Adrian Gonzalez is the president of Adelante SCM, a peer-to-peer learning, networking, and research community for supply chain and logistics professionals.
After 19 years, what else can you say about transportation management systems that you haven't already said?
My wife asked me that question as I was heading out a few weeks ago to give a talk on transportation management systems (TMS) to a group of supply chain and logistics professionals at a CSCMP New England Roundtable meeting. It's a good question, one I hadn't stopped to think about before, so I reflected on it as I drove to the meeting.
First, I verified the math in my head (twice), and my wife was right: I've been an industry analyst now for over 19 years, most of that time focused on transportation management and TMS. I can't tell you how many TMS-related research reports, blog posts, videos, webinars, and presentations I've written or produced over the years, but it's a lot—enough to make you think I've said all I could about TMS already.
The reality is that I do repeat myself a lot because, despite the abundance of evidence out there about the benefits of implementing a TMS, many companies are still managing their transportation operations with spreadsheets and homegrown systems that are decades old. So, I repeat myself because some companies are new to TMS and are learning about the technology and its benefits for the first time, and some companies are like distracted children: You have to tell them over and over again until they finally listen.
The other reality is that there is always something new to talk about. The scope and capabilities of transportation management systems, as well as the vendor landscape, have changed significantly over the years, and the systems continue to evolve. The same is true for the transportation market and the types of challenges and opportunities that shippers and third-party logistics providers face.
Simply put, although transportation management systems have been around for decades, there are plenty of new things to talk about, too many to cover here. But here are some of the trends and developments that rise to the top for me.
Expanding scope and capabilities
At its core, the primary function of a TMS hasn't changed over the years: to help shippers and third-party logistics providers plan and execute processes in the transportation management lifecycle, including (but not limited to) procurement, optimization, routing and scheduling, load tendering, track and trace, freight audit and payment, freight forwarding and brokerage, and business intelligence and analytics.
The things that have changed are:
More powerful optimization capabilities:Â Thanks to the rise of cloud computing, along with advancements in the types of algorithms used, optimization engines today are able to solve more complex problems much faster than before. The scope of transportation optimization goes beyond load consolidation—that is, aggregating less-than-truckload shipments into truckload shipments. It also plays an important role in procurement, zone skipping, mode conversion, cross-docking and pooling, what-if analysis, and various other scenarios.
Increased control tower visibility: The line between TMS and control tower solutions has started to blur, especially when it comes to international, multimode shipments. Leading solutions go beyond providing visibility to shipments and assets. They also enable visibility to orders and stock-keeping units, and they incorporate optimization capabilities (to replan when exceptions occur) and collaboration capabilities (to facilitate communication and the exchange of data and information between trading partners). Leading solutions are also starting to embed machine-learning capabilities and leverage a broader set of data sources—including weather, traffic, location, and social media—to enable predictive capabilities, especially around determining more accurate estimated times of arrival (ETAs).
Improved user experience: In the past, many TMS user interfaces were crammed with too many features and too much information that users didn't need or want to accomplish their tasks. They had nonintuitive workflows that didn't align with the way users were accustomed to working (or with the way they wanted to work); or they forced users to open multiple windows and tabs, and click countless times, to accomplish what should have been a straightforward task. The good news is TMS vendors have started to think beyond features and functions and have started investing heavily, including hiring user interface (UI) and user experience (UE) consulting firms, to improve the usability of their solutions (both desktop and mobile), often with inspiration from social networking and consumer apps.
In addition to these three major changes, TMS providers have also significantly improved their solutions' mobile capabilities along with creating more flexible and configurable architectures that enable companies to drive their own innovation.
Changing vendor landscape
The technology is not the only thing that has changed; who's providing it and how it is delivered has also evolved. There have been many mergers and acquisitions in the TMS space over the years, driven in part by customer demands to replace multiple siloed applications with a single platform that can addresses multiple modes (including parcel and private fleet) and multiple geographies. There's still no single vendor that does it all well, but the market has come a long way in this effort.
Startups (such as Kuebix, Cloud Logistics, 3Gtms, and EmergeTMS) also continue to enter the market, leveraging their newer architectures as a differentiator, as well as new business models, and pricing strategies (such as "freemium" offerings, where a basic version is provided for free and users pay for more advanced functionality) that combine technology with managed services.
I hate putting TMS providers in categories or boxes because in many cases they either fit in multiple boxes or they don't fit any exactly right. But for the sake of simplicity, Figure 1 shows a snapshot of the current TMS vendor landscape. Providers range from vendors that offer a wide variety of supply chain applications (including warehouse management systems) to vendors that offer broad TMS suites (multimode, multigeography) to vendors that offer specialized solutions (a single mode or transportation process). Several third-party logistics providers also offer their own, internally developed TMS solutions.
There are also a variety of other technology solutions that are on the edge of TMS—meaning, they either extend or enhance the capabilities of TMS applications. These "on the edge" solutions focus primarily on transportation network design, modeling, or optimization, or they enable specialized transportation processes like real-time freight visibility, carrier connectivity, and freight-lane matching and collaboration. (See Figure 2.) The two that are getting the most attention today are real-time freight visibility and carrier connectivity.
Real-time freight visibility: A subset of control tower applications, this is one of the hottest segments of the TMS ecosystem and saw a couple of significant acquisitions last year (such as Descartes' acquisition of MacroPoint and Trimble's acquisition of 10-4 Systems). Most leading TMS vendors have partnerships with multiple freight visibility solution providers, such as those listed in Figure 2. Demand for these solutions is being driven by the need for more real-time and accurate visibility to orders, shipments, and trucks in response to more stringent customer service expectations, such as Walmart's "on-time in-full" (OTIF) requirements.
Carrier Connectivity: Electronic data interchange (EDI) still remains well-entrenched in transportation as the means for exchanging data between shippers, carriers, and other transportation partners. The future of carrier and trading partner connectivity, however, is application program interfaces (APIs) and web services (such as XML). APIs and web services provide more real-time data and visibility than EDI, along with other integration and maintenance benefits. Most leading TMS vendors have partnerships with multiple API-based carrier integration partners, including those listed in Figure 2. APIs for less-than-truckload (LTL) carriers are the most mature, but APIs for truckload, parcel, and rail are emerging, as well as APIs for status updates, transit times, and other data sets.
I don't know where I'll be in twenty years, whether I'll still be following the TMS market or not, but I'm pretty sure the technology will continue to evolve in response to market demands, and I'm pretty sure they'll always be something new to talk about.
Just 29% of supply chain organizations have the competitive characteristics they’ll need for future readiness, according to a Gartner survey released Tuesday. The survey focused on how organizations are preparing for future challenges and to keep their supply chains competitive.
Gartner surveyed 579 supply chain practitioners to determine the capabilities needed to manage the “future drivers of influence” on supply chains, which include artificial intelligence (AI) achievement and the ability to navigate new trade policies. According to the survey, the five competitive characteristics are: agility, resilience, regionalization, integrated ecosystems, and integrated enterprise strategy.
The survey analysis identified “leaders” among the respondents as supply chain organizations that have already developed at least three of the five competitive characteristics necessary to address the top five drivers of supply chain’s future.
Less than a third have met that threshold.
“Leaders shared a commitment to preparation through long-term, deliberate strategies, while non-leaders were more often focused on short-term priorities,” Pierfrancesco Manenti, vice president analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results.
“Most leaders have yet to invest in the most advanced technologies (e.g. real-time visibility, digital supply chain twin), but plan to do so in the next three-to-five years,” Manenti also said in the statement. “Leaders see technology as an enabler to their overall business strategies, while non-leaders more often invest in technology first, without having fully established their foundational capabilities.”
As part of the survey, respondents were asked to identify the future drivers of influence on supply chain performance over the next three to five years. The top five drivers are: achievement capability of AI (74%); the amount of new ESG regulations and trade policies being released (67%); geopolitical fight/transition for power (65%); control over data (62%); and talent scarcity (59%).
The analysis also identified four unique profiles of supply chain organizations, based on what their leaders deem as the most crucial capabilities for empowering their organizations over the next three to five years.
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
That clash has come as retailers have been hustling to adjust to pandemic swings like a renewed focus on e-commerce, then swiftly reimagining store experiences as foot traffic returned. But even as the dust settles from those changes, retailers are now facing renewed questions about how best to define their omnichannel strategy in a world where customers have increasing power and information.
The answer may come from a five-part strategy using integrated components to fortify omnichannel retail, EY said. The approach can unlock value and customer trust through great experiences, but only when implemented cohesively, not individually, EY warns.
The steps include:
1. Functional integration: Is your operating model and data infrastructure siloed between e-commerce and physical stores, or have you developed a cohesive unit centered around delivering seamless customer experience?
2. Customer insights: With consumer centricity at the heart of operations, are you analyzing all touch points to build a holistic view of preferences, behaviors, and buying patterns?
3. Next-generation inventory: Given the right customer insights, how are you utilizing advanced analytics to ensure inventory is optimized to meet demand precisely where and when it’s needed?
4. Distribution partnerships: Having ensured your customers find what they want where they want it, how are your distribution strategies adapting to deliver these choices to them swiftly and efficiently?
5. Real estate strategy: How is your real estate strategy interconnected with insights, inventory and distribution to enhance experience and maximize your footprint?
When approached cohesively, these efforts all build toward one overarching differentiator for retailers: a better customer experience that reaches from brand engagement and order placement through delivery and return, the EY study said. Amid continued volatility and an economy driven by complex customer demands, the retailers best set up to win are those that are striving to gain real-time visibility into stock levels, offer flexible fulfillment options and modernize merchandising through personalized and dynamic customer experiences.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.