Expert eBook
How To Optimize
Every Mile and Overcome Today’s
Shipping Challenges
Between evolving consumer demands, rising costs, labor shortages and fragmented data, the transport industry is facing an unprecedented wave of challenges. As businesses strive to adapt, these pressures don’t just complicate logistics—they also impact profitability, efficiency and customer satisfaction.
It may seem like a lot to unpack, but you’re not alone. To navigate this ever-changing landscape, companies need insights and strategies that address these challenges head-on.
That’s why we’ve brought together five seasoned experts—collectively boasting over 100 years of hands-on industry experience. In this roundtable discussion, they share their perspectives on the state of the industry, offer actionable strategies for improvement and discuss how the right tools, like a transportation management system (TMS), can simplify even the most complicated operations.
Their insights could be the game-changer you’re looking for.
Meet Our Experts
Jim Endres (JE)
Jim Endres is a Regional Account Director focused on helping transportation companies, distributors and manufacturers operate and grow their businesses. He has more than 20 years of experience in the transportation management system (TMS) software industry, with expertise in private fleet route optimization, planned-versus-actual route visibility and proof of delivery.
Gareth Evans (GE)
Gareth Evans is a Senior Manager Solutions Consultant for Aptean’s TMS products and brings a wealth of knowledge from working in the logistics industry for over 28 years. His experience managing professional services and pre-sales in both the UK and U.S., as well as his time as product manager for Aptean Home Delivery System, have enabled him to help clients realize the benefits of advanced logistics technologies.
Kris Pazhayanoor (KP)
Kris Pazhayanoor is a Senior Product Manager for Aptean’s Transportation Product Group, with over 22 years of experience in supply chain and logistics. He specializes in TMS, leveraging his expertise in product management, solution architecture and programming to address the needs of manufacturers and distributors.
Emma Gosling (EG)
Emma Gosling is a Senior Solutions Consultant with nearly 30 years of experience in the transportation industry. Over her career, she has gained extensive expertise in utilizing and implementing Aptean Routing & Scheduling Paragon Edition, enabling businesses to optimize their logistics, improve efficiencies and streamline operations.
Kay Fetter (KF)
Kay Fetter is a Solutions Consultant with over 20 years of supply chain experience, including senior management roles with a multinational corporation. Her expertise spans carrier management, ERP/TMS/WMS integration and domestic/ international RFPs. She excels at designing systemic solutions, streamlining processes and aligning business needs with technical requirements, delivering impactful changes for companies of all sizes.
Shipping isn’t what it used to be. With evolving consumer expectations, rising fuel costs and labor shortages, the logistics landscape has become more challenging than ever. These factors don’t just increase complexity— they directly impact profitability, efficiency and customer satisfaction. Understanding these challenges is key to navigating today’s competitive marketplace. Here’s what our experts have to say about it.
What challenges are businesses facing in today’s shipping landscape?
JE: In general, customer demand has increased. We always refer to it as the “Amazon effect”. From a consumer perspective, they’re starting to expect these Amazon technologies in all commercial businesses. The environment is becoming more demanding, which forces businesses to deliver items more quickly, on time and within the window prescribed to the customer. And while doing all of that, you have to keep them in the loop as to how their delivery or their shipment is progressing.
And to pile on additional stress and complexity, the world is a challenging place. The economy is up and down, the driver shortage is still a very real thing. You have to look both outward and inward as a shipper or a delivery company as to how you’re interacting with your partners. When I say partners, I mean: if you’re a private fleet, look to your drivers and customers; or if you’re a shipper, look at your carriers and customers. You need to work as a team to make better logistic decisions, which isn’t always the easiest option.
GE: I’d agree with you, Jim. And I think driver retention is one thing that hasn’t changed in the last five to ten years, either. Also, fuel costs and vehicle costs—transportation costs are getting higher and higher.
KP: I think, though, it takes two to tango. Shippers have their customer demands, which often they pass onto carriers. But carriers, like you’ve said Gareth, have higher costs. For them, it’s tough, because the industry is a very, very slim margin business. And unless they can pass those costs onto the shipper, the carrier is operating at a very high risk.
There are more companies at risk of closing up shop in the transportation sector than there have ever been before. And that’s because they haven’t always been able to pass that cost on. As consumers, for example, we expect our fashion and electronics with free shipping, right? And that mentality permeates people’s transportation businesses: consumers are not paying for transportation, so where are you going to make up the costs?
It’s a real challenge for businesses to maintain enough capacity by keeping carriers afloat and paying them appropriately and at the other end of the spectrum, meeting the demands of the shipper. And I think that’s the single biggest issue you’ve got because the two are essentially opposed.
Consumers want everything for free. Costs are going up. So, who pays?
JE: Great point, Kris. And to expand on that: if people are expecting things for free—if you have one system for routing your private fleet and one system for managing your carriers and one system for managing your inbound freight—you have all of these silos of data that have to come together for you to understand your true cost to operate. If you don’t understand your true costs to operate or the landed costs of your products, you’re not going to know how to build that into your sales strategy to cover that cost, and you may not be nearly as profitable as you expect.
EG: I agree with all that’s been said. I find that when you go into various industries, transportation has a tendency to be forgotten.
It’s the dirty end of the business and I don’t think people realize the costs that are associated with it within their own businesses. When they look to sell and market their products, for example, they’re often not looking at that last mile. They’re giving it away for free. It’s really hard to operate that way.
KP: That’s right, Emma, because everyone is obsessed with stock management and inventory levels. Everyone knows about cashflow and people management. But I would argue that transport is the single most crucial factor. Because you can have it all: the best product, the best box to put it in, the best marketing. But bottom line, you’ve got to get it to the customer and get an invoice paid. It’s a critical link in the supply chain, and yet—to your point, Emma—it’s the lowest priority in any business. There are still far too many other departmental spends that go ahead of transport.
And I think that’s resulted in a massive under-investment, to the point where margins are creeping on carriers who have slim margins and can’t invest, as well as shippers who have just accepted that someone will get it done. And the trouble with those people who are getting it done is that they’re now retiring with their knowledge base, and the younger generation coming in don’t have their experiential knowledge to fall back on. So, it’s actually creating a big risk for carriers and shippers as a result.
“Everyone is obsessed with stock management and inventory levels. Everyone knows about cashflow and people management. But I would argue that transport is the single most crucial factor.”
Kris Pazhayanoor
Choosing the right tools and strategies to streamline transportation is essential for staying competitive in today’s landscape. A TMS isn’t just a nice-to-have—it’s a cornerstone for reducing costs, improving visibility and meeting the demands of today’s distributors, manufacturers and consumers. But what specific benefits does it offer? Our panel highlights the top reasons businesses are investing in TMS solutions to gain a competitive edge.
Q: What are the top three reasons to invest in a TMS solution?
EG: It has to be about reducing costs and increasing visibility, as well as ensuring customer service is high. Kris and Jim touched on this, but customer expectations are high and they’re not willing to wait. Having greater visibility into your data across your fleet will help you increase efficiency and reduce your costs.
KF: To add to what Emma said, we have many customers who are not only worried about digitizing, expanding and effectively working with existing resources, but also about those repetitive tasks that workers aren’t thrilled to do. If you can digitize, you can increase morale while also ensuring smoother operations. And when you use technology for those repetitive tasks, you have the ability to free up resources to do more with your employees’ core knowledge base. You’re able to give time back to your team so they can focus on other bigger initiatives for the company.
KP: From what I’m seeing, sustainability is a big driver for getting a TMS solution. Most people can’t measure their CO2 emissions particularly well and yet boardrooms are setting net zero targets. We have this massive contradiction. Those companies setting those targets are often driving more and more inefficiency into logistics. So, how do we square that circle?
You can’t do it with a spreadsheet and only someone’s knowledge. You need a system to tell you what you’re spending and reveal the impact of decisions to really see what needs to be done.
“Customer expectations are high and they’re not willing to wait. Having greater visibility into your data across your fleet will help you increase efficiency and reduce your costs.”
Emma Gosling
Choosing the right logistics strategy is a critical decision that can define the success of your operations. Whether you outsource with a 3PL, go fully in-house with a TMS or choose a hybrid approach, each option comes with its own advantages and challenges. Our experts weigh in on the pros and cons of each option to help you find the right balance for your operations.
Q: Should you choose a third-party logistics (3PL) company, go in-house with TMS or find a
hybrid solution?
JE: It’s challenging to determine. You don’t want to completely outsource everything, right? Because then you don’t have true visibility into your shipments. But with managed services, you get a partner.
KP: 3PLs have owned the world of logistics for decades now. And it’s the go-to decision for a lot of people. But I’ve noticed things changing. People want to take back control of their logistics.
But doing that is easier said than done. That’s where managed services come from; it’s the bridge between the two worlds of TMS and 3PL. And there can be a lot of value for the customer there.
If a company has traditionally outsourced its logistics, then it’s likely that they don’t have the ability in their business to implement and leverage a TMS solution even if they wanted to. With managed services, we’ve created a compromise between bringing your TMS completely in-house and using a 3PL model. When you add managed services around your TMS, you’re plugging a talent gap in the business.
In an industry where margins are razor-thin, cost savings and efficiency gains aren’t just beneficial—they’re essential. Transportation management technology offers businesses the tools to analyze, optimize and streamline their operations, reducing waste and driving smarter decision-making. Discover how leveraging the right solutions can transform your logistics into a competitive advantage.
Q: How does transportation management technology reduce costs and drive efficiency?
JE: Transportation software solutions help customers understand costs and where efficiencies can be gained. At the strategic level, customers can analyze data and run what-if scenarios based on certain data elements to then determine what is possible. What if I do this? What if I do that? What if I change this within my organization? And whether you’re a shipper or a private fleet operator, it holds true.
It gives users the ability to understand where the holes are, and it allows them to run analytical models to determine what they can do to fix it. At the end of the day, it gives them the information they need to make better business decisions that they’ll hopefully execute one day.
At the tactical level, you need the right tools to make decisions and manage exceptions. Throughout the day in the real world, things happen that have an impact or could change how well you’re going to be able to operate against your plan. Having the tools to provide visibility into change management, exceptions and the effect that those exceptions have on live decision-making will ultimately help you save money as an operator. This visibility into execution, regardless of the type of shipment or private fleet delivery, is crucial.
What’s more, visibility is critical for making good decisions at all levels in a business—not just for the transport office, the transport manager or the logistics manager, but for all other key stakeholders. If you ship your product with a carrier as a partner; use a third-party or 3PL warehouse; or rely on vendors for inbound raw materials, they’re all your partners. The same goes for customers and internal departments. They are all partners in transportation.
Providing each person with access to the TMS in a way that impacts them and gives them the level of data or visibility they need to positively influence the shipment or delivery is huge.
KP: What we’ve seen is that customers who adopt TMS in their business, whether with managed services or not, often experience a much wider business impact. The logistics function transforms from being seen as a cost center to becoming a net positive contributor to the business.
For example, the finance department benefits because they’re no longer reconciling freight at a granular level or dedicating headcount to that task. On the warehouse or dispatch bay side, operations improve because bookings are accurate, carriers arrive on time and the gatehouse can efficiently check them in and out. This leads to a safer, more productive yard area.
The commercial team also sees benefits when it comes to the cost of serving. By understanding what a good customer looks like from a gross margin perspective, they can get more granular in their service and cost apportionment. This can have a significant impact on the next level up—the board—by improving cash flow, speeding up invoice payments and enhancing overall compliance and standardization.
GE: I also wanted to mention some side benefits of TMS, like the impact on customer service. Just providing a tracking link, for example, gives customers the ability to see when their delivery is coming. This can save costs in several ways. First, it helps prevent failed deliveries—delivering on time the first time is crucial in the industry.
Second, it reduces the number of calls customer service teams have to handle. When customers have that information at their fingertips, as well as the operations team, it eliminates unnecessary inquiries. The savings in headcount alone can be significant.
EG: Along those same lines, having visibility into when deliveries are going to be late allows you to anticipate problems. From a customer service perspective, this means proactively addressing issues before customers need to call, which helps reduce incoming inquiries and cuts down on the administrative burden on the delivery side.
KF: From a cost-savings perspective, increased reporting and visibility within the TMS also drive accountability across the organization. The shipping department can track KPIs, enabling teachable moments with staff. For example, they can address why a specific decision was made—why “X” was chosen instead of “Y”—even when the system suggests an optimal carrier or solution.
As Jim mentioned earlier, real-life situations may require adjustments. While the plan may call for “A,” sometimes “B” is necessary to meet the end goal. A TMS allows you to track these out-of-route shipments, ensuring they’re accounted for and identifying any behavioral or process changes needed. By addressing carrier shortcomings and using these insights to improve, you enhance accountability, cost management and long-term benefits.
Modern logistics demands more than just basic software. Integrated, real-time visibility is a game-changer, empowering businesses to make smarter, faster decisions across the supply chain. It’s about connecting every link—shippers, carriers and customers—with actionable insights that drive efficiency and cost savings. Our experts explore how visibility transforms transportation operations.
Q: What are the key benefits of integrated, real-time visibility?
JE: I’d start with transport savings—reducing costs and improving overall operational efficiencies by trimming the fat, so to speak. This ties into a few key areas:
» Improving the customer experience
» Indirectly boosting brand loyalty
» Increasing sales while protecting margins
» Supporting better continuous improvement with business intelligence analytics to make smarter, ongoing business decisions
EG: I’d add that it gives you better control of the operation because you know what’s happening in real time—not just what happened in the past. You’ve got control over what’s happening out there, what your drivers are doing and where your vehicles are. You can see exactly where issues arise in your plan.
For example, if drivers are consistently spending too long at certain customers or getting caught in traffic at specific times, you can use that data to adjust future plans. By analyzing real-time tracking and feeding those insights back into your planning, you can make the operation more efficient and ultimately save costs.
JE: Building on that, I’d add the idea of learning and acting on those insights, as Emma alluded to. And taking it a step further, you can use AI to enable automation. Instead of relying on a person to make those decisions, AI can analyze past data, make informed choices and automate the movement of shipments or deliveries through the process without manual intervention.
This automation leverages knowledge from past events to ensure smarter, more efficient operations in real time.
GE: I was going to say the same thing, Jim. Enabling a system that’s as automated as possible, where you’re only managing exceptions, is really valuable. That’s ultimately where people want to get to, isn’t it? It’s a win for everyone.
KP: That’s also cost avoidance, isn’t it? When someone says, “Oh, it’s not about saving heads for us,” I get it—people can be sensitive about headcount reduction. So, I try to reframe it. I ask, “Do you have growth aspirations for the business? Are you targeting 10% or 20% growth year on year?” The answer is usually “yes.” Then I ask, “Would that typically translate to a straight-line increase in headcount for your transport or planning team?” And the answer is generally “yes” again.
That’s where a TMS can make a difference. It can stop that straight-line headcount growth and enable them to scale without needing to increase headcount at the same rate. For a growing company, that’s real cost avoidance. And let’s face it—if they’re not growing, you probably don’t want to be selling to them anyway, because they might not be around for long. That’s how I frame headcount reduction— not as a cutback, but as scalability or flexibility to grow.
JE: That’s a good point, Kris. Collaboration is another key benefit. A true TMS enables multiple key stakeholders to collaborate on various aspects of a shipment or delivery, ensuring decisions aren’t made in silos. For example, Gareth mentioned earlier how customer service gains visibility into the plan. Similarly, the manufacturing plant can have visibility into inbound raw materials, allowing them to tool the warehouse and produce more efficiently. There are countless ways visibility fosters collaboration across the business.
Global logistics is inherently complex, with delays, regulatory challenges and fragmented systems complicating operations. Real-time visibility offers the clarity and control needed to bridge these gaps, enabling businesses to respond proactively to disruptions. Here’s how our experts suggest solving the challenges of international shipping.
Q: How does real-time visibility solve the challenges of international shipping?
KP: If you have reliable data points, you can make proactive business decisions. In international trade, which often spans days or weeks, a constant flow of data allows you to identify changes, assess their impacts and explore “what-if” scenarios to ensure your services aren’t negatively affected.
As Gareth mentioned earlier, international trade can still feel like a patchwork quilt of systems. Without a TMS, you risk having plenty of information but no ability to act on it. A TMS bridges that gap, enabling you to use the data effectively and avoid negative business outcomes caused by inaction or delays. International visibility is all about connecting the dots. A TMS integrates those disparate systems and data points to create a clear picture, helping you make informed decisions and often avert potential crises.
“A TMS integrates those disparate systems and data points to create a clear picture, helping you make informed decisions and often avert potential crises. ”
Kris Pazhayanoor
Every mile in your transportation operation represents a cost. Route optimization is a powerful tool to reduce expenses, minimize environmental impact and improve operational efficiency. It’s not just about saving money—it’s about making every trip count. Our experts discuss how optimized routing drives significant cost savings.
Q: How does route optimization help with cost savings?
JE: A good plan ensures the customer receives their delivery on time, keeping them happy, while the business benefits from moving products through the supply chain faster, more efficiently and at a lower cost. As Kris mentioned earlier, when you ask businesses about growth, TMS can help them scale without needing to hire additional people. It’s about automation—doing more with less, or at least doing more with the same resources.
On the Aptean Routing & Scheduling Paragon Edition side, we use a routing engine designed to minimize total miles driven, the number of vehicles used and the number of drivers needed to fulfill the work volume. This indirectly brings several positive impacts on costs.
On the Multi-Carrier Management TMS from Aptean side, while the approach may not always be a routing engine, the systems still has routing capabilities. They also support cost-saving measures like consolidation. For instance, if multiple parcels are heading to the same location, they can be bulked into a single less-than-truckload (LTL) shipment, reducing costs and improving efficiency by using one carrier instead of several.
We also support multi-stop truckload moves, consolidating multiple LTL shipments into one truckload. This reduces carbon emissions, minimizes the number of carriers required and improves overall efficiency. While it’s hard to quantify exact mileage savings when consolidating LTL, the impact on miles, carbon reduction and cost savings is undeniable, bringing greater efficiency to the entire operation.
It’s all about becoming a better shipper and helping the carrier become a better carrier. If we provide both parties with the tools to be more efficient, it’s a win-win. As a shipper, if I pay my bills on time and the carrier knows they can get in and out quickly when working with me, they can be more efficient and take on more work in a day. By ensuring they’re paid promptly and treated well, we’re building a strong, mutually beneficial relationship between the shipper and the carrier.
KP: Absolutely, Jim. A good TMS will deliver that mutual value, which makes it easier for both stakeholders to work together.
JE: And to hold each other accountable, too.
KP: Absolutely.
The future of transportation lies in automation and optimization. With the right TMS, businesses can maximize their resources, scale efficiently and adapt to market demands without sacrificing quality or increasing costs. It’s about doing more with less and leveraging technology to unlock hidden efficiencies. Our panel dives into how automation helps businesses thrive.
Q: How can businesses maximize resources with TMS automation?
KP: One of the key metrics we use is achieving 80-85% immediate automation of the typical end-to-end transport process—from order placement through to invoice payment. That’s a significant level of automation, however you measure it.
GE: Implementing a TMS significantly reduces planning time. The system can process thousands of orders and hundreds of routes in minutes, compared to the much longer time it would take a planner to do the same manually.
KP: Building on Gareth’s point, the translation of time savings into business value is significant. By reducing planning times from hours to minutes, businesses using a TMS can extend their order-taking windows. This creates a wider planning horizon, which generally means more opportunities for optimization. With more to optimize, you can achieve better vehicle utilization, fewer vehicles on the road and, as a result, lower CO2 emissions. That simple shift from hours to minutes has a cascading effect, improving service levels, reducing costs or even achieving both simultaneously.
EG: And from a business growth perspective, the system can help companies assess the impact of taking on new contracts that involve more deliveries. They can use it to run strategic what-if scenarios, determining costs and evaluating whether they can fit the new deliveries into their existing fleet or if they need to expand by purchasing additional vehicles. This kind of visibility helps them plan effectively, assess risks and make informed decisions that support business growth.
JE: Consider a scenario where a cheese manufacturer in California has traditionally grown through concentric bands—expanding deliveries further from their distribution center to reach more customers. Now, what happens if they take on a major new customer based in New York? How will they rate and route those shipments and which carriers should they use?
This is where TMS comes in, providing the ability to run what-if scenario analyses. On the traditional TMS side, companies use these analytics to decide how to operate effectively in new regions. Then, as always, it comes down to the fundamentals: you plan, execute, review and improve. A robust TMS provides tools to help you understand the original plan, track what actually happened and evaluate the business impact of any deviations.
This process of continuous improvement ultimately leads to better decision-making. If you boil it down, a CEO should run the transportation department just like the rest of the business—with clear KPIs, metrics and lean operations. As Kris mentioned earlier, the goal is to shift transportation from being seen as a necessary evil or one of the highest cost centers in the business to potentially becoming a profit center.
EG: Building on that, Jim, reporting is another key advantage. The system makes it much easier to pull out analytics, as everything is database-driven. You can quickly extract the information you need to run analytics or generate reports, KPIs and other insights across the business.
The system can account for far more variables than a human can in manual planning. It can consider time windows, vehicle availability, mileage and more. The algorithm enables you to handle many more scenarios than a person doing it manually ever could. There’s a natural limit to how many options a human planner can evaluate, but with Aptean TMS suite, you can explore countless scenarios. For example, you might run a what-if scenario: What if we reduce our fleet? What if we move a depot? The system can process these options quickly and efficiently, making it much easier to account for complex scenarios and optimize your operations.
KF: Absolutely agree, Emma. One important point to highlight is that not all TMS solutions are created equal. Across industries, we’ve seen this time and again. One of my favorite examples is a customer who used a common TMS in the U.S. but gained an efficiency increase of more than 25% after switching to an Aptean TMS. Their processes became more streamlined and they gained additional benefits on top of their initial improvement from moving to a TMS.
This highlights the importance of having a robust, feature-rich TMS. Not every solution on the market offers the same level of functionality and it’s worth doing some research and finding a TMS to meet your specific needs.
Automation and AI often get lumped together, but they’re not the same. Understanding their differences—and how they work together— can clarify how TMS solutions leverage both to drive smarter, more efficient operations. Our experts break down the differences and how they complement each other to drive innovation.
Q: What’s the difference between automation and AI, and how do they work together in a TMS?
JE: In my opinion, they go hand in hand. AI is another automation tool that makes everything we’ve discussed easier, faster and smarter for the end user. It can automatically perform tasks like generating KPI reports or making decisions based on insights from analytical data, reducing user involvement and enhancing automation.
In the transport industry, AI isn’t in its infancy, but it’s still relatively young. There are parts of the transportation cycle or supply chain where AI performs exceptionally well, while in other areas, it hasn’t fully matured yet. This cautious adoption reflects a balance—leveraging AI where it works best while recognizing its current limitations.
That said, AI is only as good as the data it’s working with. Without the ability to generate, analyze and report on data effectively, AI has little to build upon. In my opinion, you need both robust analytics and AI working together to truly unlock its potential.
KP: I agree, Jim. Data is absolutely essential—without it, AI is just a dream. But how do you ensure you have high-quality data? You need a robust system that standardizes processes and ensures data integrity. The last thing you want is to feed corrupted or inaccurate data into an AI model, because it will give you incorrect results.
This is one of the reasons AI hasn’t been fully leveraged in the supply chain yet. Many supply chains still rely heavily on spreadsheets with fragmented or isolated data. To Jim’s point, implementing a TMS is the essential first step toward making AI a reality. With a TMS in place, you can start building toward those AI capabilities.
Even then, it’s not instant. It takes time—six months to a year after implementing the system— before you can fully leverage AI. It needs to learn and evolve; it’s not something you simply switch on. Anyone claiming to have “off-the-shelf AI” likely doesn’t have true AI because it needs to adapt not just to a sector or industry but also to the specific needs of a customer. That kind of growth takes time.
GE: Totally agree, Kris.
KP: What people are really excited about right now is generative AI, which is different from traditional AI. AI, in the form of machine learning, has been around for years. Generative AI, on the other hand, refers to the ability to think for itself and create—that’s what’s generating all the buzz.
I think it’s almost our responsibility to call this out and clarify: generative AI in transportation doesn’t exist yet. It’s not going to start making decisions for you or finding answers and acting on them autonomously. We’re still far from that capability.
And to tie it back to the earlier point—if you don’t even have a TMS in place, generative AI in transport is nothing more than a dream.
GE: You’re right, Kris. Off-the-shelf AI can’t possibly know everything. For example, we use machine learning to track a client’s vehicles, the routes they take, road speeds and average speeds along each section. Our system learns from that data and uses it to improve future performance.
But if you haven’t been measuring these things, or if the data isn’t accurate, how could the system suddenly recalibrate itself? It wouldn’t know what to measure or how long it has been measuring to make those adjustments in the first place.
“AI is only as good as the data it’s working with. Without the ability to generate, analyze and report on data effectively, AI has little to build upon. In my opinion, you need both robust analytics and AI working together to truly unlock its potential.”
Jim Endres
From automation to artificial intelligence, the future promises smarter, faster and more efficient processes. Our experts explore the trends and innovations set to define the next era of transportation and logistics.
Q: What’s next for the logistics industry?
JE: Aptean is exploring generative AI and we’re tackling it with small bites. How can we create automation that addresses challenges like employee churn or an aging workforce—or even both? Imagine being able to ask the system to train you with prompts like:
» How do I process an LTL shipment?
» How do I generate a route?
» What constraints can AI apply at the customer level?
The system could automatically teach you and provide answers by accessing our knowledge base to retrieve the appropriate information. It’s exciting. There are many aspects of this vision, as Kris pointed out, that are easier to tackle. At the same time, there are challenges that are much harder to address and we’re actively working on both sides of this equation.
GE: I’ve been seeing a trend more recently where companies are more eager to work with one supplier rather than having many disparate systems. Whether it’s one for proof of delivery (POD), one for tracking, one for routing, one for carrier management. To have that all under one roof, that’s very attractive for companies.
When the unexpected happens, every second counts. From natural disasters to global crises, strategic planning with the right tools can make all the difference. It’s important to ensure your business can remain agile and resilient in the face of challenges. Here’s how to prepare for the unexpected and keep operations running smoothly.
Q: How can businesses prepare for natural disasters and disruptions in logistics?
GE: They should be in the cloud so they can access their system anytime, anywhere. And in the cloud, it’s regularly backed up, so they don’t need to worry about natural disasters. Years ago, we had clients who suffered from natural disasters and had to rely on backups to get their systems up and running again, often involving remote reinstallation. That’s no longer necessary with Software as a Service (SaaS) solutions. It eliminates those concerns entirely.
EG: Historically, the shift to SaaS gained momentum during COVID, about five years ago now. Many of my customers were operating on-site systems and realized they had a serious problem—they needed to be physically in front of their computers to plan, but the pandemic made that impossible. This drove a lot of them toward SaaS because it offered the flexibility to plan remotely. Whether it’s a pandemic, hurricane, flood or any other disruption, SaaS gives you the ability to plan from anywhere, ensuring continuity no matter the circumstances.
GE: We’ve also seen catastrophic events, like warehouses burning down. In those situations, you need the ability to quickly and strategically reroute operations.
For example, you might need to shift inventory from one warehouse to another or reorganize deliveries using a specific fleet type. That’s the kind of scenario where a robust TMS excels—it enables you to adapt swiftly and effectively, something that would be nearly impossible to manage manually.
KP: The automation and capabilities of a TMS provide businesses with serious agility. With multiple carriers and their rates preloaded into the system, you can seamlessly switch carriers if a major hub is taken out by an event like a tsunami or other disruption to a carrier’s network.
Instead of spending hours going to market for prices and negotiating, you can make that switch in seconds through the TMS. This agility allows a company to respond quickly to whatever challenges arise—because at the end of the day, no one can predict these events. It’s all about how fast you can recover. By having these options preloaded in the TMS, you could save days and those days can make a significant difference—whether it’s gaining a market share advantage, maintaining customer satisfaction or simply staying operational.
The challenges facing transportation and logistics today are significant and complex. Rising costs, consumer expectations, driver shortages and fragmented systems make it harder than ever to operate efficiently and profitably.
To stay competitive, businesses must prioritize data visibility and invest in a relevant and current tech stack. These are no longer optional but essential to navigating the complexities of modern supply chains.
Now is the time to position yourself for long-term success, because the challenges are inevitable and there’s no other way around it.
The businesses that invest in the right tools will be the ones that lead the pack. A TMS—whether you choose to go with managed services or not—can be your foundation for that success.
Why Aptean?
At Aptean, we’re more than just a software provider—we’re a trusted partner committed to driving success in your transportation operations.
Our robust, purpose-built solutions streamline logistics, improve efficiency and enhance decision-making, giving you the tools you need to stay ahead in a constantly changing marketplace. Whether you’re looking to reduce costs, optimize resources or scale seamlessly, Aptean has what you need.
Aptean’s transportation management solutions include:
» TMS: Streamline freight management with carrier rate shopping and complete supply chain visibility. Simplify complex transport requirements across land, air and sea with our TMS solution.
» Routing & Scheduling: Optimize routes for your private fleets to save fuel, reduce wear-and-tear and improve delivery efficiency.
» Electronic Proof of Delivery (ePOD): Streamline the last mile with mobile-friendly proof of delivery solutions.
» Home Delivery: Improve your omnichannel customer journey while growing profitability.
And that’s just the start. Our solutions integrate seamlessly with your existing systems, empowering your team to do more with less and scale operations for high-volume demands.
What’s more, we don’t just offer software—we offer expertise, innovation and long-term support to help your business thrive in today’s complex supply chain landscape. This eBook is just a taste of the knowledge, expertise and support we bring to the table.
Are you Ready to Learn More?
For more information or to request a personal demo, contact us today.
Aptean is a global provider of industry-specific software that helps manufacturers and distributors effectively run and grow their businesses. Aptean’s solutions and services help businesses of all sizes to be Ready for What’s Next, Now®. Aptean is headquartered in Alpharetta, Georgia and has offices in North America, Europe and Asia-Pacific.
To learn more about Aptean and the markets we serve, visit www.aptean.com.
Aptean and Ready for What’s Next, Now are Registered Trademarks of Aptean, Inc. All other company and product names may be trademarks of the respective companies with which they are associated.