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Forging Ahead with Long-Termism, Deepening Supply Chain SaaS After Seven Years of Refinement – Exclusive Interview with Liu Bin, CEO of Deep Insights

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Forging Ahead With Long Termism, Deepening Supply Chain Saas After Seven Years Of Refinement – Exclusive Interview With Liu Bin, Ceo Of Deep Insights

Recently, ARC Advisory conducted an in-depth interview with Liu Bin, founder and CEO of Deep Insights. In this information-rich conversation, Liu not only reviewed the entire process of Deep Insights (formed by the merger of Quantum Asia and GILLION) from integration to restructuring, but also systematically elaborated on his unique understanding of the SaaS model, pragmatic views on the value of AI, and the overseas expansion blueprint shifting from “passive following” to “active advancement”. What he outlined is not a shortcut to chasing trends, but a difficult yet inevitable long-termism path in China’s complex enterprise services market.

I. Strategic Integration: Not “1+1=2”, but Genetic Recombination

The merger of Quantum Asia and GILLION was one of the most watched industry events in the supply chain software sector in 2023 in China. However, in Liu Bin’s narrative, this was never a simple story of scale expansion.

“We aim to achieve a strategic-level restructuring,” he made it clear from the start.

In his view, the core of the merger lies in complementary genes and capability recombination: Quantum Asia brought core SaaS genes, cloud-native architecture, and a reusable product ecosystem; while GILLION injected valuable industry-specific know-how, experience in serving large clients, and strong capabilities in handling complex deliveries.

“The integration of these two capability chains has laid a solid foundation for us to build an AI-driven end-to-end supply chain platform,” Liu revealed.

After the merger, Deep Insights made three crucial and coherent decisions:

Unified product roadmap: Built a complete product matrix covering WMS (Warehouse Management System), TMS (Transportation Management System), freight forwarding, shipping, and container management, committed to providing an “end-to-end supply chain collaboration platform” rather than scattered point tools.
Unified AI strategy: Clearly mapped out a phased development path from “AI-enhanced” (improving existing functions) to “AI-native” (restructuring product design), and ultimately to an “AI ecosystem”.
Unified delivery system: Innovatively proposed “AI-enhanced delivery”, aiming to use AI technology to improve the efficiency and standardization of project implementation, thereby achieving large-scale expansion.

“Our current goal is not only to make the system easy to use, but also to enable enterprises to have an intelligent supply chain platform that understands business and data and can independently optimize itself.”

II. The Way to Break Through in SaaS: Two Key Decisions – “Serving Large Clients” and “Supporting Customization”

“SaaS has encountered some difficulties in China, but its business model is sound.”

When asked why Deep Insights still adheres to the SaaS model amid a market flooded with customization demands, Liu Bin’s answer was unhesitant. Behind this seemingly plain statement is his deep belief in the industry’s underlying logic after more than a decade of deep cultivation in the supply chain software sector, experiencing model exploration and market tempering.

Currently, many peers in the SaaS industry shrink back in the face of complex customization needs from large enterprises and question whether SaaS can succeed in China. Why can Deep Insights stick to SaaS and make it a core competency? Liu shared two crucial “breakthrough” decisions during his entrepreneurial journey, and these details reveal the uniqueness of its model.

The first breakthrough was a strategic decision on “who to serve”.

“Initially, our understanding of SaaS was quite superficial. We thought SaaS was probably for small and medium-sized enterprises (SMEs), and large enterprises would never use it.”

Liu recalled the exploration period from 2016 to 2017, when they designed a SaaS product tailored for SMEs. But the market quickly gave feedback: “After about half a year, we realized it was not working. It’s extremely difficult to do SaaS for SMEs in China, unless you target C-end customers.”

Amid the predicament, Liu made a decision that turned the tide: “I proposed that the clients we originally served with software should be our future SaaS clients. Our SaaS must be able to serve large enterprises.”

This key strategic shift opened a clear path for Deep Insights’ SaaS journey, directly targeting medium and large client groups with stronger payment capabilities and digital transformation willingness, laying the foundation for the success of its business model.

The second breakthrough was product and architectural innovation regarding “how to do it”.

Serving large enterprises inevitably involves customization demands. Rejecting customization outright would mean losing clients, while fully embracing it would deviate from the essence of SaaS. Deep Insights’ solution is highly innovative – “SaaS should support customization”.

“Different from traditional views in the market, we provide each large client with a ‘customization package’ on the multi-tenant architecture of the public cloud,” Liu explained the sophisticated design in detail. “We maintain rapid iterations of the main version every two weeks, while clients’ personalized needs are encapsulated in independent customization packages. Clients can retain their customized functions and independently choose whether to upgrade with the main version.”

This design is like setting up a “private compartment” that can be independently arranged for each VIP on a standardized high-speed train, perfectly balancing the fundamental contradiction between rapid iteration of product standardization and core personalized needs of clients and becoming the cornerstone for Deep Insights to attract and retain large clients in the long term.

III. AI Positioning: Evolution, Not Subversion

Faced with the sweeping AI wave, Liu Bin demonstrated rare calmness and pragmatism. He believes that AI is not a subverter of SaaS, but a natural “evolution”.

“The core of SaaS is process standardization, which is essentially process-based. In contrast, the core of AI is data-driven intelligence,” he accurately analyzed the relationship between the two, pointing out that they have different underlying starting points but are not oppositional. Liu further elaborated that AI not only fully inherits the most excellent subscription-based business model of SaaS, but more importantly, “we have been doing SaaS for nearly 10 years, and in fact, we have accumulated a large amount of desensitized data, which has become the best ‘fuel’ for AI.”

He further pointed out that AI is profoundly transforming the very way software is developed. “Since the beginning of this year, we have been practicing how to drive our internal development processes with AI. Our vision is that by next year, over 60% of the work will be done by AI, with 30% to 40% handled by humans for confirmation and verification.”

Based on this, he gave a clear judgment on industry evolution: “Initially, we developed standalone software, then we moved to internet-based software, and later evolved into SaaS. In fact, the transition from SaaS to AI is another evolution, which I think is an inevitable process.”

IV. Strategic Upgrade of Overseas Expansion: From “Riding on Others’ Ships” to “Building Our Own Vessels”

Regarding Deep Insights’ future development direction, Liu Bin’s answer clearly and firmly points to globalization.

“In the past few years, our overseas expansion has been ‘following Chinese enterprises going global’,” Liu frankly reviewed the initial stage. “But starting from this year, we will take the initiative to expand overseas.” He revealed that he has recently led a team to visit Southeast Asian markets such as Thailand and Singapore intensively. “We will adopt a dual-track approach: on the one hand, continue to deepen services for Chinese enterprises expanding overseas; on the other hand, actively promote our supply chain cloud, AI, and localized products to the local market.”

Conclusion: The “Inevitable Path” for Long-Termists

Throughout the conversation, Liu Bin consistently showed the clarity and determination of a “long-termist”. He is well aware of the difficulties of SaaS in the Chinese market, has witnessed early twists and turns and industry fluctuations, but firmly believes in its inherent value and irreversible direction.

With the strategic triangle of “SaaS as the foundation, industrialization as the accelerator, and AI as the engine”, Deep Insights is striving to blaze a path to the future in the soil of China’s enterprise services that requires patience and wisdom.

The post Forging Ahead with Long-Termism, Deepening Supply Chain SaaS After Seven Years of Refinement – Exclusive Interview with Liu Bin, CEO of Deep Insights appeared first on Logistics Viewpoints.

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Ocean rates tick up to close the year as air peak fades – December 30, 2025 Update

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Ocean rates tick up to close the year as air peak fades – December 30, 2025 Update

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Published: December 30, 2025

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) increased 1% to $2,145/FEU.

Asia-US East Coast prices (FBX03 Weekly) increased 10% to $3,364/FEU.

Asia-N. Europe prices (FBX11 Weekly) increased 1% to $2,742/FEU.

Asia-Mediterranean prices (FBX13 Weekly) increased 4% to $4,004/FEU.

Air rates – Freightos Air Index

China – N. America weekly prices decreased 16% to $6.26/kg.

China – N. Europe weekly prices decreased 5% to $3.52/kg.

N. Europe – N. America weekly prices decreased 14% to $2.16/kg.

Analysis

Ocean rates on the major East-West lanes trended up to close the year. Asia – Europe prices increased 1% last week to $2,742/FEU but are 12% higher than mid-month and are up to levels last seen at the tail end of peak season. Asia – Mediterranean rates climbed 4% to reach the $4,000/FEU mark for the first time since early July, with prices 20% higher than during the first half of the month.

Current rate levels are supported by an early start to pre-Lunar New Year demand on these lanes as shippers face longer lead times due to Red Sea diversions. As such, prices are likely to stay elevated or continue climbing as we get closer to the holiday.

Periodic GRIs since October have generally been less successful in keeping rates elevated for very long on transpacific lanes than they’ve been for Asia – Europe trades. Price hikes since mid-December have pushed West Coast rates up 9% to $2,145/FEU and raised prices to the East Coast 15% to $3,364/FEU. But rates will be under upward pressure when transpacific pre-LNY demand picks up, and prices increased to start both 2024 and 2025. The holiday begins later than usual – February 17th – this year, which could mean another rate slide in the near term before demand increases. But if volumes do start to rise to start the new year, rate levels should keep climbing too.

Despite transpacific ocean import contractions and an overall dip in US ocean imports due to the trade war this year, ex-Asia volume strength to Europe, Africa and LATAM – as China diversified trading partners – saw global volumes grow 4% through early Q4.

S&P projects US ocean imports will fall again, by 2%, in 2026, making 2025-2026 – after the 2008-2009 financial crisis years and the 2022 – 2023 unwind from the pandemic – the third instance of consecutive years of US container import contraction over the last two decades. Like this year, observers like BIMCO expect global volumes will continue to grow nonetheless.

Freightos Air Index shows air cargo rates fading post peak season. China-US prices fell 16% to about $6.25/kg, its lowest level since early November. South East Asia – US rates fell 19% to $4.60/kg and transatlantic prices dropped 14% to $2.16/kg. China – Europe prices slid 5% to $3.52/kg and SEA – Europe rates decreased more than 20% to $3.12/kg.

IATA estimates that – after sharp, e-commerce-driven, 11% growth in 2024 – 2025 global air volumes will be 3.1% stronger than last year. IATA also expects this year’s resilience to stretch into 2026 in the form of 2.6% annual growth. Opinions differ as to whether cargo capacity growth will outpace volume growth next year or not, making rate projections for next year difficult as well.

Best wishes for a happy new year

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Freightos Terminal: Real-time pricing dashboards to benchmark rates and track market trends.

Procure: Streamlined procurement and cost savings with digital rate management and automated workflows.

Rate, Book, & Manage: Real-time rate comparison, instant booking, and easy tracking at every shipment stage.

Judah Levine

Head of Research, Freightos Group

Judah is an experienced market research manager, using data-driven analytics to deliver market-based insights. Judah produces the Freightos Group’s FBX Weekly Freight Update and other research on what’s happening in the industry from shipper behaviors to the latest in logistics technology and digitization.

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The post Ocean rates tick up to close the year as air peak fades – December 30, 2025 Update appeared first on Freightos.

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Securing the Chain: The Executive Roadmap to Cyber Resilience

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Securing The Chain: The Executive Roadmap To Cyber Resilience

Call to Action: Download the full guide to gain in-depth insights and practical frameworks that will help you lead the transformation towards a resilient supply chain.

Part 10

Over the past nine sections, we have explored the threats, architectures, governance models, data protections, human factors, response strategies, and partnerships required to secure today’s global supply chains.

But executives don’t just need analysis. They need a roadmap, a structured, actionable framework for building resilience step by step.

This final section offers that roadmap. It is designed for boards, CEOs, CSCOs, and CISOs who must align strategy, investment, and execution to ensure their organizations not only withstand cyber shocks but turn resilience into a competitive differentiator.

1. Principles of the Roadmap

The roadmap is built on five guiding principles:

Resilience, not just security. Assume breaches will happen, plan for rapid recovery.
Ecosystem mindset. Protect not just your company, but the partners who form your chain.
Continuous adaptation. Threats evolve; resilience must be a living system.
Shared responsibility. Cyber resilience spans IT, OT, procurement, logistics, legal, HR, and the C-suite.
Value creation. Resilience isn’t a cost center; it drives trust, revenue protection, and investor confidence.

2. The Five Phases of the Executive Roadmap

Phase 1: Assess

Risk Mapping: Identify critical assets (ERP, WMS, TMS, OT systems) and map interdependencies.
Threat Assessment: Analyze the most relevant attack vectors for your sector.
Gap Analysis: Benchmark against frameworks (NIST, ISO 27001, CMMC).
Supplier Review: Audit third- and fourth-party cyber practices.
Board Engagement: Ensure cyber risks are regularly reviewed in board meetings.

Deliverable: Enterprise-wide cyber risk baseline.

Phase 2: Build

Zero Trust Implementation: Segmentation, IAM, MFA, privileged access controls.
Secure-by-Design Systems: Embed cyber requirements into procurement contracts.
Data Safeguards: Encryption, immutable backups, data provenance protocols.
Governance Models: Establish a cyber risk committee reporting to the board.
Training Programs: Launch cyber awareness across all roles, from forklift drivers to executives.

Deliverable: Core cyber resilience infrastructure.

Phase 3: Pilot

Incident Playbooks: Develop and distribute role-specific response protocols.
Tabletop Exercises: Rehearse ransomware, insider threats, and third-party breaches.
Red Team/Blue Team Drills: Test defenses and refine response.
Supplier Pilots: Run joint simulations with top-tier vendors.
Executive War Games: Pressure-test leadership decision-making in crisis.

Deliverable: Validated, tested resilience processes.

Phase 4: Scale

Supplier Scorecards: Implement cyber rating systems across the supplier base.
Ecosystem Platforms: Deploy secure data exchange and federated identity systems.
Industry Participation: Join ISACs/ISAOs for real-time threat intelligence.
Collaborative Defense: Explore joint SOCs, mutual aid agreements, and sector-wide initiatives.
Global Alignment: Standardize resilience practices across regions.

Deliverable: Resilient, interconnected ecosystem defense posture.

Phase 5: Sustain

Continuous Monitoring: AI-driven threat detection across IT and OT.
Board-Level Dashboards: Track cyber resilience metrics alongside financial KPIs.
Regulatory Compliance: Stay ahead of evolving rules (SEC, NIS2, CMMC).
Cultural Reinforcement: Keep cyber resilience visible in strategy, values, and incentives.
Post-Incident Evolution: Use every incident (internal or external) as a learning cycle.

Deliverable: Enduring resilience as an organizational capability.

3. Metrics That Matter

Executives need quantifiable indicators to measure progress. Suggested metrics include:

Mean Time to Detect (MTTD)
Mean Time to Respond (MTTR).
% of suppliers with validated cyber programs.
% of workforce trained in cyber hygiene.
Backup success rate and recovery time alignment with RTO/RPO.
Board meeting frequency with cyber on the agenda.
Number of red team simulations conducted annually.

4. Embedding Resilience into Strategy

Cyber resilience should not be siloed. It must align with corporate goals:

Growth: Customers prefer resilient partners who won’t fail them in crisis.
Innovation: New technologies (AI, IoT, blockchain) must be secured from inception.
Sustainability: ESG frameworks increasingly include digital risk disclosure.
M&A: Cyber due diligence is now as important as financial due diligence.

Executives must position resilience as a strategic enabler, not a defensive drag.

5. Case Study: Retailer Ecosystem Roadmap

A global retailer implemented the roadmap in five phases:

Assess: Mapped digital dependencies across 1,200 suppliers.
Build: Deployed Zero Trust and encryption across warehouses.
Pilot: Conducted ransomware tabletop exercise with top logistics partner.
Scale: Rolled out supplier cyber scorecards to 400 vendors.
Sustain: Embedded cyber metrics into board dashboards.

Outcome: Faster detection, reduced downtime risk, and improved investor confidence.

6. The Board’s Role

Boards must:

Set tone at the top by prioritizing cyber as strategic.
Allocate capital for resilience initiatives.
Hold management accountable for resilience metrics.
Engage external experts to validate programs.

Cyber resilience is now a governance obligation.

7. The Executive Mandate

For CEOs, CSCOs, and CISOs, the roadmap crystallizes into three imperatives:

Lead visibly. Cyber resilience requires executive sponsorship.
Invest smartly. Prioritize resilience initiatives with highest impact.
Collaborate broadly. Partner with suppliers, customers, regulators, and even competitors.

The message to the organization must be clear: cyber resilience is business resilience.

8. Turning Resilience into Advantage

Resilient companies do more than survive, they thrive:

Customer loyalty: Buyers stick with reliable suppliers.
Investor appeal: Stronger governance attracts capital.
Competitive edge: Cyber maturity becomes a differentiator in bids and partnerships.
Market credibility: Companies seen as resilient can set industry standards.

Executive Takeaways from Part 10

Cyber resilience requires a structured, phased roadmap.
Five phases: Assess, Build, Pilot, Scale, Sustain.
Metrics (MTTD, MTTR, supplier compliance, board oversight) drive accountability.
Resilience must be embedded in growth, innovation, and ESG strategy.
Boards have a fiduciary duty to govern resilience.
Executives must champion resilience visibly and collaboratively.
Cyber resilience is a strategic advantage, not just a defense mechanism.

Conclusion

Cyber resilience in supply chains is no longer optional. It is the currency of trust in a digitized, interconnected world.

This roadmap provides executives with a clear path: Assess, Build, Pilot, Scale, Sustain.
By following these steps, organizations will not only protect themselves but strengthen the entire ecosystem.

Resilient supply chains don’t just survive cyber storms. They emerge stronger, and lead the market forward.

The post Securing the Chain: The Executive Roadmap to Cyber Resilience appeared first on Logistics Viewpoints.

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The State of Transportation Systems: TMS Lessons from 2025

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The State Of Transportation Systems: Tms Lessons From 2025

Transportation management underwent steady but meaningful change in 2025. While dramatic innovation was limited, organizations made progress in modernization, connectivity, and decision support. The theme of the year was not transformation. It was alignment—aligning TMS capabilities with the realities of volatile markets, cost pressure, emissions requirements, and customer expectations for more reliable service.

As companies look toward 2026, the lessons of 2025 offer a clearer picture of how TMS platforms are evolving, where value is being created, and what operational constraints continue to limit performance.

Modernization Accelerated and Became More Practical

Organizations continued to migrate from legacy, on-premise systems toward cloud-native platforms. But 2025 marked a shift: modernization was not pursued for its own sake. Instead, companies moved strategically, often focusing modernization efforts on the most constrained, high-visibility transportation processes.

The winning modernization projects delivered:

Cleaner API connectivity for rates, tenders, and tracking

Modular configurations that avoided monolithic system redesign

Reduced onboarding time for carriers and brokers

Better data freshness across execution and visibility systems

Instead of implementing everything at once, most enterprises adopted incremental modernization—starting with visibility integration, rate automation, or fleet scheduling—and expanding gradually.

In 2026, modernization efforts will continue to focus on practical outcomes like reducing manual load, accelerating tender cycles, and improving ETA reliability rather than chasing sweeping transformations.

Continuous Insights Replaced Periodic Reporting

One of the most notable changes was the widespread adoption of continuous, event-driven transportation monitoring. Companies moved away from static weekly performance reviews toward ongoing visibility into network conditions.

The shift was driven by:

the rise of real-time visibility platforms

better quality location data

improved ETA prediction

more reliable carrier status updates

API-fed telemetry replacing batch uploads

Rather than planning once and reacting later, transportation teams used near-real-time insights to:

reroute shipments

adjust pickup windows

realign labor at docks

escalate exceptions before they reached the customer

This “continuous planning” model reduced the latency between data, interpretation, and action.

In 2026, continuous insights will become standard. Static reporting will remain important for strategic planning, but day-to-day operations will revolve around dynamic decision cycles supported by live data.

AI Provided Targeted, Not Transformational, Wins

AI added value in transportation, but only in narrow, well-defined workflows. The strongest results came from AI’s ability to help evaluate alternates and reduce manual decision time.

Routing and Contingency Recommendations

AI helped planners identify viable alternates during:

weather disruptions

port congestion

driver shortages

regional bottlenecks

sudden capacity changes

These recommendations did not replace planning expertise. They accelerated it. AI functioned as a scenario generator—offering options that humans could refine.

Load Matching and Asset Utilization

AI improved load matching for private and dedicated fleets by analyzing:

empty miles

driver hours

backhaul opportunities

dock availability

These gains helped companies squeeze more productivity from constrained assets.

Exception Prioritization

AI helped reduce noise in exception handling by:

filtering out low-impact alerts

grouping related exceptions

identifying root causes

recommending the best corrective action

In 2026, AI will integrate more deeply into TMS workflows, but its role will remain decision support—not autonomy.

API Integration Emerged as a Competitive Advantage

EDI still dominates transportation, but it showed clear limitations in 2025. Delays in status updates, inconsistent message quality, and slow onboarding pushed companies toward API-first connectivity.

Carriers with strong APIs gained share in:

live tracking

instant rate shopping

automated tender acceptance

more granular status updates

lane-specific performance scoring

Shippers discovered that API-enabled carriers delivered faster, more accurate insights and fewer manual interventions.

In 2026, the shift will continue. EDI will remain for large carriers and structured freight networks, but APIs will power high-volume, time-sensitive, and cross-border operations.

Carbon-Aware Planning Began Its Move Into Execution

Sustainability efforts shifted from reporting to operational decision-making. Transportation teams began using emissions as a planning variable.

Companies applied emissions scoring to:

mode selection

carrier procurement

consolidation decisions

routing choices

lane prioritization

Some organizations used TMS enhancements to compare emissions intensity between alternates during routing decisions.

Early adopters discovered that carbon efficiency often aligned with cost and reliability. Efficient lanes tended to be:

better utilized

more predictable

more consistent in transit times

In 2026, carbon-aware routing will expand as regulators tighten expectations and customer requirements evolve.

Planning Cycles Compressed Under Persistent Volatility

Transportation volatility—capacity swings, geopolitical shifts, weather disruptions, and rising energy costs—forced companies to shorten planning cycles.

Teams moved from:

quarterly → monthly carrier scorecards

weekly → daily lane performance checks

static → rolling forecasts

annual → quarterly bid refreshes for variable lanes

This shift required better tools, better data, and better coordination across planning, procurement, and execution.

In 2026, planning cadence will continue to compress as continuous planning becomes the norm.

Visibility Data Became More Actionable

Visibility tools matured in 2025. The strongest improvements included:

more accurate ETAs

simplified exception categories

more reliable location data

better integrations with telematics providers

higher consistency in stop-level information

Companies used this improved data to:

reduce detention

schedule labor more accurately

improve dock turn times

respond earlier to late pickups or missed connections

In 2026, visibility platforms will integrate deeper with TMS systems so planners can adjust execution directly from the exception screen.

Key Constraints That Persisted

Despite progress, several structural issues remained unresolved:

carrier fragmentation

inconsistent small-carrier data quality

limited multimodal synchronization

slow customs processes in certain regions

capacity uncertainty tied to extreme weather

energy price volatility

Technology softened these constraints but did not eliminate them.

What 2026 Will Require

Companies that want to improve transportation performance in 2026 will need to:

strengthen integration discipline

adopt real-time carrier connectivity

incorporate emissions and energy variables

improve scenario modeling

refine carrier scorecards

build continuous planning behaviors

embed AI into exception and routing workflows

The organizations that succeed will treat the TMS as an active operations platform, not a passive system of record.

Final Takeaway

TMS evolution in 2025 was steady and practical. The systems that delivered the most value improved connectivity, reduced latency, and made planning more responsive. In 2026, transportation management will center on real-time coordination, AI-assisted decisions, and cleaner integration across the entire planning-to-execution spectrum. The companies that modernize incrementally, rather than overhaul everything at once, will see the strongest and most reliable gains.

The post The State of Transportation Systems: TMS Lessons from 2025 appeared first on Logistics Viewpoints.

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