TRANS正式版OREON-2021年運(yùn)輸正式版ulse“信任網(wǎng)絡(luò)”報(bào)告（英文）-2021.5-20正式版

TrusttheNetwork

TheWayForwardinAchievingTransportationDesiredOutcomes

TransportationPulseReport2021

TRUSTTHENETWORK

Desired

Outcomes

Intro

"NetworkEffects"

Lens

06

20

28

38

BigOpportunity

TheWay

forImprovement

Forward

Think

Differently

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I’msureyou’veheardthissayingoften(butmistakenly)attributedtoAlbertEinstein:

"Insanityisdoingthesamethingoverandoveragainandexpectingdifferentresults."

TRUSTTHENETWORK

Fromthatperspective,transportationhasbeeninsaneforalongtime.

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Thesymptomsofthisinsanityareongo-ingwasteandinefficiency,whichmanifestthemselvesinmanydifferentways:

EmptyMiles

Accordingtothe

AmericanTransportationResearchInstitute

(ATRI),truckingcompaniesaccruedover17billiontotaloperatingmilesin2019;20.1%ofthemwereemptymiles(upfrom16.6%in2018).Withanoverallcostpermileof$1.65,truckingcompaniesspent$5.64billiondrivingemptymilesin2019.Similarly,accordingto

Eurostat

,mostMemberStatesintheEUfellintherangebetween15%and30%emptyjourneys(percentageofvehicle-kilometresrecordedasempty).

USEmptyMilesEUEmptyMiles

2018 2019 between...

16.6%

20.1%

15%

30%

TRUSTTHENETWORK

Detention/WaitingTime

Ina

survey

conductedbytheOwner-OperatorIndependentDriversAssociation(OOIDA)intheUnitedStates,driverswhocomplywiththe60-hourHoursofServicerule“spendapproximately18%to33%oftheirpossiblecompensateddrivetimeindetention,whilethosecomplyingwiththe70-hourrulespend16%to29%oftheircompensateddrivetimeindetention.”Withanationalaverageper-houroperatingcostof$65.11reportedin2019(pertheATRIsurvey),“detentioncandramaticallyunderminetheprofitabilityoftrips,possiblycausingsometripstooperateinthered.”

60hrRule70hrRule

between... between...

18% 33% 16%29%

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WaitingtimeisalsoanissueinEurope.Ina

surveyconductedby

Vehco

,afleetmanagementsolutionprovider,morethanhalfofthecarrierssurveyed(53%)reportedtheirdriverswait3ormorehoursperweekonaverage(basedona40-hourweek),with22%sayingtheirdriverswaitmorethan5hoursperweek.Accordingtoonecarrierquotedinthepaper,“Ifwedidnothaveanywaitingtimesatall,wewouldsaveabout€10,000eachmonth.”

Howlongdoyourdriverswaitperweekonaverage?

53%

1h 2h 3h

22%

1h 2h 3h 4h 5h

TRUSTTHENETWORK

CO2emissions

In2017,roadtransportwasresponsibleforalmost72%oftotalgreenhousegasemissionsfromtransportintheEU,accordingtothe

EuropeanEnvironmentalAgency

.Oftheseemissions,19%camefromheavy-dutyvehicles.AccordingtotheU.S.EnvironmentalProtectionAgency,82%oftransportationgreenhousegasemissionsintheU.S.camefromroadtransportin2018.Greenhousegasemissionsfromfreightmovementsaccountedfor29%oftransportation’stotalin2018,accordingtothe

BureauofTransportationStatistics

.

2017EUGreenhouseGas

72%

EmissionfromTransport

2018USGreenhouseGas

82%

EmissionfromTransport

Howcanshippers,carriers,freightbrokers,andotherstakeholdersinthetransportationindustrybreakawayfromthisinsanitytorealizedifferentresults?Inotherwords,whatchangesmusttheindustrymaketonotonlyimprovethestatusquo,butalsodriveinnovationquicklyinresponsetowhatevernewrequirements,challenges,andopportunitiestomorrowbrings?

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TRUSTTHENETWORK

ThinkDifferently

Thefirststepisarguablythemostdifficultone:itrequiresallstakeholderstothinkdifferently,tofollow

theadviceofRobin

WilliamsinthemovieDeadPoetsSociety

:

“Justwhenyouthinkyouknowsomething,youhavetolookatitinanotherway.Eventhoughitmayseemsillyorwrong,youmusttry...Daretostrikeoutandfindnewground.”

Fortoolong,transportationhasbeenviewedasahighlyfrag-mentedindustry.Shippers,carriers,freightbrokers—they’reallfragments,thousandsandthousandsofthem,likepiecesofbro-kenglassseparatedfromawhole.

Butwhatifyoulookedatthetransportationindustrydifferently,wherethestakeholdersarenotseparatefragmentsbutnodesonaconnectednetwork,likedewdropsonaspiderweb?

Inotherwords,whatifyouviewedthetransportationindustrythroughthelensof“networkeffects”?

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ViewingTransportationThroughtheLensof“NetworkEffects”

A“networkeffect”isaneconomictermdefinedas“aphenomenonwherebyaproductorservicegainsadditionalvalueasmorepeopleuseit.”

Theconceptandpowerofnetworkeffectsisnotnew.Infact,TheodoreN.Vail,PresidentofAT&Tatthebeginningofthelastcentury,alludedtoitin

thecompany’s1908annualreport:

“Atelephone—withoutaconnectionattheotherendoftheline—isnotevenatoyorascientificinstrument.Itisoneofthemostuselessthingsintheworld.Itsvaluedependsontheconnectionwiththeothertelephone—andincreaseswiththenumberofconnections.”

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VailaddsthattheBellsystemhadbecome“thenervoussystemofthebusinessandsocialorganizationofthecountry”and“ifthebusinesshadbeendevelopedbydifferentorganizations...eachlittlesystemwouldhavebeenindependentandself-containedwithoutbenefittoanyother.Noonehasusefortwotelephoneconnectionsifhecanreachallwithwhomhedesiresconnectionthroughone.”

Fastforwardtotodayandthenetworkeffectisallaroundus,withtheinternet,web,andsocialnetworksbeingthemostpertinentexamples.Wearealsoseeingtheriseofindustry-specific,business-to-businessnetworksthatareenablingparticipants(viacloud-basedsoftware)tocommunicate,collaborate,andexecuteprocessesinmoreefficient,scalable,andinnovativeways.

JamesCurrier,GeneralPartnerattheventurefirmNFX,discussesthisevolutionin“

FromSocialNetworksToMarketNetworks

”(TechCrunch,June27,2015):

TRUSTTHENETWORK

Firstwehadcommunicationnetworks,liketelephonesandemail.Thenwehadsocialnetworks,likeFacebookandLinkedIn.Nowwehavemarketnetworksthatcombinethemainelementsofbothnetworks[likeFacebookandLinkedIn]andmarketplaces[likeeBay,Etsy,andUber]anduseSaaSworkflowsoftwaretofocusactionaroundlonger-termprojects,notjustaquicktransaction.

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TRUSTTHENETWORK

Isthishappeningtodayinthetransportationindustry?Absolutely,anditisbeingenabledbyanotherimportanttrend:theevolutionoftransportationmanagementsystems(TMS)frombeing“insidethefourwalls”applicationstobecomingtheoperatingsystemsoflargetransportationnetworksinthecloud.

TMSwereamongthefirstenterpriseapplicationstoembracethesoftware-as-a-service(SaaS)deploymentmodel.Moreimportantly,theywerealsoamongthefirsttoadoptasingleinstance,multi-tenantmodel.Thisenablesmultipleshippers,carriers,andlogisticsserviceproviderstouseasingle,sharedinstanceofthesoftwareinthecloud(muchlikewealluseasingleinstanceofFacebookandLinkedIn,yetweareabletocommunicateandtransactonlywiththepeoplewegivepermissiontoandacceptourinvitationtoconnect).

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Today,cloud-basedTMShaveevolvedevenfurthertoresemblewhatCurriercallsMarketNetworksorwhatIcallSupplyChainOperatingNetworks.

ButTMSarenotjustsoftwareapplicationsanymore.Theyhavebecomefully-grown,end-to-endlogisticsplatformsthatenablevaluecreationbyfacilitatingtransactionsandbuildingconnections.TheyarethebusinessequivalentofFacebookandLinkedin;theyarethe“matchmakers”withintheindustry.

Logisticsplatformsenableshippers,carriers,logisticsserviceprovidersandotherstakeholderstoconducttransactionsonasetruleofstandardsbyprovidingcoretools,featuresandservices.

Thinkoflogisticsplatformsasalargespiderwebinthecloud,withthousandsofdewdropsonitsstrands,eachdropashipper,carrier,orlogisticsserviceprovider,andeachstrandtransmittingdataandtransactionstoconnectedpartners.

Nowthatisthinkingdifferently!Andwhenyoudo,whatnewgroundcanyoufind?

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BigOpportunity

forImprovement

Formany,thetendencyistofocusonshinynewthingslikedrones,driverlesstrucks,deliveryrobots,andhyperloops.Whiletheseinnovationsmay(ormaynot)deliverbusinessbenefitsinthefuture,thereareplentyofopportunitiestorealizesignificantbusinessbenefitstodaythroughbetterplanningandexecutionusingexistingtechnologies.

Infact,inaNovember2020surveyof

Indago

members(aresearchcommunityofsupplychainandlogisticspractitionersfrommanufacturing,retail,anddistributioncompanies),amajorityoftherespondents(55%)believethat“investingtoeliminatewasteandinefficienciesinexistingtransportationnetworksandprocesses”willdelivergreaterbusinessbenefitsinthenexttenyearsthan“investingtoincreasetheadoptionofnewtransportationmodes”likedrones.

TRUSTTHENETWORK

Whichofthefollowingoptionsdoyoubelievewoulddeliverthemostbusinessbenefitsin10years?

60%

55%

40%

45%

20%

Investtoincreaseadoptionofnew Investtoeliminatewasteand

transportationmodes inefficienciesofexistingnetworks

andprocesses

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Basedontheseresults,weconductedanothersurveytoexploretwoadditionalquestions:Howmuchroomforimprovementdoyoubelievestillexistsincurrenttransportationmanagementprocesses?Whatareyourtopdesiredoutcomesfromfutureimprovementsintransportationprocesses?

Wereceived310responsesfromshippers,carriers,andlogisticsserviceprovidersfromaroundtheworld.

RespondentsbySeniority RespondentsbyIndustry

8%

25%

13%

5%

52%

57%

22%

18%

Manager

VP

Shipper

3PL

Director

Other

Carrier

Other

TRUSTTHENETWORK

RespondentsbyCountry/Geography

36%

16%

13%

7%

6%

5%

5%

4%

3%

2%

1%

10% 20% 30% 40%

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TRUSTTHENETWORK

Almosttwo-thirdsoftherespondents(65%)believethatthereexistsa“Large”or“VeryLarge”roomforimprovementinthewaytransportationprocessesarecurrentlydesignedandmanaged.Only7%believethereisa“Small”or“VerySmall”roomforimprovement.

Whenyouconsiderthecurrentwaytransportationprocessesaredesignedandmanaged—everythingfromprocurementthroughplanning,loadtendering,trackandtrace,appointmentscheduling,freightauditandpay,etc.—howmuchroomforimprovementdoyoubelievestillexistsoverall?

47%

28%

18%

2%

5%

50%

25%

VeryLargeroom

Moderateroom

VerySmallroomfor

forimprovement

forimprovement

improvement

Largeroom

Smallroomfor

forimprovement

improvement

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Overall,agreaterpercentageofShippers(69%)believethereisa“Large”or“VeryLarge”roomforimprovementcomparedtoCarriers/3PLs(59%).Similarly,agreaterpercentageofrespondentsfromtheUnitedStates(80%)believethereisa“Large”or“VeryLarge”roomforimprovementcomparedtorespondentsfromtheRestoftheWorld(64%).

(Note:thesamplesizefromtheUnitedStateswasmuchsmallerthantheRestoftheWorld.However,ifyoucomparetheUnitedStatesresponseswiththosefromGermany,whichhadasimilarsamplesize,thepercentagedifferencewasaboutthesame—80%forUSvs.67%forGermany).

TRUSTTHENETWORK

Whenyouconsiderthecurrentwaytransportationprocessesaredesignedandmanaged—everythingfromprocurementthroughplanning,loadtendering,trackandtrace,appointmentscheduling,freightauditandpay,etc.-howmuchroomforimprovementdoyoubelievestillexistsoverall?

Percentageofrespondentswhostillseea"Large"or"VeryLarge"roomforimprovementwithinTransportationProcesses.

100%

80%

75%

69%

64%

50%

59%

25%

Shippers

UnitedStates

Carriers/3PLs ROW

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Desired

Outcomes

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TRUSTTHENETWORK

Ifyoucouldredesignorenablenewtransportationprocesses,whatwouldbeyourtopthree(3)desiredoutcomesfromthelistbelow?

Intermsofdesiredoutcomesfromredesigningorenablingnewtransportationprocesses,“Enablegreatervisibilitytoreal-timedemand,rates,andcapacity”receivedthemostvotesoverall(175),followedby“Matchdemandwithcapacitymoreefficiently”(157)and“Eliminatemanual&paper-basedprocesses”(157).

Enablegreatervisibilitytoreal-timedemand,rates,&capacity

Matchdemandwithcapacitymoreefficiently

Eliminatemanual

&paper-based

processes

Reduce/eliminate

emptymiles

Facilitatecollaborativeshipping(i.e.,sharingcapacity/matchinglanesacrossshippers)

Reducecarbon

footprint

Minimize/eliminate

dwelltime

Othertop

desiredoutcome

(ifany)

175

157

157

150

112

104

75

12

0 50 100 150 200

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However,eventhoughitrankedfourthoverallintermsoftotalvotesreceived,“Reduce/eliminateemptymiles”receivedthehighestpercentageof“#1DesiredOutcome”votes(26%).

TRUSTTHENETWORK

TherewerenotabledifferencesbetweenShippersandCarriers/3PLs,andbetweenUSandRestoftheWorld(ROW)respondentstoo.ForShippers,“Enablegreatervisibilitytoreal-timedemand,rates,andcapacity”receivedthehighestpercentageof“#1DesiredOutcome”votes(20%),while“Reduce/eliminateemptymiles”toppedthelistforCarriers/3PLs(20%).

Reduce/eliminate

emptymiles

Matchdemandwithcapacitymoreefficiently

Enablegreatervisibilitytoreal-timedemand,rates,&capacity

Eliminatemanual&

paper-based

processes

Reducecarbon

footprint

Facilitatecollaborativeshipping(i.e.,sharingcapacity/matchinglanesacrossshippers)

Minimize/eliminate

dwelltime

26%

19%

18%

13%

11%

7%

6%

0% 10% 20% 30%

Reduce/eliminate

emptymiles

Matchdemandwith

capacitymore

efficiently

Reducecarbon

footprint

Minimize/eliminate

dwelltime

Enablegreatervisibility

toreal-timedemand,

rates,&capacity

Facilitatecollaborativeshipping

(i.e.,sharingcapacity/matching

lanesacrossshippers)

Eliminatemanual&paper-

basedprocesses

13%

20%

16%

18%

13%

7%

7%

9%

20%

17%

13%

11%

17%

17%

0% 5% 10% 15% 20% 25%

Shippers

Carriers/LP3

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ForUSrespondents,“Eliminatemanual&paper-basedprocess-

es”receivedthehighestpercentageof“#1DesiredOutcome”

votes(29%),while“Reduce/eliminateemptymiles”toppedthe

listforROWrespondents(29%).

TRUSTTHENETWORK

Reduce/eliminate

emptymiles

Matchdemandwith

capacitymore

efficiently

Reducecarbon

footprint

Minimize/eliminate

dwelltime

Enablegreatervisibility

toreal-timedemand,

rates,&capacity

Facilitatecollaborativeshipping(i.e.,sharingcapacity/matchinglanesacrossshippers)

Eliminatemanual&paper-basedprocesses

7%

29%

22%

18%

7%

11%

7%

6%

15%

19%

12%

6%

29%

10%

Additionalresearchisrequiredtofullyunderstandthesedifferences,butoverall,itisclearfromthesurveyresultsthatshippers,carriers,andotherstakeholdersinthetransportationindustryaroundtheworldbelievethereisalot

ofroomforimprovementinthewaytransportationprocessesarecurrentlyplannedandexecuted.Theirdesiredoutcomesarealsoclear.

0% 10% 20% 30%

UnitedStates

ROW

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TRUSTTHENETWORK

“Whiletransportation-relatedtechnologyistransformingrapidly,thechallengestodayaren’tm