When is the TMS used worth adding to, and when to change?

The transport management system (TMS) capabilities are checked against the identified gap. When the order and assignment progress is appropriate, substitution transfer, document verification or cost reconciliation may be sufficient.

How to evaluate a mixed fleet if the partners do not provide telematics?

The partner is in agreement on what execution events he will reliably transmit. Confirmations of acceptance and delivery of the order may be sufficient for coordination. If the location of the transport is unknown, a confirmed deadline or range is given to the customer rather than an allegedly accurate direct forecast.

Does shorter empty mileage always improve the result of the trip?

At the same time, waiting, additional service and impact on another order are checked. The benefit is assessed for the entire affected sequence of works under the same cost limits.

How is an electronic document different from its photograph?

A photograph can help pass on the proof, but it does not in itself provide the functions of a structured document or the approval required for a specific process. The appropriateness of the selected document is checked by participants and the applicable procedure.

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Industry digitalisation analysis

Digitization of freight transport

Clear journey progress and less dispatcher debugging work

Digital maturity Typical digital maturity Shows the level of digitalisation companies in this line of business typically operate at. The assessment considers use of core systems, how far processes are digitalised, integrations, data readiness and advanced use of data. A 3 means ordinary, middling maturity. A 5 is given only where real-time data, automated decisions and advanced optimisation are already a routine part of core operations.: medium
Digitalisation potential Digitalisation potential Shows the scale of business impact digitalisation could have in this line of business. It weighs economic leverage, the scope for digital impact, the scale and repetition of processes, value lost today, and the leverage of better data and decisions. A business area’s score is calculated from five weighted dimensions. A sector’s score is derived from the scores of its business areas.: 84/100
Biggest challenge: Orders are manually moved to TMS
Biggest opportunity: Dispatcher sees the course of the voyage and transfers the changes in time

Operating model

The carrier combines cargo, transport and driver work according to agreed times. Working with partners additionally requires their order confirmation and execution information.

Carrier operating its own fleet

The company is planning its own transport and driver continuous work; one load changes the ability to carry out the next voyage.

Mixed-capacity carrier

The order can be executed by the company's transport or by an approved carrier. The planner must see if the partner has accepted the order and what states of execution it transmits.

Transport of specialized cargo

Transport and driver are selected according to the requirements of cargo equipment, temperature, qualifications and documents. During the voyage, conditions relevant to a particular order are tracked.

Market context

The freight carrier combines booking, driver's work, transport readiness and travel documents. Reliable arrival times and notice of changed conditions are important to the customer. The carrier's earnings are determined by the entire voyage, including waiting and empty kilometers, so the cost of the carriage alone does not show its value.

Related voyagesProlonged unloading can prevent another load from being taken, so changes need to be evaluated throughout the plan.
Documents for settlementTimely delivery confirmation and evidence of additional work allow for faster bill preparation.

Services and responsibilities

Transportation order

Customer-compatible cargo, loading and delivery points, terms and additional conditions.

Designation of transport

Checking the schedule of the car, driver and previous work or obtaining approval from the selected carrier.

Conduct of the voyage

The driver or partner transmits execution information. The dispatcher coordinates the changes and informs the customer about the changes that are important for the performance of the contract.

Delivery Confirmation

Delivery documents are collected and additional work is checked. The defects are compatible with the customer or carrier.

Account and voyage result

Revenues and expenses are linked to the trip. Accounts received replace estimated costs so that the same service is not counted twice.

Digital maturity scale

Separate records and manual work

Information is mainly held in separate files or notes. Employees pass it on and reconcile it manually.

Organised data within individual teams

Teams record their work consistently, but sharing information with colleagues still requires considerable manual checking.

Partially integrated systems

Core work is managed in systems. Some information is transferred automatically, but repeated data entry remains.

Coordinated systems and teams

Systems deliver the required data on time. Employees can see unfinished work and know who is responsible for resolving discrepancies.

Continuous measurement and improvement

The team checks data quality, evaluates results and uses them to improve operations. Automation is applied where its value can be demonstrated.

Executive conclusion

The dispatcher must see not only the current voyage, but also other promised works. Delivery documents and additional costs help to prepare the settlement more quickly and assess the result of the voyage.

How to solve these problems

Solution directions linked to specific business area problems they address.

Problem

Orders are manually moved to TMS

Dispatcher, driver and customer can rely on different execution conditions.

Solution direction

Road freight management system with driver workspace