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Business area digitalisation analysis

Passenger transport digitalisation

How to better manage routes, timetables, journeys, tickets, disruptions and passenger information

Digital maturity

Typical digital maturity

Shows the level of technological and process digitalisation at which companies in the sector or business area typically operate today.

A typical market situation is assessed, not the most advanced companies.

The assessment consists of five equally weighted dimensions:

Core system usage
Whether ERP, CRM, WMS, MES, customer portals or other operationally important systems are widespread in companies.
Process digitalisation
How many core processes run in systems and how many are still managed manually.
Systems integration
Whether core systems exchange data between themselves or whether employees transfer information manually.
Data quality and readiness
Whether core data is structured, up-to-date, consistent and suitable for automation and analytics.
Advanced data use
Whether real-time analytics, forecasting, automated alerts, optimisation models or AI are used.

The final score is the average of the five dimensions.

1–5 scale

  • 1 very low maturity
  • 2 low maturity
  • 3 medium maturity
  • 4 high maturity
  • 5 very high maturity

A low maturity score does not necessarily indicate low potential. On the contrary, low maturity and a high level of manual work may indicate significant untapped digitalisation value.

medium
Skaitmenizacijos potencialas

Digitalisation potential

Shows how much significant business value a typical sector or business area company can create by systematically digitalising core processes.

The rating is calculated on a 100-point scale across five dimensions:

Process frequency and scale 20 %
An assessment of how frequently the digitalised processes recur and what proportion of operations they represent.
Manual work intensity 20 %
An assessment of the extent to which processes depend on email, telephone, Excel, paper documents and repeated data entry.
Impact on revenue and costs 25 %
An assessment of the potential effect on sales, margin, customer retention, administrative costs, errors, downtime or inventory.
Growth and scale potential 20 %
An assessment of whether digitalisation would enable operational capacity to be increased without expanding headcount and costs at the same rate.
Impact on decisions and risk 15 %
An assessment of the potential effect on data reliability, decision-making speed, customer experience, and the reduction of errors and operational risk.

The final score is calculated according to the assessments and weights of all dimensions.

100-point scale

  • 0–20 very low potential
  • 21–40 low potential
  • 41–60 moderate potential
  • 61–80 high potential
  • 81–100 very high potential

A high score does not mean the solution will be easy to implement. It indicates the size of the potential value, not the implementation complexity.

79/100
Biggest challenge
The timetable does not reflect actual journey progress
Biggest opportunity
Reliable passenger journey in real time

The greatest result is created by a reliable passenger journey from ticket to actual arrival, not by a separate app or display board.

How passenger transport operates

The business area covers urban, suburban, intercity, international and chartered passenger transport. Service quality is determined by the route network, timetable, transport accessibility, ticketing, punctuality and the ability to manage disruptions.

Service runs on schedule

Even a minor delay can affect connections and passenger plans.

Capacity is limited

Vehicles and drivers cannot be rapidly increased through software alone.

Many public information channels

The same change must reach the app, website, display boards and customer service simultaneously.

Tariffs and concessions are complex

Ticket rules may depend on zone, passenger group, time and mode of transport.

Market and Technology Context

Single journey planning and payment platforms, account-based tickets, contactless payment and real-time data are changing passenger expectations. Practical value is created by reliable management of planned and actual journey data.

  • Real-Time Information ExpectationPassengers expect to see the actual vehicle location, estimated arrival time and impact of disruptions.
  • More Unified Ticketing ModelsCities and operators seek simpler settlement between zones and transport modes.
  • Labour and Transport Cost PressureMore accurate planning of schedules, transport and drivers is becoming more important.
  • Accessibility RequirementsPassengers need reliable information on low-floor transport, stops and assistance.

Typical activity chain

01

Route and timetable planning

Routes, journeys, stops, times and required capacity are planned.

02

Transport and driver assignment

Vehicles and drivers are assigned to journeys, restrictions are checked.

03

Ticketing and passenger service

Tickets are sold and validated, concessions are managed, and passenger accounts are maintained.

04

Actual journey execution

Location, arrivals, departures, occupancy and deviations are recorded.

05

Disruption management and communication

A contingency plan is created and relevant information is communicated to passengers.

06

Performance analysis

Punctuality, journey completion, demand, costs and passenger experience are evaluated.

Digital Maturity Model

0

Timetables and passenger information managed manually

Journey progress is checked by phone, tickets and changes are recorded separately, and passenger information depends on staff actions.

1

Separate timetable, ticketing and vehicle location systems

Core solutions are in use, but actual journey status and passenger channels are updated separately.

2

Digitalised channels without unified journey status

Ticketing, journey planning and real-time information channels are operational, but disruption management and data quality are inconsistent.

3

Integrated journey and passenger information chain Typical current situation

Planned timetable, actual journey status, disruption and passenger notifications linked across key routes.

4

Real-time network management Siektina

Disruptions, transfers, transport assignment and passenger information adjusted according to actual events and demand.

5

Predictive and adaptive transport network

Demand and disruption models enable advance adjustment of capacity, timetables and passenger communication based on clear control rules.

Key finding

The biggest gap arises between the planned timetable and actual trip progress. When vehicle location, disruption and passenger notifications are managed separately, information is delayed.

The ticketing system, trip management and passenger information channels must use the same route, trip, stop and disruption data.

It is worth first selecting one route or transport mode and connecting actual trip status, disruption management and passenger information.

Related topics

Passenger information systemTicketing and fare managementJourney and disruption management
Next step

Assess where reliability is lost in the passenger journey

Review the processes for routes, trips, ticketing, disruptions and passenger communications and help select one first phase where benefits can be measured.

Discuss the first digitalisation phase