandemic market. But thanks to a rapid response from software providers, TMS applications are rising to the challenge with improved capabilities.
“There’s so much uncertainty right now: E-commerce has boomed, accelerated by pandemic; it’s uncertain how shippers can find capacity to meet consumer demand; and there are worker and material shortages,” TI’s Carroll says. “So we’re giving people the tools they need to help manage their day.”
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.