Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
Logistics professionals are facing stormy economic conditions as they head into the winter holiday peak season. Between waves of Covid pandemic variants, a tight labor market, rising inflation, and climbing interest rates, the second half of 2022 promises unpredictable market conditions for those involved in moving freight around the country.
Those variables could make it hard to keep supply chains running smoothly, but companies may find answers in a key piece of technology that serves as the hub of the transport sector—transportation management systems (TMS).
In contrast to other logistics software applications—which tend to be narrowly focused on a specific function, like warehouse or yard operations—the TMS sits at the crossroads where truckers, brokers, and shippers meet. By acting as a marketplace for those three different interests, a TMS can help each party negotiate for what it needs to keep pickups and deliveries happening on time.
To pull that off, the TMS sector has been evolving at high speed in recent years, adding new technologies and capabilities that users couldn’t have predicted just five years ago. That evolution has created a market with a vast array of options tailored to different types of users. “TMS are like shirts, there’s one for every use case,” says Tim Higham, CEO at Florida software vendor AscendTMS. “For example, if you do drayage, maybe you need a different one than if you do LTL or last-mile. The industry has lots of niches and specialties, and is trying to automate as much as possible. But there’s enough room in this business for every company offering a TMS.”
TAILORED TO FIT
That’s starting to change. The latest TMS platforms are designed with the flexibility to allow different types of customers to use the same software—a nod to the diverse array of companies operating in the transportation sector. For example, while the trucking industry includes a handful of large fleets running hundreds of tractor-trailers each, the great majority have just a few vehicles. Today, more than 90% of U.S. motor carriers operate six or fewer trucks, according to the trade group the American Trucking Associations (ATA).
To accommodate the needs of both types of users, software vendors like Ascend offer systems that allow users to turn certain software features on and off. For example, a freight broker that owns no trucks would not activate the software’s vehicle asset management screen, while a pure freight carrier that doesn’t broker out loads would not switch on the brokerage screen.
In the turbulent market of 2022, that brokerage capability has become more popular. “Sixty-seven percent of our carriers have their brokerage features turned on, and that’s a new high for us,” Higham says. The reasons vary, he says. Some users are choosing that strategy because strong freight demand is producing so many loads that they can’t handle the business with their own trucks alone, while others could be suffering from the lingering driver shortage and are unable to find anyone to operate the vehicles they do have.
“A year ago, I would have said they’re getting more loads from customers but don’t want to expand their assets because they can’t find drivers. But now, fuel is so expensive that it can be easy to lose a thousand dollars per week while operating a truck, but you still want to keep those orders,” Higham says. Either way, today’s more flexible TMS software is allowing transportation providers to cope with market changes.
MAKING CONNECTIONS
Another way that transportation management systems are evolving to meet customer needs is by integrating with suppliers of related products and services. “The typical user lives in the TMS; it’s the first thing he opens at 8:00 a.m. If it’s a small company, he’s using it evenings and weekends, too,” Higham says. “And he wants to use it without opening other windows and cutting and pasting information.”
To support that type of intense use, Ascend has built integrations with about 70 companies that provide everything from liability insurance to driver payroll services. Many other TMS vendors have added connections to digital freight brokers (DFBs) to generate loads.
Such integrations are key to helping users eliminate inefficiencies, whether they run a fleet of 10 trucks or 100, says Dominic Leo, vice president of growth at Alvys, a California-based company that offers a cloud-based TMS. Operating a trucking business encompasses a huge range of tasks, from overseeing driver compliance, insurance, and vehicle maintenance to supporting track and trace, digital invoicing, and accounts-payable capabilities, he says.
To help fleet managers do all that within a single software platform, Alvys, like Ascend, has built integrations with a range of service providers. In Alvys’ case, those providers include businesses specializing in electronic payments (e-checks), telematics, accounting, and fuel cards as well as the factoring companies that enable speedy payments between business partners.
The best TMS platforms pull all those functions together in a simple, user-friendly interface, Leo adds. “You need an intuitive interface that allows companies to scale and supports a clear process from load creation through payment, so the TMS is not just a glorified spreadsheet.”
A NOD TO THE LITTLE GUYS
Those new capabilities are particularly important for users in a dynamic economy, where spot rates and contract rates fluctuate widely and bargaining leverage swings quickly between carriers and shippers. Large companies often have the resources to ride out the storm, but smaller firms may struggle to stay profitable, says Leo.
The need to support small customers has not gone unnoticed by TMS vendors. “2022 is fraught with uncertainty,” says Mark Carroll, executive vice president at Transportation Insight Holding Co. (TI), a combination of the digital freight solutions specialists Transportation Insight and Nolan Transportation Group (NTG). “The freight market has always been cyclical, and now you have inflation, a hangover from Covid, and market congestion. That makes it hard to forecast and plan for customer demand. These are uncertain times within the trucking market, so we’re focusing on how not to leave small and medium-sized businesses (SMBs) orphaned.” To serve those smaller shippers and carriers, he says, TI is developing “lightweight” TMS products.
The logistics technology industry has focused for years on enterprise-level users with deeper pockets, but a TMS can benefit users of any size and help them make their operations more efficient, Carroll explains. For example, TI’s platform offers improved visibility over loads in transit, paired with exception management tools that direct users’ attention only to the problems they need to solve, such as a truck that is behind schedule.
All this comes amid a broad industry shift toward cloud-based software, which relieves users of the need to manage their own computer servers and hire IT experts to maintain them. Instead, a business needs only an internet connection.
As one measure of the growing popularity of the cloud-based delivery model, TMS developer MercuryGate International Inc. in July said it had seen 40% growth in its cloud business, bringing the number of software-as-a-service (SaaS) deployments to 2 million since the start of 2021. “Our customers tell us they need a TMS that acquires and manages data better, faster, and easier to deliver actionable insight and move freight across their entire supply chain network,” MercuryGate President and CEO Joe Juliano said in a release. “That means a modern cloud-based capability that makes connections easy, accessible, and global among their customer, vendor, and supplier network. Costs are up, and our customers need to break down silos in the supply chain, improve visibility, … and reduce cost.”
Players and partners across the logistics and transportation arena are being stressed by changes in the post-pandemic market. But thanks to a rapid response from software providers, TMS applications are rising to the challenge with improved capabilities.
“There’s so much uncertainty right now: E-commerce has boomed, accelerated by pandemic; it’s uncertain how shippers can find capacity to meet consumer demand; and there are worker and material shortages,” TI’s Carroll says. “So we’re giving people the tools they need to help manage their day.”
As holiday shoppers blitz through the final weeks of the winter peak shopping season, a survey from the postal and shipping solutions provider Stamps.com shows that 40% of U.S. consumers are unaware of holiday shipping deadlines, leaving them at risk of running into last-minute scrambles, higher shipping costs, and packages arriving late.
The survey also found a generational difference in holiday shipping deadline awareness, with 53% of Baby Boomers unaware of these cut-off dates, compared to just 32% of Millennials. Millennials are also more likely to prioritize guaranteed delivery, with 68% citing it as a key factor when choosing a shipping option this holiday season.
Of those surveyed, 66% have experienced holiday shipping delays, with Gen Z reporting the highest rate of delays at 73%, compared to 49% of Baby Boomers. That statistical spread highlights a conclusion that younger generations are less tolerant of delays and prioritize fast and efficient shipping, researchers said. The data came from a study of 1,000 U.S. consumers conducted in October 2024 to understand their shopping habits and preferences.
As they cope with that tight shipping window, a huge 83% of surveyed consumers are willing to pay extra for faster shipping to avoid the prospect of a late-arriving gift. This trend is especially strong among Gen Z, with 56% willing to pay up, compared to just 27% of Baby Boomers.
“As the holiday season approaches, it’s crucial for consumers to be prepared and aware of shipping deadlines to ensure their gifts arrive on time,” Nick Spitzman, General Manager of Stamps.com, said in a release. ”Our survey highlights the significant portion of consumers who are unaware of these deadlines, particularly older generations. It’s essential for retailers and shipping carriers to provide clear and timely information about shipping deadlines to help consumers avoid last-minute stress and disappointment.”
For best results, Stamps.com advises consumers to begin holiday shopping early and familiarize themselves with shipping deadlines across carriers. That is especially true with Thanksgiving falling later this year, meaning the holiday season is shorter and planning ahead is even more essential.
According to Stamps.com, key shipping deadlines include:
December 13, 2024: Last day for FedEx Ground Economy
December 18, 2024: Last day for USPS Ground Advantage and First-Class Mail
December 19, 2024: Last day for UPS 3 Day Select and USPS Priority Mail
December 20, 2024: Last day for UPS 2nd Day Air
December 21, 2024: Last day for USPS Priority Mail Express
Measured over the entire year of 2024, retailers estimate that 16.9% of their annual sales will be returned. But that total figure includes a spike of returns during the holidays; a separate NRF study found that for the 2024 winter holidays, retailers expect their return rate to be 17% higher, on average, than their annual return rate.
Despite the cost of handling that massive reverse logistics task, retailers grin and bear it because product returns are so tightly integrated with brand loyalty, offering companies an additional touchpoint to provide a positive interaction with their customers, NRF Vice President of Industry and Consumer Insights Katherine Cullen said in a release. According to NRF’s research, 76% of consumers consider free returns a key factor in deciding where to shop, and 67% say a negative return experience would discourage them from shopping with a retailer again. And 84% of consumers report being more likely to shop with a retailer that offers no box/no label returns and immediate refunds.
So in response to consumer demand, retailers continue to enhance the return experience for customers. More than two-thirds of retailers surveyed (68%) say they are prioritizing upgrading their returns capabilities within the next six months. In addition, improving the returns experience and reducing the return rate are viewed as two of the most important elements for businesses in achieving their 2025 goals.
However, retailers also must balance meeting consumer demand for seamless returns against rising costs. Fraudulent and abusive returns practices create both logistical and financial challenges for retailers. A majority (93%) of retailers said retail fraud and other exploitive behavior is a significant issue for their business. In terms of abuse, bracketing – purchasing multiple items with the intent to return some – has seen growth among younger consumers, with 51% of Gen Z consumers indicating they engage in this practice.
“Return policies are no longer just a post-purchase consideration – they’re shaping how younger generations shop from the start,” David Sobie, co-founder and CEO of Happy Returns, said in a release. “With behaviors like bracketing and rising return rates putting strain on traditional systems, retailers need to rethink reverse logistics. Solutions like no box/no label returns with item verification enable immediate refunds, meeting customer expectations for convenience while increasing accuracy, reducing fraud and helping to protect profitability in a competitive market.”
The research came from two complementary surveys conducted this fall, allowing NRF and Happy Returns to compare perspectives from both sides. They included one that gathered responses from 2,007 consumers who had returned at least one online purchase within the past year, and another from 249 e-commerce and finance professionals from large U.S. retailers.
The “series A” round was led by Andreessen Horowitz (a16z), with participation from Y Combinator and strategic industry investors, including RyderVentures. It follows an earlier, previously undisclosed, pre-seed round raised 1.5 years ago, that was backed by Array Ventures and other angel investors.
“Our mission is to redefine the economics of the freight industry by harnessing the power of agentic AI,ˮ Pablo Palafox, HappyRobotʼs co-founder and CEO, said in a release. “This funding will enable us to accelerate product development, expand and support our customer base, and ultimately transform how logistics businesses operate.ˮ
According to the firm, its conversational AI platform uses agentic AI—a term for systems that can autonomously make decisions and take actions to achieve specific goals—to simplify logistics operations. HappyRobot says its tech can automate tasks like inbound and outbound calls, carrier negotiations, and data capture, thus enabling brokers to enhance efficiency and capacity, improve margins, and free up human agents to focus on higher-value activities.
“Today, the logistics industry underpinning our global economy is stretched,” Anish Acharya, general partner at a16z, said. “As a key part of the ecosystem, even small to midsize freight brokers can make and receive hundreds, if not thousands, of calls per day – and hiring for this job is increasingly difficult. By providing customers with autonomous decision making, HappyRobotʼs agentic AI platform helps these brokers operate more reliably and efficiently.ˮ
RJW Logistics Group, a logistics solutions provider (LSP) for consumer packaged goods (CPG) brands, has received a “strategic investment” from Boston-based private equity firm Berkshire partners, and now plans to drive future innovations and expand its geographic reach, the Woodridge, Illinois-based company said Tuesday.
Terms of the deal were not disclosed, but the company said that CEO Kevin Williamson and other members of RJW management will continue to be “significant investors” in the company, while private equity firm Mason Wells, which invested in RJW in 2019, will maintain a minority investment position.
RJW is an asset-based transportation, logistics, and warehousing provider, operating more than 7.3 million square feet of consolidation warehouse space in the transportation hubs of Chicago and Dallas and employing 1,900 people. RJW says it partners with over 850 CPG brands and delivers to more than 180 retailers nationwide. According to the company, its retail logistics solutions save cost, improve visibility, and achieve industry-leading On-Time, In-Full (OTIF) performance. Those improvements drive increased in-stock rates and sales, benefiting both CPG brands and their retailer partners, the firm says.
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.