Orders are manually transferred to TMS
CriticalCustomer orders are received by email, telephone or files and re-entered into the system.
- Consequences
- Errors, delays and order version mismatches increase.
Business area digitalisation analysis
Freight transport digitalisation
How to better manage orders, transport capacity, trips, drivers, documents and margin
- Digital maturity
- medium
- Digitalisation potential
- 83/100
- Biggest challenge
- Orders are manually transferred to TMS
- Biggest opportunity
- Integrated trip and capacity management
Freight transport digitalisation must be assessed through empty running, fleet utilisation, document cycle and actual trip margin.
How freight transport works
The business area covers local and international freight carriers managing their own, subcontractor or mixed fleet. The core process connects the order, tariff, vehicle and driver capacity, trip execution, documents and settlement.
Limited vehicle and driver capacity
Growth is constrained not only by sales, but by the fleet and working hours actually available.
Low trip margin
Empty running, waiting or additional charges can quickly eliminate profit.
International context of documents and regulations
Requirements depend on the route, cargo and countries.
The plan is constantly changed by real events
Traffic, borders, loading delays and breakdowns alter trip execution.
Market and technology context
Electronic CMR, telematics and estimated time of arrival forecasts are becoming an important part of the transport process. The electronic freight transport information (eFTI) regulation will be fully applicable from 9 July 2027, but value to the business only arises when documents are linked to orders, journeys and finance.
- Electronic transport documentsElectronic CMR reduces the circulation of paper waybills, whilst the electronic freight transport information (eFTI) regulation creates a common basis for presenting structured data.
- Driver and planner shortageAutomatic order intake and decision support increase the capacity of individual employees.
- Fuel and road tax pressureEach additional kilometre or waiting hour carries greater financial significance.
- Client real-time expectationsClients expect reliable estimated time of arrival and proactive notification of deviations.
Typical operational chain
01
Order receipt and verification
Cargo, route, time and special requirements data are received.
02
Rate and margin calculation
Mileage, tolls, fuel, driver, subcontractor and additional conditions are evaluated.
03
Capacity and driver assignment
A vehicle, driver or subcontractor is assigned.
04
Journey execution
Statuses, estimated time of arrival, exceptions, working time and customer communication are managed.
05
Document collection
CMR, proof of delivery and additional work documents are obtained.
06
Settlement and profitability analysis
Invoice and actual costs are linked to a specific order.
Digital maturity model
0
Orders and journeys managed by phone and documents
Order data, driver statuses and documents depend on phone calls, email and paper.
1
Transport management and telematics operate separately
Journeys are planned in the system, but orders, driver actions, documents and costs are transferred manually.
2
Digitised individual parts of the journey
A driver app or electronic documents are in use, but there is no unified journey from order to actual margin.
3
Integrated order and trip execution Typical current situation
Order, transport, driver, key statuses, documents and costs linked by a single identifier.
4
Real-time capacity and margin management Target
Plans are adjusted according to actual events, whilst order margin and deviations are visible during execution.
5
Predictive and partially automated planning
Models forecast demand, delays and breakdown risk, and provide controlled planning recommendations.
Key finding
The greatest value lies between order acceptance and actual trip execution. Manual data re-entry and fragmented capacity visibility directly reduce planner productivity.
TMS, telematics, driver app, electronic documents and actual costs must operate as a single order workflow.
It is worthwhile to first select one frequent trip type and connect order receipt, driver execution, documents and trip margin.