Although rapid progress in logistical services technology, there is still an amazing fact – 75 percent of the two trucks still depend on Excel data and manual operations for shipping purchases. In an era in which digitization is converted every sector, why does the purchase of air cargo still backward?
The logistical services sector is under constant pressure to improve costs and improve efficiency, yet many companies continue to manually manage shipping tenders.
“It is incredible that even some of the largest companies still run purchases on Excel files, endless email chains, and old operations,” said Oliver Ech, Vice President of Business Development at Shipsta by Freightos.
“These methods not only slow the decision -making process, but also leave companies vulnerable to errors, inefficiency in cost, and market fluctuations.”
He explains that resisting change stems largely from organizational inertia and fear of disrupting the current workflow.
“Many companies have worked in the same way for decades and seeing digitization as an unnecessary danger, not a competitive advantage,” he pointed out.
Although the industry was slow to embrace digitization, the transformation is inevitable. Purchasing platforms that work with artificial intelligence are gaining rapidly, providing an actual time in interest rates, predictive analyzes, and automatic negotiations that help companies secure the best possible charging rates with minimal manual voltage.
“Shipping purchases are no longer a guess game anymore,” Esch explained.
“Through the AI and data -based tools, companies can access the immediate market visions, track cost trends, adjust their own purchases strategies. This means that there are no more old price papers, no more tenders at the last minute, and no more extra payment of the shipping space.”
For many companies, data vision is still a great challenge. Without accurate and actual shipping cost data, companies are struggling to negotiate effectively or expected expenditures or improve their supply chains.
“Most logistical teams do not have access to one central platform where they can see all their purchases data in one place,” said Ech.
“Instead, they work through multiple connected systems, depend on historical prices, or make decisions based on incomplete information.”
To process this, the SHIPSTA digital platform collects pricing data in actual time, enables logistics teams to standard prices, monitor the carrier performance, and adjust the dynamic purchase strategies.
He added: “The presence of appropriate data in a timely manner is what separates industry leaders from those who are constantly fighting to keep up with it.”
The word ton is no longer
Besides improving the cost, sustainability has become a major driver in decisions. With the global goals of the Net-Zero, companies are increasingly integrated with carbon dioxide emissions in tracking their purchasing strategies.
“Two years ago, sustainability was just the word ton-something that companies spoke about, but it did not give priority in decision-making. This changes quickly.
“Now, the trucks are demanding green purchasing options, and many of them are ready to push more to reduce their carbon fingerprint.”
For air charges, as carbon emissions have become much higher than sea charging or roads, transparency and opposition strategies have become necessary.
“The challenge is the balance between cost efficiency with sustainability goals,” Esch explained.
“The companies started asking: Are we choosing the cheapest provider, or are we investing in a more green supply chain that corresponds to our long -term sustainability obligations?”
One of the biggest shifts in the purchasing strategy is to move towards the index -related contracts, as shipping rates are automatically modified based on market conditions instead of being imprisoned through long -term tenders.
“Traditionally, the two trucks are either driven against prices while declining or found themselves scrambling for the capacity when prices rise,” Esch explained.
“With the index -based pricing, prices are dying dynamically, ensuring that both trucks and carriers benefit from fair market prices at all times.”
This trend is expected to gain more momentum, as companies seek more more flexible and cost -effective purchase strategies that can afford global market fluctuations.
Time to change now
The message is clear: The purchase of shipping was postponed for a digital revolution. The companies that continue to rely on the outdated manual processes will be struggled in order to remain competitive, while those that adopt artificial intelligence and data in actual time and digital platforms will gain a clear advantage in cost efficiency, decision -making and sustainability.
“The world of shipping purchase is changing,” concluded. “The question is – Do you adapt to it, or will you leave behind?”
