Transport & Logistics Market Study: Challenges and strategies for successful realization

In the field of Organization & Workforce, expert discussions revealed that labor shortages represent a central challenge. Particularly in operational positions such as logistics workers and drivers, companies struggle to recruit and retain qualified personnel over the long term. Existing location disadvantages and intense competition further exacerbate the situation. Additionally, organizational efficiency in many companies suffers from outdated structures that are often resistant to change. Recommended actions for this area include developing a comprehensive workforce strategy that combines flexible solutions, such as temporary employment, with long-term measures like targeted re- and upskilling programs to meet the specific demands of critical roles. Besides personnel development, organizational changes should be initiated to reduce inefficiencies and break down rigid silos. This not only fosters more agile and effective collaboration but also cultivates a culture of change that helps overcome resistance and prepares the company for ongoing transformation.

In the area of Assets & Operations, significant investments in technologies such as automation and AI-driven systems are essential to secure long-term competitiveness. However, the high complexity and often unclear benefit assessments complicate decision-making, as companies frequently lack meaningful business cases and systematic investment evaluations, such as company-wide benchmarking. The introduction of new software and hardware solutions also faces technical obstacles, arising from missing interfaces and proprietary systems. To overcome these hurdles, setting up a centrally organized investment committee—complemented by dedicated project resources—could optimize investment prioritization and ensure capital-efficient decisions for future-oriented technologies. Furthermore, building a harmonized system landscape is crucial to simplify the rapid integration of new technologies. This can be achieved by creating an overarching system that consolidates information and interfaces, thereby reducing the need for isolated platforms.

The requirements in the Customer & Sales sector are also changing rapidly. In expert discussions, evolving customer expectations were a recurring theme. Customers increasingly demand transparency, individualization, and sustainable solutions. At the same time, margins remain under pressure, particularly in transport and logistics, forcing companies to differentiate in a price-sensitive market. As a response, companies invest in sustainable transport options, such as electrification. However, these initiatives only marginally increase customers' willingness to pay. Thus, differentiation of service offerings combined with clear communication of tangible customer benefits is a crucial factor in improving perception. The essential focus on "How can I get from A to B as conveniently as possible / How can my package reach me conveniently?" is more important than ever. Simple measures that enhance transparency (e.g., live tracking, estimated arrival time) or convenience (e.g., nearby delivery depots) are more valued by customers than additional services that are not part of the core offering.

In the Technology & Data domain, discussions highlighted that many companies do not fully exploit the potential of modern technologies due to a lack of understanding of data and technology among employees. The ability to work in a technology-driven and data-informed manner is becoming increasingly important in a digitized industry. Additionally, companies face growing pressure to enhance their cybersecurity measures to counter escalating threats. Targeted training and upskilling programs focused on data and software literacy can improve data competency and foster data-driven decision-making. It is crucial to avoid getting entangled in reporting existing data and instead identify the root causes of challenges to develop precise solutions. Moreover, embedding cybersecurity as a strategic issue at the executive level (ideally board or management level) can ensure timely preventive measures, making the company more resilient to cyberattacks.