Especially today, just as every other day, grateful for persistent struggling with time and adversities, appreciating invaluable role in creating stable logistics and supply chain and both building and developing Polish economy, we wish all Couriers and Carriers:

• endless supply of patience as well as peace and quiet,
• smiling, understanding clients, always waiting for the delivery at the given address,
• no traffic jams or car breakdowns,
• lightweight parcels,
• fast-track routes,
• circumstances allowing deadline-keeping,
• and convenient and intuitive tools supporting delivery process.

We talk to Marcin Michalak, Director of Network Management at DPD Poland, about the impact of the COVID-19 pandemic on the operations of courier companies, the challenges of managing one of the largest transport networks in Poland, as well as the course of implementation and the business effects of using a TMS class system provided by Omecon.

This material is an interview that appeared in the June issue of ITwiz magazine.

With our scale of operations, it would be more difficult without the new TMS

How much has the courier services industry changed with the advent of the COVID-19 pandemic?

During the pandemic, the role of couriers increased significantly and they became the main intermediaries in current trade flows. Significant increases resulted from, among other things, increased e-commerce activity. Throughout 2020, we transported 193.5 million parcels. This is more than 24% higher than the year before, and in the first half of the year – mainly due to the restrictions introduced in March 2020 – increases reached up to 30%. We had 7,500 couriers working for us every day at peak times. Courier services have in many cases become the only possible distribution channel, which has translated into the scale of operations of express and parcel sector.

The specific nature of our business has also changed. Until now, the main peaks in network load were observed mainly at the turn of November and December. As a result of the pandemic, our regular load throughout the second quarter of 2020 remained at a level typical for December. This is a very big change, because if we are handling 700,000 parcels every day, a 30% increase suggests that 200,000 more parcels are coming into our network on a single day. Translating this into trucking, it means that we needed an extra 200 trucks overnight. Seasonality, which is a natural and constant part of the courier business, required us to be able to scale our processes. These skills – and technical capabilities – proved invaluable in the first weeks of the COVID-19 restrictions.

How much has the way DPD operates changed then?

Scaling up our operations in a short space of time was possible thanks to systematic investment in infrastructure development and the efficiency of individual branches. With reserve capacities at our disposal, we were able to increase the load on the infrastructure very quickly to ensure the required operational efficiency. In addition, we reorganised our business processes with a view to 24-hour operation.

In the area of the so-called last mile, on the other hand, we implemented a number of services and solutions that made it possible to complete the process of delivering consignments to recipients in a secure but formalised manner. I mean, for example, solutions facilitating contactless delivery and posting of shipments. Couriers have also been equipped with new, more convenient terminals supporting cashless payments.

Changes have also taken place in the area of truck transport. We introduced an electronic waybill and contactless truck clearance. Most of the team worked remotely, which required modifications to IT systems. This would not have been possible without a good and efficient TMS (Transport Management System), which allowed us to increase the scale of operations easily and quickly.

“Thanks to the implementation of the new TMS system after the COVID-19 outbreak, we were able to introduce the electronic waybill functionality in a short period of time. Documents in a digital version, directly from the TMS solution, are transferred to the application for drivers, thanks to which the entire transport clearance takes place without contact. It seems to me that we were the first on the market to implement such a functionality. This was possible thanks to the extensive capabilities of the platform provided by Omecon. During the pandemic, we worked for several months at full capacity of the system 24 hours a day, 7 days a week, without major difficulties or downtime. During this time we also implemented new functionalities and solutions related to the pandemic in a fast and efficient manner. It is speed and efficiency that are of strategic importance here.”

How important is the business area of linehaul transport to you?

Transport department is the bloodstream of the logistics company. Timeliness and correctness of the flow of goods between branches depends on its efficiency, which is of key importance for the quality of the provided forwarding services. In turn, the heart of the transport department is the TMS system, thanks to which we can ensure the timeliness of collections and deliveries at individual branches in a planned and coordinated manner. The solution is also responsible for handling and effectively managing transport operations of loading and unloading trucks. Our network consists of almost 1,500 trucks and 2,500 trailers used on a daily basis, which illustrates the scale of transport operations in the company. Every month our hauliers cover approx. 12 million km, making us one of the largest transport networks in Poland. In the central sorting office of DPD Poland in Stryków on average 50 sets (semi-trailer and tractor) are handled per hour. Every stoppage in parcel handling operations as well as unloading and loading of trucks has its consequences. A quarter of an hour of delay translates into several thousand unsorted shipments and may even lead to difficulties in the surrounding traffic.

When and why did you start taking action to change the TMS system?

We conducted the first analyses with a view to selecting a new TMS class solution in 2017. This is because we were using a solution written specifically for DPD Polska a dozen years earlier, which did not guarantee sufficient scalability and flexibility. The functionality of that system no longer met our needs, and the performance did not meet the market and technical standards of the time. Even before the COVID-19 pandemic, we had seen a systematic increase in the scale of our operations. So we knew that at some point we would face the problem of insufficient system performance. We also lacked the ability to easily integrate the TMS with specialised solutions supporting our processes, including automation systems.

The desire to change the TMS system was also a result of company policy. We always try to act ahead of actual needs in order to guarantee the best possible customer service. We are focused on eliminating challenges before they actually occur. This approach paid off in March 2020. Our initial focus was on finding an off-the-shelf solution that would guarantee sufficiently high performance and availability. Flexibility was also important. Ultimately, it turned out that in view of the large scale of operations and the specific nature of the transport network, none of the available solutions met our expectations. It became necessary to implement a system tailored to our needs.

An important argument for choosing a solution tailored to us was the fact that in our organization the TMS class system is used on a rotational basis by several hundred people working in 60 branches and 3 sorting plants. We wanted the new solution to be modern but similar to the one used before. In this way, we wanted to avoid a revolution at the level of system operation.

In the end, you chose a solution built on Omecon’s &UP® platform…

The Omecon system provided us with was a new solution whose specification was adapted to our needs and enhanced with the functions we required. A number of factors influenced our choice. Firstly, the solution offered us the expected increase in productivity, as well as security and continuity of business operations.

Last but not least, we appreciated the architecture of the solution and its modular design, which enables relatively easy development of the system’s functionality and implementation of changes according to the new needs of our business. Thanks to the modular structure we can quickly respond to the market needs, and the wide possibilities of integration with other solutions supporting the transport area guarantee additional possibilities of process optimization.

“The TMS-class system built by the Omecon team is today the foundation of DPD Poland’s linehaul transport. It is fed with operational data from systems supporting retail transport operations. It is responsible for the distribution of timetables, generating confirmations of the performed operations, as well as transport orders and shipping documents, and the ongoing handling of parcel transport processes between our sorting centers and branches. It also supports carrier accounting and invoicing. Today it is difficult to imagine the functioning of our company without this solution.”

How do you recall the process of implementing the new TMS? Was the scale of your organisation a big hurdle?

Scale was only part of the challenge. The nature of the processes means that there are virtually no service windows in our business. As I mentioned, any interruption in transport service, and thus in the availability of the TMS solution, poses further challenges in this case. It was necessary to maintain full operational efficiency, therefore we divided the system implementation into two stages. The first one assumed using two solutions in parallel. We duplicated all operations in the existing system and in the tool provided by Omecon. The old solution remained the basis of our operations, while the new one played a supporting role. After stabilizing the new system and getting positive feedback from users, we reversed this arrangement. The new solution became the primary solution and the older one the secondary one. After verifying all operations, we switched off the old system. I think that the whole process – despite its complexity – went smoothly and without major surprises, which I owe largely to the Omecon team supporting us and the specialists from DPD Poland. The production launch of the solution took place in August 2020. All our assumptions about the functionality, performance or responsiveness of the manufacturer were met according to the assumed KPIs and SLA. Possible problems – natural in the case of this type of projects – were eliminated quickly and in a matter-of-fact manner.

Our operational efficiency was also affected by the ergonomics of working with the new solution and the additional functionality and integration possibilities. Having had the experience of working with the &UP system, we realise that in view of the changes associated with the COVID-19 pandemic and with such a scale of operations, if we had stayed with the old TMS system, our operational capabilities would have been limited.

“In terms of process efficiency, the ability to quickly integrate Omecon’s TMS solution with other specialist systems proved very useful. After its implementation, we were soon able to use the functionality of the so-called electronic seal, which was fully integrated with it. As a result, we have up-to-date information on the actual location of each of our trailers at all times. We can control the routes they take and any possible interference with the loading area.”

How has the implementation of the TMS solution provided by Omecon affected the efficiency of your company’s business processes?

Built by the Omecon team, the TMS class system has become the foundation of DPD Poland’s linehaul transport. It is fed with operational data from systems supporting retail transport operations. It is responsible for planning and distributing timetables, generating confirmations of the operations performed, as well as transport orders and shipping documents, and the ongoing handling of parcel transport processes between our sorting centers and branches. It also supports carrier accounting and invoicing.

In terms of process efficiency, the ability to quickly integrate Omecon’s TMS solution with other specialised systems proved very useful. After its implementation, we were soon able to use the functionality of the so-called electronic seal, which was fully integrated with it. As a result, we have up-to-date information on the actual location of each of our trailers at all times. We can control the routes they take and any possible interference with the loading area.

The implementation of the new TMS system at the beginning of the pandemic allowed us to quickly introduce the functionality of another supplier’s electronic consignment note. The digitalised documents go directly from the TMS solution into the driver application. As a result, the entire transport clearance takes place without contact. It seems to me that we were the first on the market to implement such a functionality.

What are your main plans in the area of upgrading systems to support the operation of the transport network?

In the area of transport network management, we are working, among other things, on greater use of automation of the most repetitive operations. We are focusing on unattended check-in processes, streamlining driver services, as well as digitisation of documents. We are aiming for a situation in which the driver of the regular transport lines of DPD Poland will independently enter the area of the transshipment site, check-in in the application, which will guide him to a specific position, but also indicate when to unload one trailer and download the next one. All information will be automatically downloaded from the system, and every step of the service will be verified. In collaboration with the Omecon team, we are also developing a TMS system. Among other things, we are in the process of creating interactive, self-service portals for our branches and hauliers.

“During the pandemic, the role of couriers increased significantly and they became the main intermediaries in current trade flows. Significant increases resulted from, among other things, increased e-commerce activity. Throughout 2020, we transported 193.5 million parcels. This is more than 24% higher than the year before, and in the first half of the year – mainly due to the restrictions introduced in March 2020 – increases reached up to 30%. We had 7,500 couriers working for us every day at peak times. Courier services have in many cases become the only possible distribution channel.”

The interview was conducted by Piotr Waszczuk.

While the globalization index remained unchanged in 2019, estimates for 2020 indicate that the number of global links will decline significantly. The main reason is the coronavirus. However, despite the pandemic, the level of connectivity is unlikely to be lower than in 2008-2009, when we were dealing with the global financial crisis. This is due to the fact that trade and capital flows are already returning to their early-2020 levels.

Poland is ranked 41st in the latest edition.

DHL and the NYU Stern School of Business have published the 7th edition of the “DHL Global Connectedness Index (GCI) 2020” report. The material is a collection of information on international trade, capital, information and human flows. It is also the first comprehensive assessment of globalization during the CoViD-19 pandemic. Poland is ranked 41st in the latest edition. The Netherlands, Singapore, Belgium, the United Arab Emirates and Ireland are currently the most “connected” countries in the world.

Fast and safe medical logistics depend on global links.
While the globalization index remained unchanged in 2019, estimates for 2020 indicate that the number of global links will decline significantly. The factors that have the greatest impact on this situation include the closure of borders, travel bans and the grounding of passenger airlines. However, the level of connectivity is unlikely to be lower than in 2008-2009. This is due to the fact that trade and capital flows are already returning to the early-2020 levels. During the pandemic there was also a big increase in the flow of data because people turned personal contacts into online interactions.

“The ongoing crisis has demonstrated the importance of international links because they keep the global economy going, provide people with livelihood and support companies in trade. Connected supply chains and logistics networks play an essential role in maintaining connectivity and globalization. The transport of covid-19 vaccines that need special conditions is an example. To ensure their distribution, fast and secure medical logistics is essential, the effectiveness of which depends on the network of global connections,” argues John Pearson, the CEO of DHL Express..

The “DHL Global Connectedness Index 2020” report shows that globalization has not collapsed in 2020 but has only changed, at least temporarily, the ways in which countries are connected. In the overall ranking, Poland took the 41st place, which indicates that we still have room for promotion. “It is generally known that countries with well-developed networks of international connections are developing more dynamically and will come out of the pandemic faster”, comments Tomasz Buraś, the CEO of DHL Express Poland. “It is worth adding that, in many ways, the world is less globalized than we think. For example, foreign direct investment flows account for 7% of the global investments in production. Also, about 7% of the total time of phone and IP voice calls is international and only 3.5% of the interlocutors live outside their homeland,” he adds.

CoViD-19 tests globalization

The pandemic has affected many areas of globalization. The lockdown and the travel ban, as expected, have caused that far fewer people move. The “DHL Global Connectedness Index” shows that the population flow continues to decline. According to UN estimates, the number of people traveling to foreign countries fell by 70% until the end of 2020 and returned to the 1990 level! Moreover, the situation of international tourism is unlikely to improve before 2023.

The transfer of capital is also much smaller than before the pandemic, although the swift and decisive reactions of governments and central banks are stabilizing this situation. According to UN projections, the decrease in this area will be around 30%-40%. This applies to foreign direct investment, new investments, acquisitions of companies or business development abroad. However, there were similar declines in 2001 (-43%) and 2007-2009 (-35%).

declines in 2001 (-43%) and 2007-2009 (-35%).
This is not the case with trade, capital and information flows. These remain at very good levels. Already in August, the level of international trade practically returned to the pre-pandemic levels, recording only a 3-4% decrease. However, there were exceptions: the exports of personal protective equipment increased by 92% in 2020. In this case, it is worth noting that international trade has become the foundation of the global economy.

The best situation is for the flow of digital information. The pandemic has moved many activities, such as work, fun and education, to the online environment. This has led to a double-digit growth in the global online traffic. From mid-2019 to mid-2020, it increased by 48%, and for international calls the increase was 20%.

Europe is the most globalized region of the world

In the ranking of the most “connected” countries, the Netherlands comes first. Singapore, Belgium, the United Arab Emirates and Ireland complete the top five. It is also worth noting that Singapore is the leader in the ranking of international flows in relation to domestic activity. Europe, the leader in trade and movement of people, is the world’s most globalized region. The Old Continent is home to 8 of the 10 most globalized countries in the world. We should also mention North America which is the leading region in terms of the transfer of information and capital.

In addition, Cambodia, Singapore, Vietnam and Malaysia are on the list of economies that far outperform other international flows. At the same time, regional supply chains are the key factor in the development of Southeast Asian countries. The “DHL GCI” has been monitoring globalization in 169 countries and territories around the world since 2001. More than 3.5 million data points are used for this purpose. This makes it possible to measure the global linking of each country. This factor is measured based on the volume of international movement in relation to the size (depth) of the national economy and the extent to which international traffic is globally distributed or narrowed.

A world where the ubiquitous technology has solved all current problems, a zero-growth world or a world without sufficient international cooperation. These are the scenarios for the future outlined in the new “Logistics 2040” report published by FM Logistic CE in cooperation with experts from 4CF specializing in strategic foresight. The report encourages a discussion on the future of logistics and its role in Europe’s economy over a 20-year period.

The scenarios are based on an analysis of industry insights, existing scientific literature, as well as in-depth discussions with FM Logistic experts. Then, 4CF specialists defined 3 possible global development directions that will have an impact on the logistics sector.

Scenario 1: The world of hi-tech

Most of the problems of 2020 have already been solved by extraordinary technological advances. It is a vision of the world that combines production closely with logistics. The services available to logistics operators will be highly specialized.

Main hypothesis: By 2040, logistics companies will absorb many manufacturers of basic goods and end-of-life value chain links: reuse, recycling and regeneration, making their impact on the consumer goods market essential and, at the same time, offering the most desirable circular model with reliability close to the statistical ideal.

Competitive advantage factor: having algorithms to optimize AI and autonomous navigation technologies.

Scenario 2: The world of “zero growth”

The economy and society are subordinated to the fight against the climate change. This world demonstrates the effect that sustainability and social capital will have on the economy, including logistics operators. Thanks to zero-emission transport systems, logistics will play a decisive role in the development of green cities and will enable companies to achieve climatic neutrality.

The main hypothesis:By 2040, logistics will play a decisive role in enabling its clients to achieve climatic neutrality, which is a necessary condition for access to the markets of developed countries. This is a very demanding world for logistics companies.

Competitive advantage factor: Expertise in sustainable solutions and in supply chain building; ownership of licensed infrastructure for autonomous tunnel transport systems; networks for contact with local suppliers

Scenario 3: The world where the level of international cooperation is insufficient

As a result, we are unable to successfully develop and solve the most important global problems. This world is a vision of concentrating logistics in the hands of the strongest players, whose advantage will be the ability to obtain appropriate certificates and environmental and operating licenses. By 2040, logistics companies will operate based on concessions, therefore only the largest organizations will be able to offer access to all distribution channels and e-commerce.

The main hypothesis: By 2040, the free trade system, including the EU’s internal market and the free movement of goods, will be eroded, leading to a logistics crisis and a to a re-distribution of roles.

Competitive advantage factor: Ownership of transport infrastructure and concessions; ownership of storage facilities; marketing and optimization skills

The logistics market in all three scenarios is very different from what we know today, and it is only 20 years away from our time. The scenarios show a panoramic view of the world of the future. Their goal is not to give all the answers. Instead, they should intrigue and encourage new questions that would not have come to our minds before

“Logistics affects almost all sectors of the market today, and its development is almost synonymous with change in many other areas for which it is an important part of its operational activity and business model. Our intention is that the development of the ‘Logistics 2040’ is a challenge to previous assumptions, prompting us to think about how trade and logistics can develop and inspire the search for innovative solutions for the future,” argues Daniel Franke, the Managing Director of FM Logistic CE.

The scenarios in the “Logistics 2040” report should not be considered as forecasts for the future. They are variants of the future that pose the greatest challenge for logistics operators and their clients. These are versions of the world of the future that may require huge investments, bold changes in business models, establishing or strengthening strategic partnerships, gaining new competences and continuous development.

The “Logistics 2040” report is available online at info.fmlogistic.com/Logistyka_2040.

4CF is a Polish company specializing in advanced strategic foresight. It explores the future to help customers make right strategic decisions. The company prepares strategic analyses and development programs, monitors early signals of market developments as part of cyclical reports and implements comprehensive projects related to trend analysis, development or updating of R&D strategies and plans.

FM Logistic Central Europe is part of the FM Group, a global leader in logistics solutions established in France, present on 3 continents, in 14 countries around the world. FM Logistic CE has 17 logistics platforms, 30 transshipment warehouses and employs more than 5,500 people. It has a total of more than 750,000 sq. m of warehousing space and a fleet of around 2,500 vehicles.

PwC, at the invitation from the Polish Transport and Logistics Employers’ Association Poland (Związek Pracodawców Transport i Logistyka Polska), has prepared a report aimed at summarizing the expected directions of development of the Polish road hauling industry over the next 10 years.

“Since 2015, when we published the ‘Driver Labor Market’ report, changes in the industry have started to pick up momentum. The dynamic growth of the tonnage and transport work continues and, as a result, we have a shortage of drivers. Today, Polish carriers should prepare for further challenges in the law (including the provisions of the ‘Mobility Package’) and in technologies (including specifically the digitization and the autonomous transport). Given the diversity of anticipated changes, this report organizes their different dimensions to identify the most likely scenario for the development of the industry,” wrote the report’s authors.

In the years 2018-2022, the road transport industry can expect an aggregate increase in the volumes by almost 23% (in terms of the tonnage of goods transported). The Polish road hauling industry is currently at the peak of its growth phase. Its tonnage is estimated to increase from around 1.17 billion tons in 2018 to around 1.44 billion tons in 2022, with an average annual increase of 5.3%. The dynamics of the transport work done by Polish carriers in 2018-2022 will be positive, but will start to slow down due to the expected deceleration of economic indicators affecting the industry. So far, the international transport segment has been developing faster than the domestic one. After 2022, this trend may reverse due to the changes to EU law set out below. In the longer term, the growth can be expected to continue to slow down both domestically and internationally, particularly if the risk factors identified in the report materialize.

Industrialization of the transport, forwarding and logistics (TFL) industry vs. autonomous vehicles

One part of the report produced by PwC and Employers’ Association is devoted to the technological revolution as a factor of change in the road transport industry. Among others, the authors foresee a growth of importance of the vehicle autonomy and of the development of alternative vehicle propulsion systems. “Industrialization will be the fifth force that will revolutionize the road transport of goods and will reduce the gap in availability of drivers in Poland over the next decade,” argue the authors of the report. The transformation of the industry from the conventional into the industrialized one will be due to two technological factors:

1.Autonomy of vehicles

Autonomy of vehicles will reduce operating costs by around 15% until 2025, and potentially even by around 28% around 2030, compared to 2016, as a consequence of lower labor costs. It will also contribute to a decrease in the demand for drivers and an to increase in the demand for specialists involved in the operation of autonomous systems (in the fields of programming, configuration, maintenance and day-to-day supervision).

2. Development of alternative drives

The development of alternative drives will align the industry with the increasing CO2 emission requirements and reduce transport costs in the long term, but this impact will be observed no sooner than in 2025. In the short term, the Diesel engine will remain the standard, as it currently dominates the industry. In last mile transport, including in urban areas, vehicles with electric motors and CNG motors can be expected to gain on popularity faster, while long routes can be expected to switch to CNG as the fuel. The hydrogen propulsion in the road transport of goods in Europe is currently in the testing phase.

The development of new technologies involves high investments, so the autonomy and new drive solutions will be more readily available to large carriers with larger financial potential, which may be a factor increasing the level of concentration in the industry. However, the use of autonomous vehicles to a larger scale should not be expected before 2025. For the same reason, they can be expected to be used more widely first outside urban areas (on motorways) and in closed areas. In the middle of the next decade, partial autonomy in the form of convoys of vehicles, with one driver driving several vehicles, will become popular. Only closer to 2030 will it be possible to observe the deployment of fully autonomous vehicles on a larger scale.

The technological revolution as a change factor

According to PwC analysts, the road transport industry is facing a transformation in the areas of digital technologies, automation, development of alternative drives and solutions in the field of software and telematics. Smaller carriers may not have access to new solutions due to limited resources.

According to PwC’s “21st CEO Survey”, as many as 68% of CEOs and directors of global transport and logistics companies expect that changes in the key service delivery technologies will have a breakthrough impact on their business. The expected impact of the technological change is unprecedented. Given that significant technological developments have not been observed in recent years, apart from the increase in engine efficiency and in transport volumes.

The Diesel engine, which has been in use for decades, is the standard in the road transport industry in the EU-28. According to ACEA’a data, in 2016, Diesel vehicles accounted for more than 96.1% of vehicles with DMC >3.5 tons in the EU-28. Interestingly, this figure has increased from 95.5% in 2015, which means that the Diesel engine continues to be the main solution in Europe.

So far, the lack of technological advances in road transport has been linked to opportunities for dynamic growth, which have so far not required technology. It is only the current increase in costs and the shrinking of margins in the industry that is becoming the reason why companies are looking for technological solutions, starting with digitization.

The analysis of the current technological solutions has made the following observations on the road freight industry:

1. The basic digitization has three dimensions: computerization of the transport industry in the area of internal processes; platformization of service sales, including automation of processes at the interface with the client; the emergence of digital giants – large distribution companies, such as Amazon, which have developed large-scale operations through the digitization of their sales processes and through the platformization, and which now begin to exert pressure on logistic service providers.
2. Implementation of more advanced digital solutions – such as smart transport systems or block chain solutions (after 2023), will be possible based on the basic digitization
3. The autonomy of vehicles will have a huge impact on the market, reducing transport costs by up to 28% (in particular due to savings on the cost of employing drivers) in the post-2025 perspective. However, it will take 5 to 10 years for technological solutions in this area to reach maturity.
4. An extensive use of alternative drives can be expected in Poland over a period of more than 5 years, while further reductions in fuel consumption in conventional engines will be hampered by the process of its optimization in the last two decades.
5. New technologies for the transport of goods may increase availability of cargo space, reduce costs and optimize labor costs, although they will not be as important for the cost-effectiveness of the industry as autonomy or alternative drives.

The digitization of the transport and logistics sector is already taking place and will continue to progress over the next 10 years, increasing revenues of transport companies, reducing costs and improving quality of services for clients.

The transport and logistics sector has a huge room for development through digitization, as the technologies the sector relies on are already mature, which can be seen in the examples presented later in this chapter. The digitization is no longer just about administration, accounting processes and internal processes. It also enters the sphere of creating new business processes (e.g. related to the control of physical conditions in the transport process, electronic clearance of goods in terminals) and even affects the change in the way the sector cooperates with its customers and concludes contracts (seen in the “platformization” of service transactions).

Transport companies use digitization to increase their revenues, simplify processes, transform services, products and business models, and reduce the impact of the lack of adequately skilled workers.