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.
Benefits for Amazon's customers--who include marketplace retailers and logistics services customers, as well as companies who use its Amazon Web Services (AWS) platform and the e-commerce shoppers who buy goods on the website--will include generative AI (Gen AI) solutions that offer real-world value, the company said.
The launch is based on “Amazon Nova,” the company’s new generation of foundation models, the company said in a blog post. Data scientists use foundation models (FMs) to develop machine learning (ML) platforms more quickly than starting from scratch, allowing them to create artificial intelligence applications capable of performing a wide variety of general tasks, since they were trained on a broad spectrum of generalized data, Amazon says.
The new models are integrated with Amazon Bedrock, a managed service that makes FMs from AI companies and Amazon available for use through a single API. Using Amazon Bedrock, customers can experiment with and evaluate Amazon Nova models, as well as other FMs, to determine the best model for an application.
Calling the launch “the next step in our AI journey,” the company says Amazon Nova has the ability to process text, image, and video as prompts, so customers can use Amazon Nova-powered generative AI applications to understand videos, charts, and documents, or to generate videos and other multimedia content.
“Inside Amazon, we have about 1,000 Gen AI applications in motion, and we’ve had a bird’s-eye view of what application builders are still grappling with,” Rohit Prasad, SVP of Amazon Artificial General Intelligence, said in a release. “Our new Amazon Nova models are intended to help with these challenges for internal and external builders, and provide compelling intelligence and content generation while also delivering meaningful progress on latency, cost-effectiveness, customization, information grounding, and agentic capabilities.”
The new Amazon Nova models available in Amazon Bedrock include:
Amazon Nova Micro, a text-only model that delivers the lowest latency responses at very low cost.
Amazon Nova Lite, a very low-cost multimodal model that is lightning fast for processing image, video, and text inputs.
Amazon Nova Pro, a highly capable multimodal model with the best combination of accuracy, speed, and cost for a wide range of tasks.
Amazon Nova Premier, the most capable of Amazon’s multimodal models for complex reasoning tasks and for use as the best teacher for distilling custom models
Amazon Nova Canvas, a state-of-the-art image generation model.
Amazon Nova Reel, a state-of-the-art video generation model that can transform a single image input into a brief video with the prompt: dolly forward.
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
Freight transportation providers and maritime port operators are bracing for rough business impacts if the incoming Trump Administration follows through on its pledge to impose a 25% tariff on Mexico and Canada and an additional 10% tariff on China, analysts say.
Industry contacts say they fear that such heavy fees could prompt importers to “pull forward” a massive surge of goods before the new administration is seated on January 20, and then quickly cut back again once the hefty new fees are instituted, according to a report from TD Cowen.
As a measure of the potential economic impact of that uncertain scenario, transport company stocks were mostly trading down yesterday following Donald Trump’s social media post on Monday night announcing the proposed new policy, TD Cowen said in a note to investors.
But an alternative impact of the tariff jump could be that it doesn’t happen at all, but is merely a threat intended to force other nations to the table to strike new deals on trade, immigration, or drug smuggling. “Trump is perfectly comfortable being a policy paradox and pushing competing policies (and people); this ‘chaos premium’ only increases his leverage in negotiations,” the firm said.
However, if that truly is the new administration’s strategy, it could backfire by sparking a tit-for-tat trade war that includes retaliatory tariffs by other countries on U.S. exports, other analysts said. “The additional tariffs on China that the incoming US administration plans to impose will add to restrictions on China-made products, driving up their prices and fueling an already-under-way surge in efforts to beat the tariffs by importing products before the inauguration,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management solutions at Moody’s, said in a statement. “The Mexico and Canada tariffs may be an invitation to negotiations with the U.S. on immigration and other issues. If implemented, they would also be challenging to maintain, because the two nations can threaten the U.S. with significant retaliation and because of a likely pressure from the American business community that would be greatly affected by the costs and supply chain obstacles resulting from the tariffs.”
New tariffs could also damage sensitive supply chains by triggering unintended consequences, according to a report by Matt Lekstutis, Director at Efficio, a global procurement and supply chain procurement consultancy. “While ultimate tariff policy will likely be implemented to achieve specific US re-industrialization and other political objectives, the responses of various nations, companies and trading partners is not easily predicted and companies that even have little or no exposure to Mexico, China or Canada could be impacted. New tariffs may disrupt supply chains dependent on just in time deliveries as they adjust to new trade flows. This could affect all industries dependent on distribution and logistics providers and result in supply shortages,” Lekstutis said.
Grocers and retailers are struggling to get their systems back online just before the winter holiday peak, following a software hack that hit the supply chain software provider Blue Yonder this week.
The ransomware attack is snarling inventory distribution patterns because of its impact on systems such as the employee scheduling system for coffee stalwart Starbucks, according to a published report. Scottsdale, Arizona-based Blue Yonder provides a wide range of supply chain software, including warehouse management system (WMS), transportation management system (TMS), order management and commerce, network and control tower, returns management, and others.
Blue Yonder today acknowledged the disruptions, saying they were the result of a ransomware incident affecting its managed services hosted environment. The company has established a dedicated cybersecurity incident update webpage to communicate its recovery progress, but it had not been updated for nearly two days as of Tuesday afternoon. “Since learning of the incident, the Blue Yonder team has been working diligently together with external cybersecurity firms to make progress in their recovery process. We have implemented several defensive and forensic protocols,” a Blue Yonder spokesperson said in an email.
The timing of the attack suggests that hackers may have targeted Blue Yonder in a calculated attack based on the upcoming Thanksgiving break, since many U.S. organizations downsize their security staffing on holidays and weekends, according to a statement from Dan Lattimer, VP of Semperis, a New Jersey-based computer and network security firm.
“While details on the specifics of the Blue Yonder attack are scant, it is yet another reminder how damaging supply chain disruptions become when suppliers are taken offline. Kudos to Blue Yonder for dealing with this cyberattack head on but we still don’t know how far reaching the business disruptions will be in the UK, U.S. and other countries,” Lattimer said. “Now is time for organizations to fight back against threat actors. Deciding whether or not to pay a ransom is a personal decision that each company has to make, but paying emboldens threat actors and throws more fuel onto an already burning inferno. Simply, it doesn’t pay-to-pay,” he said.
The incident closely followed an unrelated cybersecurity issue at the grocery giant Ahold Delhaize, which has been recovering from impacts to the Stop & Shop chain that it across the U.S. Northeast region. In a statement apologizing to customers for the inconvenience of the cybersecurity issue, Netherlands-based Ahold Delhaize said its top priority is the security of its customers, associates and partners, and that the company’s internal IT security staff was working with external cybersecurity experts and law enforcement to speed recovery. “Our teams are taking steps to assess and mitigate the issue. This includes taking some systems offline to help protect them. This issue and subsequent mitigating actions have affected certain Ahold Delhaize USA brands and services including a number of pharmacies and certain e-commerce operations,” the company said.
Editor's note:This article was revised on November 27 to indicate that the cybersecurity issue at Ahold Delhaize was unrelated to the Blue Yonder hack.