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In p
art
ners
hip
wit
h:
Sponso
red b
y:
Pub
lishe
d M
ay 2
015
Wri
tte
n B
y:
Eric
Joh
nson
Res
earc
h D
irect
or
Am
eric
an S
hipp
er
Glob
al T
rans
port
atio
n M
anag
emen
t Be
nchm
ark
Stud
yGo
od D
esig
n is
Goo
d Bu
sine
ss
Pa
rt o
f Am
eric
an S
hipp
er’s
Tra
nsp
ort
ati
on
Pro
cu
re-t
o-P
ay
Ben
ch
ma
rk S
eri
es
Executive Summary
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
ii
Wel
com
e to
Am
eric
an S
hipp
er’s
sev
enth
ann
ual b
ench
mar
k st
udy
of g
loba
l
tran
spor
tatio
n m
anag
emen
t, pr
oduc
ed in
con
junc
tion
with
the
Nat
iona
l Ret
ail
Fede
ratio
n (N
RF)
, Ret
ail I
ndus
try
Lead
ers
Ass
ocia
tion
(RIL
A) a
nd th
e C
ounc
il
of S
uppl
y C
hain
Man
agem
ent P
rofe
ssio
nals
(CS
CM
P).
This
rep
ort a
nnua
lly
exam
ines
the
tren
ds th
at im
pact
how
shi
pper
s an
d lo
gist
ics
serv
ice
prov
ider
s
man
age
thei
r int
erna
tiona
l fre
ight
tran
spor
tatio
n pr
oces
ses,
and
the
tech
nolo
gy
that
hel
ps s
uppo
rt th
ose
proc
esse
s.
Tran
spor
tatio
n m
anag
emen
t has
sta
rted
to m
ove
beyo
nd a
nut
s-an
d-bo
lts
func
tion
for
man
y sh
ipp
ers
and
LS
Ps—
it is
the
hub
aro
und
whi
ch t
hese
com
pani
es o
rient
oth
er k
ey s
uppl
y ch
ain
proc
esse
s. A
gain
st th
at b
ackd
rop,
this
yea
r’s
stud
y ke
enly
exa
min
es th
e el
emen
ts o
f tra
nspo
rtat
ion
man
agem
ent
com
pani
es a
re la
yerin
g ar
ound
sim
ple
plan
ning
and
exe
cutio
n.
Kee
p in
min
d, t
he v
ast
pro
po
rtio
n o
f re
spo
nden
ts t
o A
mer
ican
Shi
pp
er
rese
arch
initi
ativ
es m
anag
e g
lob
al, o
ften
hig
hly
com
ple
x su
pp
ly c
hain
s.
Run
ning
dai
ly la
ne o
ptim
izat
ions
and
bui
ldin
g lo
ad p
lans
are
nic
e, b
ut
mos
tly e
xpec
ted
func
tions
of a
tra
nsp
orta
tion
man
agem
ent
syst
em. G
lob
al
ship
per
s ne
ed v
isib
ility
and
net
wor
k d
esig
n p
latf
orm
s th
at w
ork
on a
cont
inuo
us b
asis
, allo
win
g th
em t
o p
lan
furt
her
upst
ream
and
rea
ct t
o
dis
rup
tions
up
stre
am o
r d
owns
trea
m.
The
stud
y in
clud
es th
e re
spon
ses
of 1
91 q
ualifi
ed g
loba
l log
istic
s pr
actit
ione
rs
surv
eyed
from
mid
-Mar
ch th
roug
h la
te A
pril.
For
the
purp
oses
of t
his
stud
y,
the
focu
s is
pla
ced
spec
ifica
lly o
n th
e st
ages
invo
lvin
g pl
anni
ng th
roug
h ev
ent
man
agem
ent a
nd th
e vi
sibi
lity
into
eac
h le
g of
thos
e pr
oces
ses.
Abo
ut tw
o-th
irds
of re
spon
dent
s in
this
yea
r’s s
tudy
are
task
ed w
ith m
anag
ing
both
dom
estic
and
inte
rnat
iona
l mod
es o
f tra
nspo
rtat
ion,
and
mor
e th
an h
alf
of t
hose
usi
ng s
yste
ms
to m
anag
e tr
ansp
orta
tion
do
so f
or fi
ve o
r m
ore
mod
es. G
iven
the
dive
rsity
of t
he re
spon
dent
poo
l—fr
om c
ompa
nies
man
agin
g
hund
reds
of m
illio
ns o
f dol
lars
in fr
eigh
t spe
nd to
thos
e m
anag
ing
less
than
$10
mill
ion
annu
ally
—th
e ne
eds
of th
ese
vario
us s
hipp
ers
and
LSP
s va
ry g
reat
ly.
And
whi
le T
MS
had
larg
ely
been
see
n as
a d
omes
tic to
ol th
at h
as b
een
shoe
horn
ed in
to in
tern
atio
nal e
nviro
nmen
ts in
the
past
, the
per
cept
ion
has
stea
dily
cha
nged
sin
ce w
e be
gan
benc
hmar
king
shi
pper
s si
x ye
ars
ago.
Shi
pper
s an
d LS
Ps
see
TMS
as
a to
ol th
at s
houl
d be
use
d to
pla
n gl
obal
tran
spor
tatio
n m
oves
and
exe
cute
thos
e pl
ans.
Exec
utiv
e Su
mm
ary
Transp
ort
ati
on
Managem
ent
Trends
Executive Summary
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
iii
The R
ole
of
Vis
ibilit
y in
G
lobal Tr
ansp
ort
ati
on
Managem
ent
One
unu
sual
dyn
amic
this
rep
ort e
xplo
red
this
yea
r w
as th
e ef
fect
Wes
t Coa
st
port
con
gest
ion
had
on tr
ansp
orta
tion
man
agem
ent c
osts
. Whi
le n
early
90
perc
ent s
aid
they
wer
e im
pact
ed c
ost-
wis
e by
the
cong
estio
n, a
roun
d a
third
said
the
impa
ct w
as le
ss th
an 5
per
cent
ove
r th
eir
expe
cted
tran
spor
tatio
n
spen
d. H
owev
er, n
early
a th
ird o
f res
pond
ents
sai
d th
e co
nges
tion
caus
ed
cost
impa
cts
of 1
0 pe
rcen
t or
mor
e.
Res
pond
ents
to th
is s
tudy
the
past
two
year
s ha
ve g
ener
ally
take
n a
mor
e
soph
istic
ated
vie
w o
f vis
ibili
ty th
an th
ey d
id w
hen
we
first
ask
ed a
bout
thei
r
pers
pect
ive
on v
isib
ility
in 2
013.
Tha
t mea
ns th
ey s
ee v
isib
ility
as
mor
e th
an
trac
k an
d tr
ace,
and
eve
n m
ore
than
exc
eptio
n-ba
sed
man
agem
ent.
Shi
pper
s ha
ve m
any
mot
ivat
ions
for
seek
ing
visi
bilit
y, b
ut th
e on
e th
at tr
umps
them
all
is th
e ab
ility
to r
espo
nd to
dis
rupt
ions
in th
eir
supp
ly c
hain
. Thi
s is
whe
re s
hipp
ers
have
evo
lved
from
the
“whe
re’s
my
stuf
f” m
enta
lity.
Tha
t
old-
fash
ione
d vi
ew a
llow
ed s
hipp
ers
to k
now
whe
n sh
ipm
ents
wer
e hu
ng u
p,
but i
t did
n’t p
rovi
de th
em w
ith m
uch
abili
ty to
red
irect
the
flow
of t
heir
carg
o.
It le
ft th
em m
ore
know
ledg
eabl
e, b
ut n
o m
ore
agile
.
The
valu
e of
vis
ibili
ty is
impo
rtan
t eve
n w
hen
ther
e is
no
disr
uptio
n or
cris
is.
Hav
ing
a vi
ew o
f shi
pmen
ts in
tran
sit a
llow
s a
ship
per
or L
SP
to e
nsur
e th
eir
netw
ork
is r
unni
ng e
ffici
ently
and
pro
perly
aga
inst
tran
spor
tatio
n pl
ans.
Res
pond
ents
hav
e ov
erw
helm
ingl
y in
dica
ted
that
vis
ibili
ty is
not
prim
arily
abou
t red
uced
cos
ts o
f low
erin
g in
vent
ory.
The
gran
d m
ajor
ity o
f res
pond
ents
see
sup
ply
chai
n de
sign
as
an im
port
ant
part
of t
rans
port
atio
n m
anag
emen
t. H
owev
er, t
here
’s a
cle
ar d
icho
tom
y
betw
een
wha
t res
pond
ents
per
ceiv
e to
be
impo
rtan
t and
wha
t des
ign
capa
-
bilit
y th
ey a
ctua
lly h
ave.
Nea
rly tw
o-th
irds
of r
espo
nden
ts d
on’t
have
the
abili
ty
to d
esig
n th
eir
supp
ly c
hain
out
side
of t
he d
ay-t
o-da
y pl
anni
ng a
nd e
xecu
ting
of th
at s
uppl
y ch
ain.
Few
er th
an o
ne in
five
res
pond
ents
use
a th
ird p
arty
serv
ice
or to
ol to
hel
p m
anag
e th
is in
crea
sing
ly im
port
ant f
unct
ion.
Jux
tapo
se
that
with
mor
e th
an fo
ur in
five
say
ing
supp
ly c
hain
des
ign
is im
port
ant.
In y
ears
pas
t we’
ve a
sked
res
pond
ents
to c
hara
cter
ize
the
qual
ity o
f dat
a th
ey
rece
ive
from
car
riers
in d
iffer
ent m
odes
. In
this
yea
r’s
repo
rt, t
he to
pic
was
fram
ed in
a s
uppl
y ch
ain
desi
gn c
onte
xt—
mos
t res
pond
ents
see
thei
r ca
rrie
r
data
as
good
or
aver
age.
Airf
reig
ht c
arrie
rs r
ate
the
high
est i
n te
rms
of d
ata
qual
ity, w
ith r
ail a
nd in
term
odal
pro
vide
rs a
mon
g th
e lo
wes
t. B
ut a
dam
ning
indi
ctm
ent o
f car
riers
acr
oss
all m
odes
is th
e pa
ucity
of r
espo
nden
ts w
ho s
aid
the
data
they
rec
eive
from
car
riers
is v
ery
good
.
The R
ole
of
Supply
C
hain
Desi
gn in
Transp
ort
ati
on
Managem
ent
Executive Summary
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
iv
Few
er th
an o
ne in
six
res
pond
ents
use
a p
redo
min
antly
man
ual p
roce
ss fo
r
tran
spor
tatio
n m
anag
emen
t—it
seem
s lik
e an
ant
iqua
ted
notio
n fo
r a
glob
al
ship
per
to p
ersi
st w
ithou
t a T
MS
of a
ny k
ind
thes
e da
ys. T
hat s
aid,
the
high
est
perc
enta
ge o
f res
pond
ents
(as
in p
ast y
ears
) ind
icat
ed th
ey u
se a
hyb
rid a
ppro
ach
to tr
ansp
orta
tion
man
agem
ent,
and
that
like
ly m
eans
som
e m
odes
for
thes
e
ship
pers
are
stil
l bei
ng m
anag
ed in
a m
anua
l way
. Glo
bal t
rans
port
atio
n m
anag
e-
men
t is
still
larg
ely
driv
en b
y 3P
Ls, b
y in
tern
al s
yste
ms,
or
by s
prea
dshe
ets.
A c
lue
as to
why
mor
e sh
ippe
rs a
nd L
SP
s do
n’t h
ave
a TM
S a
re th
eir
conc
erns
over
cos
t (bo
th u
pfro
nt im
plem
enta
tion
and
long
-ter
m s
ubsc
riptio
n or
mai
nte-
nanc
e co
sts)
, int
egra
tion
to in
tern
al s
yste
ms
and
conn
ectiv
ity to
out
side
par
tner
s.
Des
pite
big
pus
hes
from
TM
S v
endo
rs to
mak
e po
tent
ial u
sers
feel
thes
e as
pect
s
are
easy
to o
verc
ome,
ther
e re
mai
ns a
fear
that
a T
MS
will
take
tim
e to
impl
emen
t,
will
be
com
plex
to r
un, a
nd th
at th
e R
OI w
ill b
e de
pend
ent o
n in
tegr
atio
ns w
ith
syst
ems
and
part
ners
.
TMS
use
rs w
ant
to b
e ab
le t
o re
spon
d t
o a
tran
spor
tatio
n d
isru
ptio
n or
an
unex
pec
ted
up
tick
in d
eman
d in
rea
l tim
e, b
ut o
nly
36 p
erce
nt o
f res
pon
den
ts
say
thei
r TM
S a
llow
s th
em t
o re
spon
d t
o su
pp
ly c
hain
dis
rup
tions
, whi
le 4
4
per
cent
can
use
the
ir TM
S t
o re
spon
d t
o ch
ange
s in
dem
and
acr
oss
thei
r
rout
es a
nd m
odes
.
With
out t
his
capa
bilit
y, a
TM
S is
an
expe
rt p
lann
ing
tool
whe
n th
ings
are
run
ning
smoo
thly
, but
not
so
usef
ul w
hen
thin
gs g
o w
rong
, as
they
oft
en d
o in
rea
l wor
ld
supp
ly c
hain
s. H
avin
g a
TMS
that
allo
ws
you
to re
spon
d on
a g
loba
l bas
is, a
cros
s
all m
odes
, has
bec
ome
a ne
cess
ary
feat
ure
for
the
mos
t sop
hist
icat
ed s
hipp
ers.
Transp
ort
ati
on
Managem
ent
Technolo
gy
Trends
Table of Contents
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
5
Tabl
e of
Con
tent
sExe
cuti
ve S
um
mary
.................................................................................................................................................................................i
i
Sec
tion
I: In
trod
uct
ion
..............................................................................................................................................................................
7
Sec
tion
II:
Dem
og
rap
hic
s .........................................................................................................................................................................9
Sec
tion
III
: Tr
an
sport
ati
on
Man
ag
emen
t Tr
end
s ...................................................................................................................................1
1
Sec
tion
IV
: Th
e R
ole
of
Vis
ibilit
y in
Glo
bal Tr
an
sport
ati
on
Man
ag
emen
t ............................................................................................
15
Sec
tion
V: Th
e R
ole
of
Su
pp
ly C
hain
Des
ign
in
Tra
nsp
ort
ati
on
Man
ag
emen
t .....................................................................................
21
Sec
tion
VI:
Tra
nsp
ort
ati
on
Man
ag
emen
t Te
chn
olo
gy
Tren
ds
...............................................................................................................2
4
Sec
tion
VII
: B
est
Pra
ctic
es ..
...................................................................................................................................................................2
7
Ap
pen
dix
A: A
bou
t O
ur
Sp
on
sors
..........................................................................................................................................................
28
> A
mbe
r R
oad
.....
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
...28
> G
T N
exus
.....
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
..28
Ap
pen
dix
B: A
bou
t O
ur
Part
ner
s ...........................................................................................................................................................2
9
> C
ounc
il of
Sup
ply
Cha
in M
anag
emen
t Pro
fess
iona
ls ..
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
...29
> N
atio
nal R
etai
l Fed
erat
ion .
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.....
29
> R
etai
l Ind
ustr
y Le
ader
s A
ssoc
iatio
n ...
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.....
29
Ap
pen
dix
C: A
bou
t Am
eric
an S
hipp
er R
esea
rch
...................................................................................................................................3
0
Section I: Introduction
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
6
Figu
res
Fig
ure
1:
Indu
stry
Seg
men
ts ...
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
9
Fig
ure
2:
Com
pany
Size
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
..10
Fig
ure
3:
Job
Title
s Su
rvey
ed ...
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
...10
Fig
ure
4:
Tran
spor
tatio
n M
anag
emen
t Res
pons
ibili
ty ..
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
...11
Fig
ure
5:
Tran
spor
tatio
n M
odes
Man
aged
by
TMS
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
....1
2
Fig
ure
6:
Tran
spor
tatio
n Sp
end .
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
..13
Fig
ure
7:
Tran
spor
tatio
n Pr
oduc
tivity
Tabl
e—M
anuf
actu
rers
vs.
Ret
aile
rs ..
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
...14
Fig
ure
8:
Addi
tiona
l Tra
nspo
rtatio
n Co
sts
Incu
rred
Due
to W
est C
oast
Por
t Con
gest
ion.
......
......
......
......
......
......
......
......
......
......
......
......
...15
Fig
ure
9:
Ship
pers
’ Defi
nitio
n of
Vis
ibili
ty 2
013-
2015
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
16
Fig
ure
10
: M
ost I
mpo
rtant
Ben
efit o
f Vis
ibili
ty ...
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
..17
Fig
ure
11
: Ha
rdes
t Mod
e to
Atta
in V
isib
ility
—M
anua
l vs.
Sys
tem
s-ba
sed
Ship
pers
.....
......
......
......
......
......
......
......
......
......
......
......
......
...17
Fig
ure
12
: Do
es V
isib
ility
Pro
vide
Qua
ntifi
able
ROI
? ..
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.....
18
Fig
ure
13
: W
hat S
yste
ms
Prov
ide
Visi
bilit
y In
put ..
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.....
19
Fig
ure
14
: Vi
sibi
lity—
Days
Prio
r to
Ship
men
t ....
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.20
Fig
ure
15
: Su
pply
Cha
in D
esig
n is
Crit
ical
to Tr
ansp
orta
tion
Man
agem
ent .
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
...21
Fig
ure
16
: Cu
rrent
Sup
ply
Chai
n De
sign
Tool
.....
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.22
Fig
ure
17
: Ca
rrier
Dat
a Qu
ality
By
Mod
e ....
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
...23
Fig
ure
18
: Gl
obal
Tran
spor
tatio
n M
anag
emen
t Pla
tform
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
..24
Fig
ure
19
: Bi
gges
t Ben
efits
of G
loba
l TM
S ...
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.25
Fig
ure
20
: Bi
gges
t Cha
lleng
es o
f Glo
bal T
MS .
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.....
25
Fig
ure
21
: TM
S En
able
s Ea
sy M
ode
and
Rout
e Op
timiza
tion .
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
......
26
Section I: Introduction
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
7
Sec
tion
I: In
trod
uctio
n
Wel
com
e to
Am
eric
an S
hipp
er’s
sev
enth
ann
ual b
ench
mar
k st
udy
of g
loba
l
tran
spor
tatio
n m
anag
emen
t, pr
oduc
ed in
con
junc
tion
with
the
Nat
iona
l Ret
ail
Fede
ratio
n (N
RF)
, Ret
ail I
ndus
try
Lead
ers
Ass
ocia
tion
(RIL
A) a
nd th
e C
ounc
il of
Sup
ply
Cha
in M
anag
emen
t Pro
fess
iona
ls (C
SC
MP
). Th
is re
port
ann
ually
exa
min
es
the
tren
ds th
at im
pact
how
shi
pper
s an
d lo
gist
ics
serv
ice
prov
ider
s m
anag
e th
eir
inte
rnat
iona
l fre
ight
tran
spor
tatio
n pr
oces
ses,
and
the
tech
nolo
gy th
at h
elps
supp
ort t
hose
pro
cess
es.
Tran
spor
tatio
n m
anag
emen
t ha
s st
arte
d t
o m
ove
bey
ond
a n
uts-
and
-bol
ts
func
tion
for m
any
ship
pers
and
LS
Ps—
it is
the
hub
arou
nd w
hich
thes
e co
mpa
nies
orie
nt o
ther
key
sup
ply
chai
n pr
oces
ses.
Aga
inst
that
bac
kdro
p, th
is y
ear’
s st
udy
keen
ly e
xam
ines
the
elem
ents
of t
rans
port
atio
n m
anag
emen
t com
pani
es a
re
laye
ring
arou
nd s
impl
e pl
anni
ng a
nd e
xecu
tion.
Kee
p in
min
d, th
e va
st p
ropo
rtio
n of
res
pond
ents
to A
mer
ican
Shi
pper
res
earc
h
initi
ativ
es m
anag
e gl
obal
, oft
en h
ighl
y co
mpl
ex s
uppl
y ch
ains
. Run
ning
dai
ly la
ne
optim
izat
ions
and
bui
ldin
g lo
ad p
lans
are
nic
e, b
ut m
ostly
exp
ecte
d fu
nctio
ns o
f
a tr
ansp
orta
tion
man
agem
ent s
yste
m. G
loba
l shi
pper
s ne
ed v
isib
ility
and
net
wor
k
desi
gn p
latf
orm
s th
at w
ork
on a
con
tinuo
us b
asis
, allo
win
g th
em to
pla
n fu
rthe
r
upst
ream
and
rea
ct to
dis
rupt
ions
ups
trea
m o
r do
wns
trea
m.
The
stud
y in
clud
es th
e re
spon
ses
of 1
91 q
ualifi
ed g
loba
l log
istic
s pr
actit
ione
rs
who
par
ticip
ated
in th
e su
rvey
from
mid
-Mar
ch th
roug
h la
te A
pril.
It’s
impo
rtan
t
to r
ecog
nize
that
glo
bal t
rans
port
atio
n m
anag
emen
t is
a br
oad
term
that
cov
ers
the
full
cycl
e of
tran
spor
tatio
n ac
tivity
, inc
ludi
ng p
rocu
rem
ent,
plan
ning
, ord
er
man
agem
ent,
tend
erin
g, e
vent
man
agem
ent,
and
finan
cial
set
tlem
ent.
For
the
purp
oses
of t
his
stud
y, th
e fo
cus
is p
lace
d sp
ecifi
cally
on
the
stag
es in
volv
ing
plan
ning
thro
ugh
even
t man
agem
ent a
nd th
e vi
sibi
lity
into
eac
h le
g of
thos
e
proc
esse
s. P
rocu
rem
ent a
nd s
ettle
men
t are
pur
pose
ly s
et a
side
to fo
cus
on th
e
“blo
ckin
g an
d ta
cklin
g” o
f glo
bal l
ogis
tics
man
agem
ent.
Glo
bal s
hipp
ers
need
vis
ibili
ty a
nd n
etw
ork
de
sign
pla
tfor
ms
that
wor
k on
a c
ontin
uous
ba
sis,
allo
win
g th
em to
pla
n fu
rthe
r up
stre
am a
nd
reac
t to
disr
uptio
ns u
pstr
eam
or
dow
nstr
eam
.
Section I: Introduction
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
8
Rea
ders
of t
his
repo
rt s
houl
d al
so u
nder
stan
d th
at th
is b
ench
mar
king
initi
ativ
e
stric
tly p
erta
ins
to g
loba
l and
cro
ss-b
orde
r tr
ansp
orta
tion
man
agem
ent.
Qua
lified
resp
onde
nts
repr
esen
t a v
arie
ty o
f ind
ustr
y se
gmen
ts, i
nclu
ding
ret
ail,
man
ufac
-
turin
g, m
ater
ials
, and
third
-par
ty lo
gist
ics.
Res
pons
es fr
om c
arrie
rs, c
onsu
ltant
s,
tech
nolo
gy v
endo
rs, a
nd o
ther
unq
ualifi
ed r
espo
nden
ts a
re n
ot in
clud
ed in
the
aggr
egat
e da
ta p
rese
nted
of t
his
repo
rt.
Dis
trib
utio
n ch
anne
ls f
or
the
20-q
uest
ion
ben
chm
arki
ng s
urve
y in
clud
ed
Am
eric
an S
hipp
er’s
web
site
, e-m
ail l
ists
, and
new
slet
ters
. In
addi
tion,
NR
F, R
ILA
and
CS
CM
P m
embe
rs w
ere
invi
ted
to p
artic
ipat
e vi
a e-
mai
l pro
mot
ions
dire
ctly
from
thos
e as
soci
atio
ns. A
s a
polic
y, A
mer
ican
Shi
pper
doe
s no
t sha
re a
ny
indi
vidu
al s
urve
y re
spon
ses.
All
data
is d
ispl
ayed
in a
ggre
gate
onl
y.
This
rep
ort
mak
es fr
eque
nt c
omp
aris
ons
bet
wee
n sy
stem
s-b
ased
shi
pp
ers
and
man
ual s
hip
per
s. F
or t
he p
urp
oses
of r
ead
ing
this
rep
ort,
sys
tem
s-b
ased
ship
per
s ar
e th
ose
who
se t
rans
por
tatio
n m
anag
emen
t p
roce
sses
are
han
dle
d
pre
dom
inan
tly (b
ut n
ot n
eces
saril
y w
holly
) via
a T
MS
, whi
le m
anua
l shi
pp
ers
are
thos
e w
ho p
red
omin
antly
use
sp
read
shee
ts t
o m
anag
e th
e ex
ecut
ion
of
thei
r sh
ipm
ents
. It’
s im
por
tant
to
und
erst
and
tha
t sy
stem
s-b
ased
shi
pp
ers
are
not
com
ple
tely
aut
omat
ed, a
nd m
anua
l shi
pp
ers
use
bas
ic t
echn
olog
ies
in
thei
r b
usin
esse
s.
Qualif
ied
resp
ond
ents
rep
resent a v
ariety
of
ind
ustr
y s
egm
ents
,
inclu
din
g r
eta
il, m
anu -
factu
ring, m
ate
rials
, and
third
-part
y lo
gis
tics.
Section II: Demographics
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
9
Sec
tion
II: D
emog
raph
ics
The
typi
cal r
espo
nden
t poo
l for
Am
eric
an S
hipp
er r
esea
rch
initi
ativ
es is
eve
nly
com
pose
d of
man
ufac
ture
rs, r
etai
lers
, and
3P
Ls, a
nd th
is y
ear
is n
o di
ffere
nt, w
ith
an a
lmos
t eve
n br
eaku
p be
twee
n th
ose
thre
e gr
oups
. The
re is
, how
ever
, lar
ger
repr
esen
tatio
n fr
om g
roup
s ou
tsid
e of
thos
e th
ree
grou
ps, w
ith n
early
20
perc
ent
of r
esp
ond
ents
iden
tifyi
ng t
hem
selv
es a
s sh
ipp
ers
in t
he g
over
nmen
t, r
aw
mat
eria
ls, a
nd c
omm
oditi
es s
ecto
rs.
191
tota
l res
pond
ents
30%
13%
3PL/
Forw
ard
er/N
VO
CC
/Int
erm
edia
ry
Ret
ail/W
hole
sale
Dis
cret
e m
anuf
actu
ring
Pro
cess
man
ufac
turin
g
Raw
mat
eria
ls/C
omm
oditi
es
Gov
ernm
ent/
Pub
lic S
ecto
r
Eng
inee
ring/
Con
stru
ctio
n/E
nerg
y
9%
15%
4%5%
24%
Fig
ure
1:
Ind
ustr
y S
eg
me
nts
Section II: Demographics
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
10
Alm
ost t
ypic
al fo
r an
Am
eric
an S
hipp
er b
ench
mar
k re
port
is th
e br
eaku
p by
com
pany
siz
e, w
ith n
early
40
perc
ent o
f com
pani
es p
artic
ipat
ing
havi
ng $
1 bi
llion
or m
ore
in r
even
ue. T
his
stud
y m
akes
com
paris
ons
betw
een
the
way
$1
billi
on-
plus
com
pani
es h
andl
e tr
ansp
orta
tion
man
agem
ent v
ersu
s th
e w
ay c
ompa
nies
with
rev
enue
of l
ess
than
$1
billi
on d
o. O
ur r
esea
rch
has
foun
d th
at th
is is
a k
ey
line
of d
emar
catio
n in
term
s of
shi
pper
and
LS
P b
ehav
ior
and
tech
nolo
gy u
sage
.
Nea
rly h
alf o
f res
pond
ents
sur
veye
d fo
r th
is r
epor
t are
in m
anag
eria
l rol
es, w
hile
a qu
arte
r ar
e in
the
exec
utiv
e- o
r C
-lev
el, a
nd a
noth
er n
early
20
perc
ent a
re a
t
the
dire
ctor
leve
l. Th
is le
vel o
f upp
er m
anag
emen
t par
ticip
atio
n is
in li
ne w
ith
mos
t Am
eric
an S
hipp
er r
esea
rch
initi
ativ
es.
189
tota
l res
pond
ents
13%
10%
C-L
evel
(CE
O,C
IO,C
FO, e
tc)
Exe
cutiv
e (S
VP,
VP,
GM
, etc
.)
Dire
ctor
Man
ager
Sta
ff
12%
48%
18%
Fig
ure
3:
Jo
b T
itle
s S
urv
eye
d
189
tota
l res
pond
ents
38%
Gre
ater
tha
n $1
bill
ion
$100
mill
ion
to $
1 b
illio
n
Less
tha
n $1
00 m
illio
n
31%
31%
Fig
ure
2:
Co
mp
an
y S
ize
Section III: Transportation Management Trends
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
11
Sec
tion
III
: Tr
ansp
orta
tion
M
anag
emen
t Tre
nds
Aro
und
tw
o-th
irds
of r
esp
ond
ents
for
this
rep
ort
have
res
pon
sib
ility
for
dom
estic
and
inte
rnat
iona
l tra
nsp
orta
tion.
Tha
t spe
aks
to th
e co
mpl
exity
that
man
y di
rect
ors
and
VP
s of
tran
spor
tatio
n fa
ce in
thei
r ro
les,
ove
rsee
ing
a ra
nge
of m
odes
and
geo
grap
hies
and
oft
en ju
gglin
g m
ultip
le s
yste
ms
to m
anag
e
thos
e m
odes
. Our
ane
cdot
al r
esea
rch
into
the
man
agem
ent
of g
lob
al a
nd
dom
estic
tra
nsp
orta
tion
ind
icat
es t
hat
even
whe
n co
mp
anie
s ta
ke a
n in
te-
grat
ed a
pp
roac
h to
end
-to-
end
frei
ght
tran
spor
tatio
n, t
he t
wo
pro
cess
es a
re
ofte
n ke
pt
apar
t an
d h
and
led
by
sep
arat
e te
ams,
usi
ng d
iffer
ent
syst
ems
that
rare
ly in
tera
ct in
a w
ay d
esig
ned
to
func
tiona
lly im
pro
ve t
he w
hole
.
0%10%
20%
30%
40%
50%
60%
70%
80%
I am
res
pon
sib
lefo
r d
omes
ticm
anag
emen
t on
ly
I am
res
pon
sib
lefo
r in
tern
atio
nal
man
agem
ent
only
I am
res
pon
sib
le fo
rin
tern
atio
nal a
ndd
omes
tic m
anag
emen
t
62%
69%
8%
36%
Larg
e S
hip
per
s
Sm
all/M
ediu
m S
hip
per
s
22%
2%
Fig
ure
4:
Tra
nsp
ort
ati
on
Ma
na
ge
me
nt
Re
sp
on
sib
ilit
y
191
tota
l res
pond
ents
0%10%
20%
30%
40%
50%
60%
70%
80%
I am
res
pon
sib
lefo
r d
omes
ticm
anag
emen
t on
ly
I am
res
pon
sib
lefo
r in
tern
atio
nal
man
agem
ent
only
I am
res
pon
sib
le fo
rin
tern
atio
nal a
ndd
omes
tic m
anag
emen
t
54%
72%
68%
7%9%
26%
37%
Man
ufac
ture
rs
Ret
aile
rs
3PLs
25%
2%
Section III: Transportation Management Trends
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
12
This
is p
artly
due
to
the
inna
te d
iffer
ence
s in
the
way
glo
bal
and
dom
estic
mod
es a
re p
rocu
red
and
man
aged
. Som
e en
terp
risin
g co
mp
anie
s ha
ve k
ey
per
sonn
el s
witc
h ro
les
to g
et a
bet
ter
und
erst
and
ing
of t
he is
sues
face
d b
y th
e
othe
r. F
ig. 4
, how
ever
, ind
icat
es t
hat
com
pan
ies
do
have
a p
erso
n or
tea
m
resp
onsi
ble
for
over
all t
rans
por
tatio
n m
anag
emen
t m
ore
ofte
n th
an w
e ex
per
i-
ence
in o
ur d
iscu
ssio
ns w
ith s
hip
per
s. T
he d
ivid
e is
see
n m
ost
keen
ly b
etw
een
reta
ilers
and
man
ufac
ture
rs/3
PLs
, with
bar
ely
half
of r
etai
lers
man
agin
g b
oth
sets
of m
odes
.
Ab
out
half
of t
he r
esp
ond
ents
to
this
sur
vey
ind
icat
e th
ey u
se a
tra
nsp
orta
tion
man
agem
ent
syst
em, a
nd o
f tho
se, F
ig. 5
sho
ws
whi
ch m
odes
the
y m
anag
e.
A m
ajor
ity o
f TM
S u
sers
em
plo
y th
e sy
stem
to
man
age
at le
ast
five
mod
es,
and
give
n th
e in
tern
atio
nal f
ocus
of m
ost c
ompa
nies
sur
veye
d, it
’s li
ttle
sur
pris
e to
see
ocea
n, a
irfre
ight
and
LC
L am
ong
thos
e m
ost w
idel
y m
anag
ed b
y a
syst
em.
As
we’
ve r
epor
ted
in t
he p
ast,
TM
S h
ad la
rgel
y b
een
seen
as
a d
omes
tic t
ool
that
has
bee
n sh
oeho
rned
into
inte
rnat
iona
l env
ironm
ents
but
tha
t p
erce
ptio
n
has
stea
dily
cha
nged
sin
ce w
e b
egan
ben
chm
arki
ng s
hip
per
s si
x ye
ars
ago.
Shi
pp
ers
and
LS
Ps
see
a TM
S a
s a
tool
tha
t sh
ould
be
used
to
pla
n gl
obal
tran
spor
tatio
n m
oves
and
exe
cute
tho
se p
lans
.
0%10
%20
%30
%40
%50
%60
%70
%80
%
Oth
er (p
leas
e sp
ecify
)
Oce
an T
rans
por
t (o
ther
, non
-con
tain
eriz
ed)
Par
cel/S
mal
l Pac
kage
Rai
l/Int
erm
odal
LCL
Oce
an
Airf
reig
ht
Truc
kloa
d
Less
tha
n Tr
uckl
oad
(LTL
)
FCL
Oce
an
56%
46%
56%
57
%
75%
43%
62%
39%
11%
Fig
ure
5:
Tra
nsp
ort
ati
on
Mo
de
s M
an
ag
ed
by T
MS
91 to
tal r
espo
nden
ts
Section III: Transportation Management Trends
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
13
Litt
le s
urp
rise
in F
ig. 6
: lar
ge s
hip
per
s m
anag
e a
lot
of fr
eigh
t sp
end
. Mor
e
surp
risin
g: th
at s
o m
any
smal
l shi
pper
s sp
end
less
than
$10
mill
ion
on fr
eigh
t. It
spea
ks to
the
dive
rsity
of o
pera
tions
that
LS
Ps
and
carr
iers
acr
oss
all m
odes
mus
t
cate
r to
. In
the
TMS
wor
ld, i
t als
o m
eans
tech
nolo
gy p
rovi
ders
—be
it 3
PLs
or
outr
ight
sof
twar
e ve
ndor
s—ha
ve t
o d
ecid
e w
hich
mar
ket
thei
r p
rod
ucts
are
bes
t su
ited
to,
or
whe
ther
the
y ca
n re
alis
tical
ly t
arge
t sh
ipp
ers
of m
ultip
le s
izes
and
com
ple
xitie
s. A
shi
pp
er w
ith m
ore
than
$10
0 m
illio
n in
frei
ght s
pend
doe
sn’t
just
hav
e 10
tim
es th
e sp
end
of o
ne w
ith $
10 m
illio
n. It
s ne
twor
k is
like
ly e
xpo-
nent
ially
mor
e co
mp
lex,
its
tran
spor
tatio
n d
epar
tmen
t lik
ely
muc
h la
rger
and
pot
entia
lly m
ore
silo
ed. S
mar
t ve
ndor
s an
d L
SP
s kn
ow t
he m
arke
ts w
here
the
ir
offe
rings
are
mos
t re
leva
nt, a
nd d
on’t
ove
rrea
ch in
mar
kets
whe
re t
here
’s li
kely
to b
e lit
tle a
ccep
tanc
e of
the
ir p
rod
ucts
.
For
inst
ance
, sof
twar
e-as
-a-s
ervi
ce v
end
ors
are
muc
h m
ore
likel
y to
tar
get
smal
l to
mid
dle
-mar
ket
ship
per
s an
d L
SP
s w
ith a
TM
S s
ince
the
up
fron
t co
sts
are
low
er, t
he im
ple
men
tatio
n te
nds
to b
e q
uick
er, a
nd r
obus
tnes
s of
the
syst
em is
not
as
imp
orta
nt a
s th
e ab
ility
to
qui
ckly
cre
ate
a ne
twor
k ef
fect
amon
g its
sup
ply
cha
in p
artn
ers.
Larg
er s
hip
per
s ar
e m
ore
likel
y to
eye
a s
yste
m t
hat
can
crun
ch h
uge
amou
nts
of d
ata,
run
nea
rly c
ontin
uous
wha
t-if
scen
ario
s, a
nd c
reat
e st
ocha
stic
mod
els
for
thei
r tr
ansp
orta
tion
netw
orks
. The
ir ne
eds
are
so c
ompl
ex th
at th
e po
tent
ially
long
er a
nd c
ostli
er im
ple
men
tatio
n is
mor
e th
an o
ffse
t b
y th
e p
ower
of t
he
optim
izat
ion
engi
nes.
49%
5%
46%
Mor
e th
an $
100
mill
ion
per
yea
r
Bet
wee
n $1
0 an
d
$100
mill
ion
per
yea
r
Less
tha
n $1
0 m
illio
n p
er y
ear
42%
58%
Fig
ure
6:
Tra
nsp
ort
ati
on
Sp
en
d
134
tota
l res
pond
ents
La
rge S
hip
pers
Sm
all/M
ed
ium
Sh
ipp
ers
Section III: Transportation Management Trends
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
14
Man
ufac
ture
rs h
and
le m
ore
inte
rnat
iona
l pur
chas
e or
der
s th
an t
heir
reta
iler
peer
s, b
ut a
lso
use
twic
e th
e nu
mb
er o
f peo
ple
to m
anag
e th
ose
orde
rs. I
ndee
d,
Fig.
7 s
ugge
sts
that
des
pite
the
imp
orta
nce
reta
ilers
pla
ce o
n tr
ansp
orta
tion,
thei
r te
ams
are
run
with
lean
er s
taff
s th
an a
t m
anuf
actu
rers
. Thi
s is
like
ly d
ue
to a
hig
her
relia
nce
on L
SP
s b
y re
taile
rs—
whi
le a
lmos
t ev
ery
ship
per
usi
ng a
logi
stic
s co
mp
anie
s fo
r so
me
face
t of
the
ir su
pp
ly c
hain
, ret
aile
rs in
par
ticul
ar
lean
on
3PL
and
forw
ard
ers
to m
anag
e cr
itica
l asp
ects
of t
heir
glob
al o
per
a-
tions
, esp
ecia
lly s
ecur
ing
cap
acity
and
exe
cutiv
e d
omes
tic m
oves
ove
rsea
s,
as w
ell a
s p
rovi
din
g vi
sib
ility
in fa
r flu
ng lo
cale
s.
133
tota
l res
pond
ents
0
1,00
0
2,00
0
3,00
0
4,00
0
5,00
0
6,00
0
7,00
0
8,00
0
9,00
0
10,0
00
Ret
aile
rsM
anuf
actu
rers
8,58
6
6,13
9
0510152025
20.2
Man
ufac
ture
rs
9.1
Ret
aile
rs
Fig
ure
7:
Tra
nsp
ort
ati
on
Pro
du
cti
vit
y T
ab
le—
Ma
nu
fac
ture
rs v
s.
Re
tail
ers
Inte
rna
tio
na
l P
urc
ha
se O
rders
Ma
na
ged
Per
Yea
rH
ea
dco
un
t A
ssig
ned
to
Ma
na
gin
g I
nte
rna
tio
na
l S
hip
men
ts
This
yea
r, r
esp
ond
ents
wer
e as
ked
to
estim
ate
the
extr
a co
sts
incu
rred
to
over
com
e ob
stac
les
rela
ted
to
por
t co
nges
tion
at W
est
Coa
st p
orts
in t
he
seco
nd h
alf o
f 201
4 an
d e
arly
201
5. W
hile
nea
rly 9
0 p
erce
nt s
aid
the
y w
ere
imp
acte
d c
ost-
wis
e b
y th
e co
nges
tion,
aro
und
a t
hird
sai
d t
he im
pac
t w
as le
ss
than
5 p
erce
nt o
ver
thei
r ex
pec
ted
tra
nsp
orta
tion
spen
d. H
owev
er, n
early
a
third
of r
esp
ond
ents
sai
d t
he c
onge
stio
n ca
used
cos
t im
pac
ts o
f 10
per
cent
or
mor
e. T
his
jives
with
rec
ent
rese
arch
con
duc
ted
by
Am
eric
an S
hip
per
in M
arch
whi
ch fo
und
tha
t m
ore
than
95
per
cent
of s
hip
per
s w
ere
affe
cted
by
the
cong
estio
n, w
ith m
ore
than
hal
f sev
erel
y af
fect
ed.
Section IV: The Role of Visibility in Global Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
15
Sec
tion
IV
: The
Rol
e of
Vis
ibili
ty in
Glo
bal
Tran
spor
tatio
n M
anag
emen
t
Tran
spor
tatio
n vi
sibi
lity
has
mov
ed fr
om a
nic
e-to
-hav
e fe
atur
e to
nee
d-to
-hav
e
elem
ent f
or m
ost s
hipp
ers
and
LSP
s. It
’s r
are
for
Am
eric
an S
hipp
er to
talk
to a
ship
per
that
doe
sn’t
have
or
wan
t som
e fo
rm o
f vis
ibili
ty. G
ener
ally
, tha
t boi
ls
dow
n to
kno
wle
dge
abou
t cer
tain
key
mile
ston
es fo
r in
-tra
nsit
carg
o.
The
divi
ding
poi
nt o
n vi
sibi
lity
is w
hat c
omes
nex
t. La
st y
ear,
the
them
e of
this
repo
rt c
ente
red
on th
e id
ea th
at s
hipp
ers
and
LSP
s ou
ght t
o be
str
ivin
g fo
r m
ore
usef
ul v
isib
ility
—no
t “w
here
’s m
y st
uff,”
but
“w
hat d
o I d
o if
ther
e’s
a pr
oble
m
with
my
stuf
f.”
141
tota
l res
pond
ents
0%5%10%
15%
20%
25%
30%
35%
40%
We
did
n't
incu
r an
yex
tra
cost
Mor
e th
an25
per
cent
20-2
5p
erce
nt16
-20
per
cent
11-1
5p
erce
nt5-
10p
erce
ntLe
ss t
han
5 p
erce
nt
25%
33%
14%
9%12
%
4%4%
Fig
ure
8:
Ad
dit
ion
al
Tra
nsp
ort
ati
on
Co
sts
In
cu
rre
d D
ue
to
We
st
Co
ast
Po
rt C
on
ge
sti
on
Fig.
8 s
how
s th
at r
espo
nden
ts h
ave
gene
rally
take
n a
mor
e so
phis
ticat
ed v
iew
of v
isib
ility
the
past
two
year
s. T
hat m
eans
they
see
vis
ibili
ty a
s m
ore
than
trac
k
and
tra
ce, a
nd e
ven
mor
e th
an e
xcep
tion-
bas
ed m
anag
emen
t. A
nced
otal
ly,
we
are
hear
ing
mor
e th
an e
ver
that
shi
pper
s w
ant a
con
trol
tow
er (t
he e
volu
tion
of th
e 4P
L co
ncep
t) to
ove
rsee
thei
r gl
obal
tran
spor
tatio
n ne
twor
k. A
nd im
por-
tant
ly, v
isib
ility
for
mor
e th
an h
alf
of s
hip
per
s en
com
pas
ses
mor
e th
an ju
st
tran
spor
tatio
n—it
stre
tche
s fr
om t
he m
omen
t a
pur
chas
e or
der
is c
ut t
o
dis
trib
utio
n or
eve
n st
ore
del
iver
y.
Section IV: The Role of Visibility in Global Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
16
Shi
pper
s ha
ve m
any
mot
ivat
ions
for
seek
ing
visi
bilit
y, b
ut th
e on
e th
at tr
umps
them
all
is th
e ab
ility
to r
espo
nd to
dis
rupt
ions
in th
eir
supp
ly c
hain
. Thi
s is
whe
re
ship
pers
hav
e ev
olve
d fr
om th
e “w
here
’s m
y st
uff”
men
talit
y. T
hat o
ld-f
ashi
oned
view
allo
wed
shi
pp
ers
to k
now
whe
n sh
ipm
ents
wer
e hu
ng u
p, b
ut it
did
n’t
pro
vid
e th
em w
ith m
uch
abili
ty t
o re
dire
ct t
he fl
ow o
f the
ir ca
rgo.
It le
ft t
hem
mor
e kn
owle
dge
able
, but
no
mor
e ag
ile.
Usi
ng v
isib
ility
to r
eact
to d
isru
ptio
ns in
volv
es in
tegr
atin
g vi
sibi
lity
with
pla
nnin
g
and
exe
cutio
n, s
o th
at p
ort
cong
estio
n in
Sou
ther
n C
alifo
rnia
aff
ectin
g a
ship
men
t cat
alyz
es a
pro
cess
whe
re a
noth
er m
ode
or g
eogr
aphy
is s
ough
t,
optim
ized
, and
exe
cute
d.
Fig.
10
also
sho
ws
that
the
valu
e of
vis
ibili
ty is
impo
rtan
t eve
n w
hen
ther
e is
no
disr
uptio
n or
cris
is. H
avin
g a
view
of s
hipm
ents
in tr
ansi
t allo
ws
a sh
ippe
r or
LS
P
to e
nsur
e th
eir
netw
ork
is r
unni
ng e
ffici
ently
and
pro
perly
aga
inst
tran
spor
tatio
n
plan
s. R
espo
nden
ts h
ave
over
whe
lmin
gly
indi
cate
d th
at v
isib
ility
is n
ot p
rimar
ily
abou
t red
uced
cos
ts o
f low
erin
g in
vent
ory.
That
last
pie
ce is
som
ewha
t sur
pris
ing,
sin
ce th
e ra
tiona
le b
ehin
d m
akin
g a
netw
ork
mor
e ef
fect
ive
is o
ften
to r
educ
e in
vent
ory
carr
ying
cos
ts. P
erha
ps th
e
resu
lts in
this
figu
re s
peak
to th
e na
ture
of t
he r
espo
nsib
ility
of r
espo
nden
ts—
thos
e ta
sked
with
tran
spor
tatio
n se
e vi
sibi
lity
as a
tran
spor
tatio
n-re
late
d fu
nctio
n,
not a
n in
vent
ory-
redu
ctio
n fu
nctio
n.
0%10%
20%
30%
40%
50%
60%
All
of t
he a
bov
e al
ong
with
bus
ines
s in
telli
genc
ean
d a
naly
tics
tool
s
True
end
-to-
end
view
of m
ysu
pp
ly c
hain
Sim
ple
tra
ckan
d t
race
Acc
ess
to b
asic
ship
men
t d
etai
ls
17%
16%
22%
32%
25%
27%
18%
2015
2014
2013
48%
24%
24%
40%
4%
Fig
ure
9:
Sh
ipp
ers
’ D
efi
nit
ion
of
Vis
ibil
ity 2
01
3-2
01
5
121
tota
l res
pond
ents
Section IV: The Role of Visibility in Global Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
17
A k
ey q
uest
ion
to c
onsi
der
whe
n un
ders
tand
ing
the
valu
e of
vis
ibili
ty is
kno
win
g
whe
re th
e bl
ind
spot
s ar
e. O
r to
put
it a
noth
er w
ay, v
isib
ility
is n
ot c
onsi
sten
t
acro
ss a
ll m
odes
. Fig
. 11
show
s th
at s
hipp
ers
usin
g a
syst
em to
han
dle
tran
spor
-
tatio
n m
anag
emen
t cite
oce
an a
nd d
raya
ge a
s th
e ha
rdes
t mod
es in
whi
ch to
capt
ure
visi
bilit
y. M
eanw
hile
, man
ual s
hipp
ers
pred
omin
antly
see
LC
L as
the
hard
est m
ode,
like
ly b
ecau
se m
anua
l shi
pper
s ar
e sm
alle
r, m
ore
relia
nt o
n LC
L,
and
less
like
ly to
hav
e a
visi
bilit
y pl
atfo
rm.
0%5%10%
15%
20%
25%
30%
35%
40%
Red
uced
inve
ntor
yca
rryi
ng c
osts
Red
uced
tran
spor
tatio
nco
sts
Rel
iab
ility
of
carg
o flo
wN
etw
ork
effic
ienc
yA
bili
ty t
o re
spon
dto
dis
rup
tions
33%
35%
20%
3%
10%
Fig
ure
10
: M
ost
Imp
ort
an
t B
en
efi
t o
f V
isib
ilit
y
116
tota
l res
pond
ents
0%10
%20
%30
%40
%50
%60
%70
%
Rai
l
Par
cel
Truc
kloa
d
Air
Less
tha
n tr
uckl
oad
(LTL
)
Full
cont
aine
rload
(FC
L)
Dra
yage
Less
tha
n co
ntai
nerlo
ad (L
CL)
5% 7%
0% 3%
5% 8%
9%
5%
9% 18
%
64
%29
%
Man
ual S
hip
per
s
Sys
tem
s-b
ased
Shi
pp
ers
0% 10
%
9% 20
%
Fig
ure
11
: H
ard
est
Mo
de
to
Att
ain
Vis
ibil
ity—
Ma
nu
al
vs.
Syste
ms-b
ase
d S
hip
pe
rs
121
tota
l res
pond
ents
Section IV: The Role of Visibility in Global Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
18
Truc
k m
odes
wer
e, n
o su
rpris
e, h
ardl
y ci
ted,
sin
ce v
isib
ility
pla
tfor
ms
gene
rally
do a
goo
d jo
b of
cap
turin
g ke
y m
ilest
ones
on
dom
estic
mod
es.
Res
pond
ents
to th
is y
ear’
s su
rvey
wer
e le
ss e
nthu
sias
tic a
bout
the
RO
I the
y
rece
ive
from
vis
ibili
ty th
an in
last
yea
r’s
repo
rt. W
here
as 5
1 pe
rcen
t of s
yste
ms-
base
d sh
ippe
rs a
nd 2
4 pe
rcen
t of m
anua
l shi
pper
s sa
id th
ey c
an q
uant
ify th
e
RO
I the
y ge
t fro
m v
isib
ility
in 2
014,
onl
y 35
per
cent
and
18
perc
ent,
resp
ectiv
ely,
said
the
sam
e th
is y
ear.
Aro
und
a th
ird in
bot
h ca
tego
ries
are
unce
rtai
n ab
out t
he
RO
I the
y ge
t, m
argi
nally
hig
her
than
in 2
014.
Ret
aile
rs, m
eanw
hile
, are
fare
mor
e lik
ely
to u
nder
stan
d th
e R
OI o
f vis
ibili
ty th
an
man
ufac
ture
rs, a
nod
to th
e im
port
ance
of g
ettin
g re
liabl
e da
ta a
bout
inbo
und
ship
men
ts fr
om s
uppl
iers
and
oth
er th
ird p
artie
s.
0%5%10%
15%
20%
25%
30%
35%
40%
N/A
—W
e ha
veno
t m
ade
any
inve
stm
ents
in v
isib
ility
Str
ongl
yd
isag
ree
Dis
agre
eU
ncer
tain
Agr
eeS
tron
gly
agre
e
0%
7%
31%
18%
Man
ual S
hip
per
s
Sys
tem
s-b
ased
Shi
pp
ers
28%
32%
9%9%
5%5%
36%
19%
Fig
ure
12
: D
oe
s V
isib
ilit
y P
rovid
e Q
ua
nti
fia
ble
RO
I?
119
tota
l res
pond
ents
0%5%10%
15%
20%
25%
30%
35%
40%
N/A
—W
e ha
veno
t m
ade
any
inve
stm
ents
in v
isib
ility
Str
ongl
yd
isag
ree
Dis
agre
eU
ncer
tain
Agr
eeS
tron
gly
agre
e
3%
7%
18%
Man
ufac
ture
rs
Ret
aile
rs
38%
32%
32%
8%
4%3%
4%
37%
18%
Section IV: The Role of Visibility in Global Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
19
As
one
TMS
ven
dor
rece
ntly
put
it to
us,
com
pani
es c
an u
nder
stan
d th
e be
nefit
s
of v
isib
ility
if th
ey a
ttac
h m
etric
s to
it, b
ut it
is a
har
der
func
tion
to m
easu
re d
olla
r
valu
e th
an in
an
area
like
pro
cure
men
t. A
maj
or m
anuf
actu
rer
told
us
it pl
aces
a
grea
t em
phas
is o
n kn
owin
g w
hat t
he v
alue
of v
isib
ility
is b
ecau
se th
at ju
stifi
es
the
busi
ness
cas
e fo
r co
ntin
uing
to in
vest
in r
obus
t glo
bal v
isib
ility
. As
with
man
y
thin
gs, t
he v
alue
of t
he o
utpu
t of v
isib
ility
is la
rgel
y de
pend
ent o
n th
e ef
fort
and
inve
stm
ent p
ut in
upf
ront
.
Fig.
13
show
s cl
early
how
com
plex
it c
an b
e to
cob
ble
toge
ther
the
data
req
uire
d
to p
rovi
de tr
ue v
isib
ility
. Dat
a is
pul
led
from
mul
tiple
sys
tem
s (b
oth
inte
rnal
and
exte
rnal
), an
d th
is c
hart
doe
sn’t
even
get
at t
he d
ifficu
lties
inhe
rent
in in
tegr
ated
this
dat
a in
a s
ingl
e pl
atfo
rm. T
o be
sur
e, th
is is
a s
ellin
g po
int f
or v
isib
ility
ven
dors
(man
y of
who
offe
r a
TMS
). A
shi
pper
wan
ting
to ta
ckle
this
on
thei
r ow
n ty
pica
lly
need
s to
pul
l dat
a fr
om m
ultip
le T
MS
s, th
eir
ER
P, t
heir
carr
iers
and
3P
Ls. I
t’s a
maj
or ta
sk, a
nd o
ne th
at is
larg
ely
unne
cess
ary
sinc
e m
ost T
MS
pla
tform
s pr
ovid
e
this
func
tiona
lity
as a
n in
tegr
ated
offe
ring.
0%10
%20
%30
%40
%50
%60
%
Inte
rnat
iona
l Tra
nsp
orta
tion
Man
agem
ent
Sys
tem
(ITM
S)
War
ehou
se M
anag
emen
t S
yste
m (W
MS
)
Inve
ntor
y M
anag
emen
t S
yste
m
Oce
an B
ooki
ng P
orta
l
Dom
estic
Tra
nsp
orta
tion
Man
agem
ent
Sys
tem
(TM
S)
N/A
—W
e d
o no
t ha
ve a
sys
tem
tha
t p
rovi
des
vis
ibili
ty
3PL/
Man
aged
ser
vice
ER
P
Man
ufac
ture
rs
Ret
aile
rs
50
%
27%
30%
46
%
28
%
8%
28
%
23%
23%
35
%
20%
27
%
15%
35
%
15%
27
%
Fig
ure
13
: W
ha
t S
yste
ms P
rovid
e V
isib
ilit
y I
np
ut
118
tota
l re
spon
dent
s
Section IV: The Role of Visibility in Global Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
20
Sop
hist
icat
ed r
etai
lers
put
a p
rem
ium
on
havi
ng v
isib
ility
all
the
way
bac
k to
the
purc
hase
ord
er, h
ence
why
they
tend
to h
ave
grea
ter
visi
bilit
y pr
ior
to s
hipm
ent
than
man
ufac
ture
rs. A
nd li
ttle
sur
pris
e th
at s
yste
ms-
base
d sh
ippe
rs h
ave
a 50
perc
ent l
onge
r he
ad s
tart
than
man
ual s
hipp
ers.
131
tota
l res
pond
ents
02468101214161820
Sys
tem
-bas
edM
anua
lR
etai
lers
Man
ufac
ture
rs
18
13
9
14
Fig
ure
14
: V
isib
ilit
y—
Da
ys P
rio
r to
Sh
ipm
en
t
Section V: The Role of Supply Chain Design in Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
21
Sec
tion
V: Th
e Ro
le o
f Sup
ply
Chai
n De
sign
in
Tran
spor
tatio
n M
anag
emen
t
This
yea
r’s
repo
rt, f
or th
e fir
st ti
me,
sou
ght t
o ga
ther
per
spec
tive
on th
e us
e of
supp
ly c
hain
des
ign
tool
s on
tran
spor
tatio
n m
anag
emen
t. S
uppl
y ch
ain
desi
gn
as a
dis
cip
line
abov
e d
ay-t
o-d
ay p
lann
ing
and
exe
cutin
g ha
s b
een
gain
ing
mom
entu
m in
rec
ent y
ears
. The
mom
entu
m h
as b
een
driv
en b
y ce
rtai
n sh
ippe
rs’
desi
re to
per
form
virt
ually
con
tinuo
us n
etw
ork
desi
gn s
cena
rios
to d
rive
deci
sion
s
abou
t eve
ryth
ing
from
whe
re to
loca
te a
dis
trib
utio
n ce
nter
, whi
ch c
ount
ry to
sour
ce g
oods
, or
whi
ch m
ode
to u
se.
Thes
e to
ols
prov
ide
a hi
gher
leve
l of d
esig
n th
an r
oute
pla
nnin
g op
timiz
atio
ns,
and
cert
ainl
y to
uch
area
s fa
r be
yond
the
reac
h of
str
ict t
rans
port
atio
n m
anag
e-
men
t. B
ut m
any
desi
gn to
ols
are
boug
ht in
con
junc
tion
with
a T
MS
, or
are
boug
ht
with
tig
ht in
tegr
atio
n to
a T
MS
in m
ind
. Aft
er a
ll, b
uild
ing
an id
eal n
etw
ork
is
mer
ely
an a
cade
mic
exe
rcis
e if
that
des
ign
can’
t be
exec
uted
on.
Fig.
15
show
s th
at th
e gr
and
maj
ority
of r
espo
nden
ts s
ee s
uppl
y ch
ain
desi
gn a
s
an im
port
ant p
art o
f tra
nspo
rtat
ion
man
agem
ent.
This
cha
rt s
how
s al
l res
pond
ents
in a
ggre
grat
e, in
clud
ing
ship
pers
and
LS
Ps.
0%5%10%
15%
20%
25%
30%
35%
40%
45%
50%
Str
ongl
yd
isag
ree
Dis
agre
eN
eutr
alA
gree
Str
ongl
yag
ree
42%
42%
11%
3%3%
Fig
ure
15
: S
up
ply
Ch
ain
De
sig
n i
s C
riti
ca
l to
Tra
nsp
ort
ati
on
Ma
na
ge
me
nt
118
tota
l res
pond
ents
Section V: The Role of Supply Chain Design in Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
22
How
ever
, the
re’s
a c
lear
dic
hoto
my
betw
een
wha
t res
pond
ents
per
ceiv
e to
be
impo
rtan
t, an
d w
hat d
esig
n ca
pabi
lity
they
act
ually
hav
e. N
early
two-
third
s of
resp
ond
ents
don
’t h
ave
the
abili
ty t
o d
esig
n th
eir
sup
ply
cha
in o
utsi
de
the
day
-to-
day
pla
nnin
g an
d e
xecu
ting
of t
hat
sup
ply
cha
in. G
iven
the
too
ls o
ut
ther
e—no
t ju
st s
oftw
are
tool
s th
at le
t a
ship
per
or
LSP
con
duc
t th
is e
xerc
ise
them
selv
es, b
ut a
lso
cons
ulta
tive
firm
s th
at p
rovi
de
sup
ply
cha
in d
esig
n
serv
ices
—th
is s
eem
s to
be
a m
ajor
hol
e in
mod
ern
supp
ly c
hain
s. F
ewer
than
one
in fi
ve r
espo
nden
ts u
se a
third
par
ty s
ervi
ce o
r to
ol to
hel
p m
anag
e th
is
incr
easi
ngly
impo
rtan
t fun
ctio
n. J
uxta
pose
that
with
mor
e th
an fo
ur in
five
say
ing
supp
ly c
hain
des
ign
is im
port
ant.
Whi
le d
ata
qua
lity
is c
ritic
al t
o ne
arly
eve
ry a
spec
t of
tra
nsp
orta
tion
man
age-
men
t, it
is e
spec
ially
vita
l in
term
s of
net
wor
k d
esig
n (w
heth
er t
hat’
s co
nfine
d
stric
tly t
o tr
ansp
orta
tion
or a
tru
e en
d-t
o-en
d s
upp
ly c
hain
per
spec
tive)
.
Sim
ply
put
, a d
esig
n ex
erci
se is
onl
y b
enefi
cial
if t
he d
ata
und
erly
ing
it is
accu
rate
and
com
ple
te.
115
tota
l res
pond
ents
0%10%
20%
30%
40%
50%
60%
70%
We
do n
ot c
urre
ntly
use
a s
uppl
y
chai
n de
sign
tool
Use
a s
uppl
y ch
ain
desi
gn m
odul
e
with
in o
ur T
MS
3PL
hand
les
this
func
tion
Tool
from
a s
uppl
y
chai
n de
sign
softw
are
prov
ider
Inte
rnal
ly
deve
lope
d to
ol
8%
18%
6%5%
63%
Fig
ure
16
: C
urr
en
t S
up
ply
Ch
ain
De
sig
n T
oo
l
Section V: The Role of Supply Chain Design in Transportation Management
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
23
We’
ve a
sked
in p
ast y
ears
for
resp
onde
nts
to c
hara
cter
ize
the
qual
ity o
f dat
a
they
rec
eive
from
car
riers
in d
iffer
ent m
odes
. Thi
s ye
ar, w
e’ve
fram
ed th
is v
iew
in a
sup
ply
chai
n de
sign
con
text
. And
Fig
. 17
show
s th
at m
ost r
espo
nden
ts s
ee
thei
r ca
rrie
r da
ta a
s go
od o
r av
erag
e. A
irfre
ight
car
riers
rat
e th
e hi
ghes
t in
term
s
of d
ata
qual
ity, w
ith r
ail a
nd in
term
odal
pro
vide
rs a
mon
g th
e lo
wes
t.
A d
amni
ng in
dict
men
t of c
arrie
rs a
cros
s al
l mod
es is
the
pauc
ity o
f res
pond
ents
who
sai
d th
e da
ta th
ey r
ecei
ve fr
om c
arrie
rs is
ver
y go
od. E
ven
amon
g ai
rfre
ight
ship
pers
, few
er th
an o
ne in
six
cha
ract
eriz
ed th
eir
data
as
very
goo
d. A
s sh
ippe
rs
and
LSP
s ra
mp
up th
eir
use
of v
isib
ility
and
sup
ply
chai
n de
sign
tool
s, th
ese
num
bers
will
hav
e to
impr
ove.
Car
riers
will
hav
e to
thin
k ab
out d
ata
qual
ity a
s a
diffe
rent
iatin
g fe
atur
e of
ser
vice
.
45%
0%10%
20%
30%
40%
50%
60%
We
don
'tus
e ca
rrie
rsin
thi
s m
ode
Very
poo
rP
oor
Neu
tral
Goo
dVe
ry g
ood
2%2%
1%
48%
4%5%
15%
25%
Oce
an
Truc
king
Rai
l/Int
erm
odal
Air
29%
29%41
%
3%3%
3%3%
0%
16%
35%
28%
17%
17%
16%
13%
Fig
ure
17
: C
arr
ier
Da
ta Q
ua
lity
By M
od
e
117
tota
l r
espo
nden
ts
Section VI: Transportation Management Technology Trends
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
24
Sec
tion
VI: T
rans
porta
tion
Man
agem
ent
Tech
nolo
gy Tr
ends
An
enco
urag
ing
resu
lt fr
om t
his
year
’s s
urve
y is
tha
t fe
wer
tha
n on
e in
six
resp
ond
ents
use
a p
red
omin
antly
man
ual p
roce
ss fo
r tr
ansp
orta
tion
man
age-
men
t. W
ith a
ll th
e to
ols—
bot
h th
ird p
arty
and
hom
egro
wn—
in t
he m
arke
t, it
seem
s lik
e an
ant
iqua
ted
not
ion
for
a gl
obal
shi
pp
er t
o p
ersi
st w
ithou
t a
TMS
of a
ny k
ind
the
se d
ays.
That
sai
d, th
e hi
ghes
t per
cent
age
of r
espo
nden
ts (a
s in
pas
t yea
rs) i
ndic
ated
they
use
a h
ybrid
app
roac
h to
tran
spor
tatio
n m
anag
emen
t, an
d th
at li
kely
mea
ns
som
e m
odes
for
thes
e sh
ippe
rs a
re s
till b
eing
man
aged
in a
man
ual w
ay. A
nd
only
4 p
erce
nt o
f shi
pper
res
pond
ents
and
17
perc
ent o
f 3P
L re
spon
dent
s ar
e
usin
g a
syst
em fr
om a
TM
S v
endo
r. G
loba
l tra
nspo
rtat
ion
man
agem
ent i
s st
ill
larg
ely
driv
en b
y 3P
Ls, b
y in
tern
al s
yste
ms,
or
by s
prea
dshe
ets.
0%10
%20
%30
%40
%50
%
Rem
ote
via
on-d
eman
d s
yste
ms
or p
latf
orm
s p
rovi
ded
by
tech
nolo
gy v
end
or(s
)
Rem
ote
via
clou
d s
yste
ms
or
pla
tfor
ms
pro
vid
ed b
y te
chno
logy
ven
dor
(s)
Non
e of
the
se
Trad
ition
al li
cens
ed in
stal
led
sof
twar
e p
rovi
ded
by
tec
hnol
ogy
vend
or(s
)
In-h
ouse
dev
elop
ed a
nd m
aint
aine
d s
oftw
are
Man
ual,
we
hand
le a
ll g
lob
al t
rans
por
tatio
n w
ith p
hone
s/fa
xes/
emai
l
3PL(
s) r
epre
sent
s us
in fo
reig
n co
untr
ies
and
man
age
mos
t/al
l of t
he a
ctiv
ities
A m
ix o
r hy
brid
of a
ll of
the
se
Shi
pp
ers
3PLs
43
%
34%
24
%
11%
17
%
14%
10%
20
%
3% 11
%
2% 3%
1% 6%
1%
0%
Fig
ure
18
: G
lob
al
Tra
nsp
ort
ati
on
Ma
na
ge
me
nt
Pla
tfo
rm
138
tota
l re
spon
dent
s
Section VI: Transportation Management Technology Trends
Glo
ba
l T
ran
sp
ort
ati
on
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na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
25
0%10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Red
uctio
nin
hea
dco
unt
Bet
ter
tran
spor
tatio
nra
tes
Bet
ter
tran
spor
tatio
nse
rvic
e
Dat
a ac
cura
cyE
ffici
ency
82%
97%
62%
62%
Shi
pp
ers
3PLs
41%
37%
14%
29%
28%
44%
Fig
ure
19
: B
igg
est
Be
ne
fits
of
Glo
ba
l T
MS
97 to
tal r
espo
nden
ts
For
thos
e us
ing
a sy
stem
of s
ome
kind
, effi
cien
cy a
nd d
ata
qual
ity a
re th
e tw
o
bigg
est b
enefi
ts. B
ut m
ost s
hipp
ers
and
3PLs
see
a r
ange
of b
enefi
ts fr
om a
TMS
—th
e tr
uth
is n
o tw
o sh
ippe
rs p
rocu
re a
TM
S w
ith th
e sa
me
mot
ivat
ion
and
no tw
o w
ill s
ee th
e ex
act s
ame
bene
fits.
Not
ably
, how
ever
, is
the
rela
tivel
y lo
w
prio
rity
TMS
use
rs p
lace
on
serv
ice
and
cost
. Opt
imiz
ing
the
netw
ork
is r
eally
beco
min
g be
tter
inte
rnal
ly.
0%10%
20%
30%
40%
50%
60%
70%
80%
Trai
ning
requ
ired
to
max
imiz
e va
lue
of p
latfo
rm
Lack
of i
nteg
ratio
n be
twee
n gl
obal
tran
spor
tatio
n pl
atfo
rm a
nd s
yste
ms
from
ext
erna
l ser
vice
pro
vide
rs
Lack
of i
nteg
ratio
n be
twee
n
glo
bal t
rans
porta
tion
plat
form
and
oth
er in
tern
al s
yste
ms
Cos
t to
inve
st
in th
e pl
atfo
rm64%
57%
53%
50%
34%
50%
37%
Shi
pp
ers
3PLs
57%
Fig
ure
20
: B
igg
est
Ch
all
en
ge
s o
f G
lob
al
TM
S
96 to
tal r
espo
nden
ts
Section VI: Transportation Management Technology Trends
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
26
If yo
u’re
look
ing
for
an a
nsw
er a
s to
why
mor
e sh
ipp
ers
and
LS
Ps
don
’t h
ave
a TM
S, F
ig. 2
0 p
rovi
des
a c
lue.
The
re a
re c
once
rns
over
cos
t (b
oth
upfr
ont
impl
emen
tatio
n an
d lo
ng-t
erm
sub
scrip
tion
or m
aint
enan
ce c
osts
), in
tegr
atio
n to
inte
rnal
sys
tem
s an
d co
nnec
tivity
to o
utsi
de p
artn
ers.
Des
pite
big
pus
hes
from
TMS
ven
dors
to m
ake
pote
ntia
l use
rs fe
el th
ese
aspe
cts
are
easy
to o
verc
ome,
ther
e re
mai
ns a
fear
that
a T
MS
will
take
tim
e to
impl
emen
t, w
ill b
e co
mpl
ex to
run,
and
that
the
RO
I on
an in
vest
men
t will
be
depe
nden
t on
inte
grat
ions
with
syst
ems
and
part
ners
.
A c
ritic
al fe
atur
e of
glo
bal T
MS
s is
thei
r ab
ility
to e
nabl
e us
ers
to r
espo
nd to
unus
ual e
vent
s in
thei
r tr
ansp
orta
tion
netw
ork.
Tyi
ng th
is b
ack
to th
e su
pply
chai
n de
sign
and
vis
ibili
ty s
ectio
ns o
f thi
s re
port
, TM
S u
sers
wan
t to
be a
ble
to
resp
ond
to a
tran
spor
tatio
n di
srup
tion
or a
n un
expe
cted
upt
ick
in d
eman
d in
rea
l
time.
It’s
all
part
of b
eing
agi
le o
rgan
izat
ion.
Fig
. 21
show
s th
at 3
6 pe
rcen
t of
resp
onde
nts
say
thei
r TM
S a
llow
s th
em to
res
pond
to s
uppl
y ch
ain
disr
uptio
ns,
whi
le 4
4 pe
rcen
t can
use
thei
r TM
S to
res
pond
to c
hang
es in
dem
and
acro
ss
thei
r ro
utes
and
mod
es.
With
out t
his
capa
bilit
y, a
TM
S is
an
expe
rt p
lann
ing
tool
whe
n th
ings
are
run
ning
smoo
thly
, but
not
so
usef
ul w
hen
thin
gs g
o w
rong
, as
they
oft
en d
o in
rea
l wor
ld
supp
ly c
hain
s. H
avin
g a
TMS
that
allo
ws
you
to re
spon
d on
a g
loba
l bas
is, a
cros
s
all m
odes
, has
bec
ome
a ne
cess
ary
feat
ure
for t
he m
ost s
ophi
stic
ated
shi
pper
s.
0%10%
20%
30%
40%
50%
Str
ongl
y d
isag
ree
Dis
agre
eU
ncer
tain
Agr
eeS
tron
gly
agre
e
4%5%
39%
32%
Bas
ed o
n S
upp
ly
Cha
in D
isru
ptio
ns
Bas
ed o
n C
hang
es
in D
eman
d
39%
42%
13%
9%8%
7%
Fig
ure
21
: T
MS
En
ab
les E
asy M
od
e a
nd
Ro
ute
Op
tim
iza
tio
n
97 to
tal r
espo
nden
ts
Section VII: Best Practices
Glo
ba
l T
ran
sp
ort
ati
on
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na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
27
Ensure
that
your
TM
S
or
third
part
y t
ransp
or-
tation m
anagem
ent
serv
ices p
rovid
er
allo
ws y
ou t
o r
eact
to
dis
rup
tions o
r d
em
and
fluctu
ations a
cro
ss a
ll
mod
es a
nd
geogra
-
phie
s. O
ptim
izin
g for
the b
est
case s
cenario
is o
nly
usefu
l when t
he
best
case s
cenario
actu
ally
hap
pens.
Sec
tion
VII
: Be
st P
ract
ices
Eac
h A
mer
ican
Shi
pper
ben
chm
ark
rese
arch
initi
ativ
e se
eks
to n
ot o
nly
shed
ligh
t
on h
ow tr
ansp
orta
tion
proc
ess
and
tech
nolo
gy u
sage
cha
nges
yea
r-to
-yea
r, bu
t
also
to p
rovi
de w
hat w
e se
e as
bes
t pra
ctic
es, b
ased
on
quan
titat
ive
mea
sure
s
and
our d
ozen
s of
dis
cuss
ions
with
pra
ctiti
oner
s ac
ross
the
tran
spor
tatio
n an
d
logi
stic
s la
ndsc
ape.
This
yea
r, w
e ad
vise
tran
spor
tatio
n m
anag
ers
to:
1. A
ttai
n co
mpl
ete
visi
bilit
y ac
ross
all
your
mod
es a
nd tr
y to
app
ly m
etric
s so
that
you
und
erst
and
the
valu
e of
vis
ibili
ty to
you
r or
gani
zatio
n. A
ttac
hing
dolla
r figu
res
to v
isib
ility
ben
efits
not
onl
y he
lps
you
impr
ove
your
pro
cess
es,
it al
so h
elps
you
gar
ner
mor
e in
vest
men
t for
futu
re in
tiativ
es.
2. U
nder
stan
d th
e ke
y m
ilest
ones
in y
our
tran
spor
tatio
n ne
twor
k an
d fo
cus
your
vis
ibili
ty e
ffort
s on
thos
e m
ilest
ones
. The
y w
ill b
e th
e tr
igge
rs fo
r
reac
tive
exec
utio
n w
hen
disr
uptio
ns o
ccur
.
3. E
nsur
e th
at y
our
TMS
or
third
par
ty tr
ansp
orta
tion
man
agem
ent s
ervi
ces
prov
ider
allo
ws
you
to r
eact
to d
isru
ptio
ns o
r de
man
d flu
ctua
tions
acr
oss
all m
odes
and
geo
grap
hies
. Opt
imiz
ing
for
the
best
cas
e sc
enar
io is
onl
y
usef
ul w
hen
the
best
cas
e sc
enar
io a
ctua
lly h
appe
ns.
4. C
onsi
der
the
use
of a
net
wor
k de
sign
tool
that
sits
abo
ve y
our
day-
to-d
ay
tran
spor
tatio
n m
anag
emen
t p
roce
ss. T
he d
esig
n ex
erci
se c
an b
e as
sim
ple
as b
ette
r op
timiz
ing
your
tran
spor
tatio
n ne
twor
k, o
r it
can
be a
s
all-
enco
mpa
ssin
g as
hel
ping
you
loca
te th
e be
st p
lace
to s
ourc
e go
ods
and
loca
te d
istr
ibut
ion
cent
ers.
5. K
now
that
TM
S u
sers
tend
to s
ee c
ost r
educ
tions
and
car
rier
serv
ice
as lo
w
prio
ritie
s w
hen
it co
mes
to th
e be
nefit
s of
suc
h a
syst
em. I
f you
r m
otiv
atio
n
for
usin
g a
TMS
is t
o w
ring
out
cost
, you
may
be
mis
sing
out
on
the
thin
gs
a TM
S c
an a
lso
addr
ess.
Appendix A: About Our Sponsors
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l T
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Am
ber
Road
Am
ber
Roa
d’s
(NY
SE
: AM
BR
) mis
sion
is to
dra
mat
ical
ly c
hang
e th
e w
ay
com
pan
ies
cond
uct
glob
al t
rad
e. A
s a
lead
ing
pro
vid
er o
f clo
ud b
ased
glob
al tr
ade
man
agem
ent (
GTM
) sol
utio
ns, w
e au
tom
ate
impo
rt a
nd e
xpor
t
proc
esse
s to
ena
ble
good
s to
flow
acr
oss
inte
rnat
iona
l bor
ders
in th
e m
ost
effic
ient
, com
plia
nt a
nd p
rofit
able
way
. Our
sol
utio
n co
mbi
nes
ente
rpris
e-
clas
s so
ftw
are,
tra
de
cont
ent
sour
ced
from
gov
ernm
ent
agen
cies
and
tran
spor
tatio
n pr
ovid
ers
in 1
45 c
ount
ries,
and
a g
loba
l sup
ply
chai
n ne
twor
k
conn
ectin
g ou
r cu
stom
ers
with
thei
r tr
adin
g pa
rtne
rs, i
nclu
ding
sup
plie
rs,
frei
ght f
orw
arde
rs, c
usto
ms
brok
ers
and
tran
spor
tatio
n ca
rrie
rs. W
e de
liver
our
GTM
sol
utio
n us
ing
a S
oftw
are-
as-a
-Ser
vice
(Saa
S) m
odel
and
leve
rage
a hi
ghly
flex
ible
tec
hnol
ogy
fram
ewor
k to
qui
ckly
and
effi
cien
tly m
eet
our
cust
omer
s’ u
niqu
e re
quire
men
ts a
roun
d th
e w
orld
.
For
mor
e in
form
atio
n, p
leas
e vi
sit
ww
w.A
mb
erR
oad
.com
, em
ail S
olut
ions
@
Am
ber
Roa
d.c
om o
r ca
ll 20
1-93
5-85
88.
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exu
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GT
Nex
us o
per
ates
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est
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ased
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ines
s ne
twor
k an
d
exec
utio
n p
latf
orm
for
glob
al t
rad
e an
d s
upp
ly c
hain
man
agem
ent.
Mor
e
than
$10
0 b
illio
n in
tra
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roug
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T N
exus
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Ove
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clud
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erp
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ohl’s
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agon
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fizer
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euse
r.
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GT
Nex
us n
etw
ork
par
ticip
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erat
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ains
t a
core
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l-tim
e an
d
alw
ays
on s
et o
f inf
orm
atio
n ac
ross
mul
tiple
sup
ply
cha
in fu
nctio
ns, a
llow
ing
them
to
optim
ize
the
flow
of g
ood
s, fu
nds
and
tra
de
info
rmat
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from
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nt o
f ord
er t
hrou
gh fi
nal p
aym
ent.
Evo
luti
on
To
wa
rd B
usin
ess N
etw
ork
s
Trad
ition
al to
ols
built
for
the
ente
rpris
e ar
e in
suffi
cien
t for
toda
y’s
glob
al s
uppl
y
chai
n. G
T N
exus
ena
bles
com
plex
sup
ply
netw
orks
to o
pera
te a
s a
sing
le c
hain
inst
ead
of in
divi
dual
par
ties.
End
-to-
end
supp
ly c
hain
vis
ibili
ty —
acro
ss s
ourc
ing,
logi
stic
s an
d t
rad
e fin
ance
—ar
e d
eliv
ered
to
all p
artie
s in
the
net
wor
k.
Ap
pen
dix
A: A
bout
Our
Spo
nsor
s
Appendix B: About Our Partners
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
29
Ap
pen
dix
B: A
bout
Our
Par
tner
s
Council o
f Supply
Chain
Managem
ent
Pro
fess
ionals
Sin
ce 1
963,
the
Cou
ncil
of S
uppl
y C
hain
Man
agem
ent P
rofe
ssio
nals
(CS
CM
P)
has
bee
n th
e le
adin
g w
orld
wid
e p
rofe
ssio
nal a
sso
ciat
ion
ded
icat
ed t
o
educ
atio
n, re
sear
ch, a
nd th
e ad
vanc
emen
t of t
he s
uppl
y ch
ain
man
agem
ent
pro
fess
ion.
With
mor
e th
an 9
,000
mem
ber
s gl
obal
ly, r
epre
sent
ing
bus
ines
s,
gove
rnm
ent,
and
aca
dem
ia fr
om 6
2 co
untr
ies,
CS
CM
P m
emb
ers
are
the
lead
ing
pra
ctiti
oner
s an
d a
utho
ritie
s in
the
fiel
ds
of lo
gist
ics
and
sup
ply
chai
n m
anag
emen
t.
Nati
onal R
eta
il F
edera
tion
NR
F is
the
wor
ld’s
larg
est r
etai
l tra
de a
ssoc
iatio
n, r
epre
sent
ing
disc
ount
and
depa
rtm
ent s
tore
s, h
ome
good
s an
d sp
ecia
lty s
tore
s, M
ain
Str
eet m
erch
ants
,
groc
ers,
who
lesa
lers
, cha
in r
esta
uran
ts a
nd In
tern
et r
etai
lers
from
the
Uni
ted
Sta
tes
and
mor
e th
an 4
5 co
untr
ies.
Ret
ail i
s th
e na
tion’
s la
rges
t priv
ate
sect
or
empl
oyer
, sup
port
ing
one
in fo
ur U
.S. j
obs —
42 m
illio
n w
orki
ng A
mer
ican
s.
Con
trib
utin
g $2
.6 tr
illio
n to
ann
ual G
DP
, ret
ail i
s a
daily
bar
omet
er fo
r th
e
natio
n’s
econ
omy.
NR
F’s
This
is R
etai
l cam
paig
n hi
ghlig
hts
the
indu
stry
’s
oppo
rtun
ities
for
life-
long
car
eers
, how
ret
aile
rs s
tren
gthe
n co
mm
uniti
es, a
nd
the
criti
cal r
ole
that
ret
ail p
lays
in d
rivin
g in
nova
tion.
Our
mis
sion
is to
adv
ance
the
inte
rest
s of
the
reta
il in
dust
ry th
roug
h ad
voca
cy,
com
mun
icat
ions
and
edu
catio
n.
Reta
il Indust
ry L
eaders
Ass
ocia
tion
The
Ret
ail I
ndus
try
Lead
ers
Ass
ocia
tion
(RIL
A) i
s th
e tr
ade
asso
ciat
ion
of th
e
wor
ld’s
larg
est a
nd m
ost i
nnov
ativ
e re
tail
com
pani
es. R
ILA
mem
bers
incl
ude
mor
e th
an 2
00 r
etai
lers
, pro
duct
man
ufac
ture
rs, a
nd s
ervi
ce s
uppl
iers
, whi
ch
toge
ther
acc
ount
for
mor
e th
an $
1.5
trill
ion
in a
nnua
l sal
es a
nd m
illio
ns o
f
Am
eric
an jo
bs, a
nd o
pera
te m
ore
than
100
,000
sto
res,
man
ufac
turin
g fa
cilit
ies
and
dist
ribut
ion
cent
ers
dom
estic
ally
and
abr
oad.
Appendix C: About American Shipper Research
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
30
Ap
pen
dix
C: A
bout
Am
eric
an S
hipp
er R
esea
rch
Bac
kgro
und
Sin
ce o
ur fi
rst e
ditio
n in
May
197
4, A
mer
ican
Shi
pper
has
pro
vide
d U
.S.-
base
d lo
gist
ics
prac
titio
ners
with
accu
rate
, tim
ely
and
act
iona
ble
new
s an
d a
naly
sis.
The
com
pan
y is
wid
ely
reco
gniz
ed a
s th
e vo
ice
of th
e in
tern
atio
nal t
rans
port
atio
n co
mm
unity
.
In 2
008
Am
eric
an S
hipp
er la
unch
ed it
s fir
st fo
rmal
, ind
epen
dent
res
earc
h in
itiat
ive
focu
sed
on th
e st
ate
of
tran
spor
tatio
n m
anag
emen
t sys
tem
s in
the
logi
stic
s se
rvic
e pr
ovid
er m
arke
t. S
ince
that
tim
e th
e co
mpa
ny
has
publ
ishe
d m
ore
than
a d
ozen
rep
orts
on
subj
ects
ran
ging
from
reg
ulat
ory
com
plia
nce
to s
usta
inab
ility
.
Scope
Am
eric
an S
hipp
er r
esea
rch
initi
ativ
es ty
pica
lly a
ddre
ss in
tern
atio
nal o
r gl
obal
sup
ply
chai
n is
sues
from
a
U.S
.-ce
ntric
poi
nt o
f vie
w. T
he r
esea
rch
will
be
mos
t rel
evan
t to
thos
e re
ader
s m
anag
ing
larg
e vo
lum
es o
f
airf
reig
ht, c
onta
iner
ized
oce
an a
nd d
omes
tic in
term
odal
frei
ght.
Am
eric
an S
hip
per
rea
der
s ar
e ta
sked
with
man
agin
g la
rge
volu
mes
of f
reig
ht m
ovin
g in
to a
nd o
ut o
f the
cou
ntry
so
the
rese
arch
sco
pe
refle
cts
thos
e in
tere
sts.
Meth
odolo
gy
Am
eric
an S
hip
per
ben
chm
ark
stud
ies
are
bas
ed u
pon
res
pon
ses
from
a p
ool o
f ap
pro
xim
atel
y 40
,000
read
ers
acce
ssib
le b
y e-
mai
l inv
itatio
n. G
ener
ally
eac
h be
nchm
arki
ng p
roje
ct is
bas
ed o
n 20
0-50
0 qu
alifi
ed
resp
onse
s to
a 2
5-35
que
stio
n su
rvey
dep
endi
ng o
n th
e na
ture
and
com
plex
ity o
f the
topi
c.
Am
eric
an S
hip
per
rep
orts
com
par
e re
ader
s fr
om k
ey m
arke
t se
gmen
ts d
efine
d b
y in
dus
try
vert
ical
,
com
pany
siz
e, a
nd o
ther
var
iabl
es, i
n an
effo
rt to
cal
l out
tren
ds a
nd u
ltim
ate
best
pra
ctic
es. S
egm
ents
crea
ted
for
com
paris
ons
alw
ays
cons
ist o
f 30
or m
ore
resp
onse
s.
Lib
rary
Am
eric
an S
hipp
er’s
com
plet
e lib
rary
of r
esea
rch
is a
vaila
ble
on o
ur W
ebsi
te:
Am
eric
anS
hip
per
.com
/Res
earc
h.
An
nu
al stu
die
s in
clu
de
:
Pro
cure
men
t Ben
chm
ark
Ben
chm
ark
Mea
sure
men
t Ben
chm
ark
Conta
ct
Eri
c J
oh
nso
n
Res
earc
h D
irect
or
Am
eric
an S
hip
per
ejo
hn
so
n@
sh
ipp
ers
.co
m
Glo
ba
l T
ran
sp
ort
ati
on
Ma
na
ge
me
nt
| B
ench
mar
k S
tudy
: 201
5
Co
pyri
gh
t© 2
015 b
y H
ow
ard
Pu
blic
ati
on
s, In
c. A
ll r
igh
ts r
ese
rve
d.
No
part
of t
he c
onte
nts
of th
is d
ocum
ent m
ay b
e re
prod
uced
or
tran
smitt
ed in
any
form
or
by a
ny m
eans
with
out t
he p
erm
issi
on o
f the
pub
lishe
r.