TRANSPORTATION MANAGEMENT
Trends and Advancements for the
Next Decade
Today’s transportation organizations are being affected on all sides by rising costs and
demands. Top performers in this economy are extending beyond the basics of domestic and
international systems and beginning to create and extend automated processes to address
advanced capabilities like dynamic optimization and the daily use of analytic tools to monitor
events and communicate and collaborate on a near real-time basis.
—Bob Heaney, senior research analyst, Supply Chain Execution, Aberdeen Group
n the Aberdeen Report, Mid-Year Insights 2009, we
noted that transportation costs were found to have the
highest impact on supply chain execution. Indeed, in
our latest study (October 2009, Integrated Transportation Management: Improve Responsiveness with Real-Time
Control of Execution) 77 percent of respondents listed a growing awareness of transportation cost and service to the overall
supply chain as their top pressure.
With such focus, most of today's transportation executives are putting time and investment into automating all of
their processes, from domestic and international TMS (
tendering payment electronically, sharing shipping schedules, routing and scheduling) to fleet and parcel. Given
that overall technology adoption is similar across industries and revenue categories, it is the process-side of the
equation that differentiates high-performing companies
from their peers.
Best-in-Class companies were those who delivered top
performance in transportation spend while monitoring and
delivering to on-time and complete requirements. The key
differentiators are that Best-in-Class companies are more
heavily embracing end-to-end process capabilities like more
frequent and robust use of supply chain visibility, collaboration both internally and externally, and more advanced and
I
near-real-time deployment of dynamic transportation opti-
mization in execution:
• Advanced supply chain visibility capabilities. Best-in-
Class companies are 2. 3 times as likely to measure external
group (suppliers/carriers/3PL) performance weekly and
they are 2. 3 times as likely to use supply chain visibility
software.
• Advanced dynamic optimization capabilities. Best-in-Class companies are 2. 27 times as likely as all others to use
software to automate dynamic shipment routing instructions,
and they are 29 percent more likely to use dynamic shipment
optimization software.
The Outlook
In the new decade, companies will continue placing heavy
emphasis on improving transportation capabilities to sustain
and improve supply chain performance. In order to move
toward Best-in-Class status, companies should:
1. Acquire supply chain visibility to the item / inventory and
landed-cost level
2. Employ near real-time dynamic optimization to enhance
cost/service
3. Enhance collaboration with internal groups and external
customers and trading partners.
