Trinity Logistics, a leading, nationwide third-party logistics provider (3PL), is pleased to announce the appointment of Klaus Luhta as In-House Counsel. Luhta, who has served as a Freight Agent with Trinity Logistics for almost five years, transitions into this vital role with a wealth of experience and legal wisdom.  

In his tenure as a Freight Agent, Luhta demonstrated exceptional skills in contract negotiation, risk management, and compliance. His ability to navigate complex legal matters has been a significant asset to Trinity. His legal career is marked by his previous roles as Chief of Staff, Director of Government Regulations, and Attorney specializing in maritime law. He holds a law degree from Cleveland State University and is a licensed attorney.

“I wanted to get back to the practice of law,” said Luhta. “I learned all the parts of the logistics business during my time as a Freight Agent and felt like I could combine that knowledge with my legal expertise to help make a difference at Trinity.” 

“Trinity was looking for a quality individual to serve as our In-House Counsel over the past few years, and then we found the perfect candidate in Klaus,” said Doug Potvin, Chief Financial Officer. “His background in transportation including his ownership of a trucking company and acting as a former Freight Agent brings experience to our Team from a perspective of risk, legalities, and negotiations, which will benefit Trinity tremendously over the years to come.”

As In-House Counsel, Klaus is passionate about contributing to Trinity’s growth and success. He aims to provide robust legal support, offering practical solutions and fostering a culture of compliance and ethical behavior. His focus will be on building and maintaining strong relationships with key stakeholders across all levels of the organization, ensuring that legal risks are identified and mitigated effectively. 

“Years ago, when I visited the Trinity offices for the first time as a Freight Agent, I met Sarah and the Team, and I knew I would be working with this company in some capacity for a long time,” continued Luhta. “There is nothing like this anywhere. I don’t know if people realize how lucky we are, and I am happy and grateful to be here with this Team, at this time, forging history in the most exciting sector of the transportation industry.”

Klaus’s extensive background and commitment to excellence make him a perfect fit for this role. Trinity Logistics looks forward to the continued success and growth that Luhta’s expertise will bring to the company. 

About Trinity Logistics

Trinity Logistics is a Burris Logistics Company, offering People-Centric Freight Solutions®.Our mission is to deliver creative logistics solutions through a mix of human ingenuity and innovative technology, enriching the lives of those we serve. 

For the past 45 years, we’ve been arranging freight for businesses of all sizes in truckload, less-than-truckload (LTL), warehousing, intermodal, drayage, expedited, international, and technology solutions.

We are currently recognized as a Top Freight Brokerage by Transport Topics, a Green Supply Chain Partner by Inbound Logistics, and holds a silver sustainability rating by EcoVadis.

The time has come to implement a transportation management system (TMS). You’ve prioritized TMS capabilities, analyzed vendors, and sat through several system demos. Finally, everyone has come to an agreement and selected a TMS provider. Now what? 

Next comes the implementation phase of the TMS, which frequently involves integration. For most companies, the integration component consists of integrating with external carrier partners to transmit load tenders, receive tracking messages, and retrieve invoices. But the “heavy lift” with integration usually involves the interaction between your company’s internal systems and the TMS software. 

By following these five steps I’ve outlined for a TMS integration below, you can make what normally is a heavy lift into light work!

1. Assemble the Project Team

This sounds simple, but sometimes, it can be the most challenging part of the process. It can be tricky to gather each Business Process Owner (BPO) into a room or on a call to get their input. 

Involving all key stakeholders from the get-go is essential. Each BPO can help assemble a complete picture of how the TMS software will support each business unit. It also ensures you identify any potential integration touchpoints between systems that may add value to your transportation process. These stakeholders typically will include the following groups:

Upper Management

The most successful TMS integrations include someone that serves as a project sponsor. They emphasize the importance of the project, ensure all engage in discussions, and serve as final decision-makers in prioritizing integration processes.

Logistics

If your organization has a formal logistics department, they must be in the kick-off meetings. If there’s no formal logistics department, then identify those team members that have the most working knowledge of your transportation processes.

Warehouse

Those in the warehouse can communicate any specifics about shipping the product. This may include how orders are communicated to them, what documents are needed to support the shipment, and which systems they interact with (such as a warehouse management system – WMS) to notate information like planned vs. actual shipment details.

Customer Service

When integrating your internal systems with the TMS, the customer service team is usually the best resource to describe their order entry process in your company’s order management system (OMS). Having a thorough understanding of this process ensures all relevant fields needed to create a shipment is captured. Additionally, any nuances surrounding the order entry process must be discussed regarding various order types (sales orders, purchase orders, transfers, etc.).

Accounting/Finance

A big chunk of time saved with a transportation management system is the audit and reconciliation of freight invoices. If the TMS integrates with your company’s OMS or account software, you can drastically reduce the time it takes to process an invoice. Your accounting team will need to share their input on topics like GL coding rules, tolerance limits for auto-approval of invoices, or the application of required vendor codes. All this will help guide the data requirements that support an AP integration of the TMS software.

IT/Development/TMS Support

Any integration discussions need to include your technical folks. These may consist of your internal resources but can include external vendors or third-party resources that support the processes. Most TMS providers should be able to provide an integration support team. This can consist of a solutions architect, a technical account manager, and a sales support resource. They are vital to understanding the full capabilities and limitations of the TMS software from both an end-user perspective and integration capability standpoint.

2. Map Out Current vs. Future State

Current State

Now, the real work towards a successful TMS integration begins. 

You’ll first want to map out your existing supply chain processes. These could be part of the “order-to-cash” cycle, the manufacturing cycle, or a replenishment cycle. Really, anywhere in your processes you transport things from point A to point B. The key processes for a TMS integration generally happen between an order being entered (which might go into an OMS) and the payment of a carrier’s freight invoice. 

From an integration standpoint, most of your time will be spent on this order entry process. Why? Because most of the data that will be transmitted to your TMS is from the shipment import process. 

On the surface it sounds easy. You just need pickup and delivery addresses, item details, target dates, and maybe a couple of other fields sent to the TMS to create a shipment…right? But it’s not always that simple. 

Every shipper has different nuances when entering this information into their OMS. Also, not all order types get entered in the same way. Some data may live in other tables or a completely different system altogether. Fields may be used differently from one order type to the next, and the data may not be accurate (such as stored items, weights, and dimensions). 

This in-depth process mapping discussion with your assembled project team will help bring these things to the surface. It will also help identify any other potential “touchpoints” that need to occur between systems to make your future transportation management processes more efficient.

Future State

Once you’ve mapped out your current state, you can begin working on what you want your future state to look like. 

Your future state will guide the scope of work, answering the question, “What do we want our transportation process to look like once the TMS is integrated?” Generally, as you discuss your current state, the answer to this question naturally comes into focus. 

With all the notes and takeaways of your current state discussions, your TMS support team should provide most of the input of your anticipated future state. A key output should be a depiction via a process swimlane diagram. This will describe any interaction points between the TMS and your internal systems. The most common integration processes that we see when going through a TMS implementation are:

Shipment Import

Importing order details from your OMS into the TMS to create a shipment. This includes required fields, such as:

• ship-from/ship-to names,
•  pickup and delivery addresses, 
• item details, 
• expected ship and delivery dates, 
• and required accessorial services.

Load Return

The “load return” contains data associated with the load in the TMS that would be beneficial to capture, particularly from a customer service or customer invoicing standpoint. This includes:

• the selected carrier, 
• selected freight rate, 
• transit days, 
• tracking numbers, 
• and load status messages such as pickup or delivery dates/times. 

Shipped Data Import

After the carrier is loaded at the shipping facility, clients often request that the load be updated in the TMS with the resulting shipped date/time, shipped quantities, and loaded weight. This can be useful when generating detailed item reporting in the TMS. This data system of record (SOR) is usually in your WMS but can also live in your OMS.

AP Return

The “AP return” contains approved AP details as freight invoices are audited and approved for payment in your TMS. This includes values such as; 

• the invoice number, 
• invoice date, 
• vendor ID, 
• settlement total, 
• GL codes, 
• and other reference data. 

Clients often consume this data in their accounting software., Most companies use their OMS and accounting systems within the same application.

3. Compile Integration Requirements

It’s time to start getting into the nuts and bolts of the integration processes that your project team has identified. 

The first decision point is whether you will take an “all or nothing” or a phased approach to the TMS integration. The “all or nothing” approach means you’ve decided not to go live with the TMS until all integration processes are ready for deployment. Some companies may have no choice but to take an all or nothing approach. Perhaps they have a deadline to sunset an existing application, limited project support resources, or they feel that buy-in to the new process may be at risk if everything isn’t completed before going live.

I like to recommend that companies take a phased approach to TMS integration when possible. Typically, integrating a TMS takes up most of the time to the overall project. Taking a phased approach significantly reduces that timeline. With a phased approach, users spend a few weeks or months working in the TMS. With that time, they usually have a better idea of which integration processes should take priority in later phases. 

Regardless of which approach you decide to take, it’s important to ask the question, “Will this save us time and add value to our transportation process?” It seems obvious that a company wouldn’t move forward with a TMS integration project unless it adds value. Still, at Trinity, we’ve seen many instances where a company spends time and effort integrating systems only to say later, “We don’t rely on that process to manage our workflow” or “I forgot that we had this process in place.” A phased approach helps prevent that from happening.

Transmitting the Data

Once you’ve identified which integration processes will move forward, you’ll need to determine how the data will be transmitted between systems. The most common methods are via file transfer (using an SFTP or AS2 connection) or using an API. 

File transfer can include .xml, .csv, .json, or EDI X12 formats. Some companies even have their own custom-built formats as well. 

Transmitting data via an API may involve connecting to your TMS’s API to send or retrieve data. Your TMS provider could also be able to connect to your company’s own internal API. Regardless of which method you choose, I like to recommend following the path of least resistance. 

In other words, what existing processes do you already have in place that you can piggyback on to accomplish your stated end goal? For example, if you’re already receiving an EDI 850 (purchase order) from your suppliers, you may also be able to use this same file to send shipment details to your TMS. 

Your BPOs, TMS solution architect, and internal technical resources should be able to decide the best approach.

The EDI vs. API Debate

If you were to Google “EDI vs. API” you may get mixed opinions on the value of each approach in a TMS integration. Some commentators may go so far to say that EDI (X12) is “dead” and APIs are the best option for transmitting data. Others will say that EDI has been around forever and it’s not going away anytime soon. 

The truth is that both approaches have value when integrating TMS software. Now, I don’t want to get too far into the weeds explaining the downsides and advantages of each method. There are plenty of resources online if you’re curious. But I do want to outline a few questions you can ask to help find the best approach for your business:

• What type of data transmission methods do we already have in place? Can we reuse any of these to integrate with the TMS?
• If we have any methods currently in place, how flexible are they? If we need more data down the road, can modifications be made easily?
• What is the volume of the data being transmitted? Will we need to send large volumes of data? Or can we send and receive a select handful of fields?
• What is our requirement on the timing of the data? Is it vital that it gets sent/received as quickly as possible, or can there be a delay of a few minutes (or even a few hours)?
• Does the TMS provider have a preferred method for sending and receiving data that allows us to go-live faster?

The answers to these questions will help guide which approach to take toward your TMS integration. 

4. Prep for Go-Live

Testing

Once the integration requirements and initial development work are done, it’s time to prepare to go live. 

A significant component of this preparation involves thorough testing of any integration processes. Any technical resources involved in the project will need input from the BPOs to help devise a good test plan. Answering some of the questions below will help your team develop a plan for testing.

• What is the approximate volume of records we need to test before we feel the TMS integration is working as expected?
• What are the different order types that we need to test? Are there any nuances specific to our business that we need to account for? 
• Who needs to provide the final sign-off to confirm that everything is working as it should?
• Based on what we uncovered in our current and future state discussions, are we accounting for every possible scenario?

Process testing can be a balancing act. You don’t want to get too bogged down with testing that it delays the implementation of the TMS software, but you also want to make sure that go-live doesn’t end up being a disaster. Maintaining an engaged project team and openly communicating with all resources can help you figure out where that “sweet spot” lies.

Hypercare Plan

In addition to a test plan, you’ll also need a plan for hypercare. “Hypercare” refers to the period after the go-live where project team members must maintain heightened attention towards the process. These are some of the things you’ll need to consider in the hypercare phase of the TMS integration.

• The methods of contact should something go wrong. Who needs to be contacted for a particular issue? 
• What will the communication process entail if an issue arises or if changes need to be made?
• How will issues, requests, or bugs will be triaged?
• What is the process for collecting feedback from BPOs and end-users?

Internal and External Communications

Planning for communication with your internal stakeholders and external partners for the go-live is essential. 

Any internal users affected will need to understand how their day-to-day workflows may be impacted. Have a resource that’s ready should anyone not be receptive to the change or have a lack of understanding. This person can help by providing further training or support to ensure a successful adoption of the TMS. 

Your decision to implement TMS software should also be communicated to your external partners. This can include your vendors, carriers, and customers. They should understand any expectations you have prior to final implementation of the TMS, particularly if it impacts the collection of data needed to support any integration touchpoints. Ensure they know your expected TMS go-live date and provide any training as needed to support a smooth rollout.

5. Time to Flip the Switch!

Congratulations! You’ve finally reached the exciting part – flipping the ON switch to your new transportation management system. With your new TMS fully integrated, get ready to see your transportation processes become more efficient and streamlined. Expect improved visibility, better data insights, and enhanced coordination across your supply chain. This implementation means less manual work, fewer errors, and more time to focus on strategic tasks. 

Welcome to a new era of logistics management, where everything runs smoother, faster, and smarter. Your logistics operations just got a whole lot more exciting! 

ABOUT THE AUTHOR

Chris McAvoy

Director of Managed Services

With 22 years of experience at Trinity Logistics, Chris McAvoy has grown from a Logistics Specialist to his current role as Director of Managed Transportation. Along the way, he’s honed his expertise in various positions, including National Accounts Manager, Pricing Manager, and Solutions Architect.

Chris holds several certifications including Certified Transportations Broker (CTB), Certified Supply Chain Professional (CSCP), and Project Management Professional (PMP).

In his role, he leads system integration projects, onboards new Managed Transportation clients, and drives supply chain improvement initiatives. Chris thrives on working closely with customers, uncovering innovative solutions to elevate their logistics operations.

What’s a BDR? What does LS mean? What does an Account Manager do?

If these terms sound foreign to you, don’t worry. You’re not alone! Our Recruiting Team often fields these kinds of questions from those interested in Trinity Logistics careers.

Trinity Logistics is a nationwide company supporting thousands of shippers, carriers, and hundreds of Freight Agents. Over the years our Team size has grown to properly serve these needs, resulting in the expansive Trinity Team we have today!

While that alone may be overwhelming, it means we have MANY opportunities for you to find your ideal career here! But fear not; we’re here to break it all down and help you find your perfect fit.

Trinity Logistics Careers

• Sales and Operations
• Administrative Services
• Technology
• Other Departments
• Benefits

Sales and Operations

At the core of Trinity Logistics is the mission to arrange shipments between shippers and carriers. This is where most people will start their journey with us. They are our largest Teams and most often have job openings. These positions are also a great starting point if you’re new to the logistics industry.

Typically, roles in this department work with one of our two core clients—either shippers or carriers.

Sales – Shipper Focused Roles

Do you enjoy a little competition? Are you interested in having unlimited commission potential on top of a base salary? A sales career path at Trinity may be for you!

Most begin their journey in sales as a Business Development Representative (BDR). This role focuses on lead generation through prospecting, building, and maintaining shipper relationships. 

With experience and skill development, BDRs can advance into the Account Executive title, where their primary task is to keep and grow existing accounts. Career growth opportunities include Business Development Team Lead or Sales Executive.

Operations – Carrier Focused Roles

Are you a great negotiator? Do you enjoy creating strong connections while providing stellar communication? If you love seeing through a task from start to finish, our Operations track could be just for you!

Many Team Members start as Logistics Specialists (LS) or Logistics Assistants. These roles primarily book shipments with carriers, build and maintain their carrier relationships, track and trace shipments, solve problems, and maintain open and timely communication.

After gaining experience and meeting performance goals, LSs can advance to positions like Carrier Sales Representative, Account Manager, Operations Team Lead, or even Director of Operations.

Consider yourself more of a night owl? Awesome! We also have an After-Hours Team offering you unique, around-the-clock opportunities.

Administrative Services

Do you love providing people with a great experience? If making someone’s jaw drop from your sheer excellence and attention to detail motivates you, then our Administrative careers will bring you the satisfaction you seek.

Our Administrative roles are the second most commonly hired positions at Trinity. These roles handle back-end office tasks or projects and are crucial in maintaining our exceptional customer service while assisting our overall operations.

Teams that may need roles filled occasionally can include Billing, Accounts Receivable, and Customer Service. These Team Members will assist our Carrier relationships with getting paid, invoice our Shipper customers, help our Claims Team as needed, and create an all-around positive experience for our clients.

Team Members in these roles can expect to grow into senior and leadership opportunities such as Team Lead or Director.

Technology

Our next largest Team for hiring is Technology. In this day and age, first-class connections and visibility are essential, so these Team Members help provide and support the highest level of available technology software and applications to our internal Team and external clients. Technology Team Members will perform tasks such as developing and supporting our software, analyzing data for better decision-making, and coming up with innovating new solutions.

This Team includes all kinds of tech-savvy roles like Engineers, Analysts, and Data Scientists. Our recruiters are looking for more specialized backgrounds and experience in these roles. Often, we’ll require at least an educational background or prior experience in the technology field.

Career growth opportunities can include promotions to senior and leadership positions.

Other Departments

But that’s not all! We also have many other smaller Teams that, while not hiring as frequently, are just as vital to our success. These include:

Finance

Manages all financial aspects of the business.

Claims

Handles any potential freight claims, working to resolve shipment issues.

Education

Provides training and development resources to empower Team Members and enhance skills.

Recruiting

Sources and hires talented individuals to join and grow the company.

Agent Support

Assists Freight Agents with tools, training, and resources to ensure success.

Marketing

Promotes the company through branding, advertising, and strategic campaigns.

People Operations

Focuses on employee well-being, Human Resource functions, and fostering a strong company culture. 

It’s also important to note that not all career growth is vertical! Many of our Team Members begin their career in one department and work their way to another, finding their perfect fit along the way!

Find Unlimited Potential with Trinity Logistics Careers

As you can see, countless opportunities exist to find what you love and excel at Trinity Logistics. Whether you’re just starting to figure out your place in the working world or know precisely where you want to be, we want to help you find joy in your day-to-day work while seeing long-term success.

Besides all our incredible job opportunities, Trinity offers our Team Members a supportive environment that encourages you to be creative, collaborative, and experience growth. Our long-lasting People-Centric culture is built on a history of values focused on family and servant leadership. You’ll notice and appreciate this in many of the perks that come with the job, like:

• Uncapped incentives
• Mentorship programs
• Full medical benefits
• Wellness program
• Ample paid time off
• 401k match
• Tuition reimbursement
• FUN team-building activities
• Strong focus on internal advancement and promotion from within
• And much more! 

See? Your best, authentic self is within reach.

Are you ready to find out just how great you can be?

Stay connected! Follow/like us on social media!

Stay up to date on the latest information on conditions impacting the freight market, curated by Trinity Logistics through our Freightwaves Sonar subscription.

Tariffs, Trends, & Trade Routes 

With the new administration in place, there has certainly been no shortage of headlines. Many have asked what the impact is, or potentially will be, on the freight market. I think many are leery of making changes to projections or providing advice on how to pivot because what happens today can turn on a dime tomorrow when it comes to U.S. policy.   

The one thing that appears certain is that many retailers pulled their inventory ahead in anticipation of tariffs being enacted. The last four months have seen a volume that outpaced the prior year. Figure 1.1 shows the container volume for Los Angeles (blue line) versus the port of New York/New Jersey. Particularly, the West Coast has seen an influx driven not just by the pull forward of volume, but the uncertainty with labor relations at the East Coast ports shifted volume west during the latter part of 2024 and early ’25. 

Unlike what was experienced several years ago, that increase in import volume has not translated to over-the-road moves. Figure 2.1 shows the last six months of volume handled by trucks out of the Los Angeles area versus the volume that has found its way to the rails. Unlike ’21 and ’22 when rails were a bit of the bottleneck for freight movement, they are much better positioned this time to handle the increase in volume. You can clearly see the gap in volume for rail (white line) versus truck (blue line), especially since early October.     

Speaking of imports, there appears to be a normalizing of the cost to procure containers for movement of goods into the U.S. Looking at Figure 3.1, the cost of a freight container from China to both the left and right side of the United States has retreated from its high during the summer months and shows a leveling out. Much of this is due to the decline seen in nefarious activity in and around the Red Sea. As calm has returned, ships are now able to utilize this corridor for transit, it has shaved transit times which in turn has opened up more ship capacity globally.  

Price Hikes Ahead?

Finally, while tariffs have been the talk recently, certainly the who, what and when has been in a state of ebb and flow, one item that is not getting as much press is the scrapping of the de minimis exception. This has long been a shipping loophole for retailers that thrive on low-cost goods (think Temu or Shein). Unlike many retailers who paid millions, hundreds of millions, in duties and taxes, the companies of Shein and Temu paid a whopping $0 for all of 2024. This move now requires basically all inbound shipments to the U.S. to be subject to duties, taxes and processing fees, which has the potential to shift the landscape for companies that were able to thrive in this market.  

As example, a good costing $50 once it got to the end customer was still only $50. With de minimis not in play, a $50 good could avoid fees that would almost double when you factor in the additional costs. What remains to be seen is how these increased costs are handled, but the most likely scenario is the end consumer absorbing the bulk of those costs. Typically, producing these low-cost goods in China comes with stiff competition and razor-thin margins, leaving manufacturers and shippers unable to absorb the increase.

Stay Up To dAte

Looking for a more frequent update? Subscribe to our newsletter and receive the top five logistics articles of the week every Friday morning by selecting “Weekly News Update” when you select your preferences.

Trinity Logistics, a leading third-party logistics (3PL) provider, is thrilled to share the company has received a silver medal sustainability rating by EcoVadis, a trusted global provider of business sustainability assessments. This recognition marks a major milestone for Trinity, reflecting progress from the bronze medal rating received in 2023, and places the company in the top 15 percent of all organizations assessed in the past year.

Over 1,000 enterprises rely on EcoVadis to assess and manage sustainability practices within their supply chain. EcoVadis evaluates sustainability practices across its four key areas of Environment, Labor and Human Rights, Ethics, and Sustainability Procurement. Trinity made impressive strides in each category, achieving an overall score improvement from 55 to an outstanding 74, placing them in the 94^th percentile of all companies.

Key Category Improvements

• Environment: +10 points
• Labor and Human Rights: +20 points
• Ethics: +20 points
• Sustainable Procurement: +30 points

This growth was driven by initiatives such as setting a five-year goal commitment to reduce emissions with the company’s motor carrier relationships and sourcing sustainable materials for company promotional items.

“Trinity Logistics is pleased to report an improvement from a bronze to a silver medal rating following the most recent EcoVadis assessment,” said Kristin Deno, Operational Risk Analyst at Trinity. “The EcoVadis scorecard shows where we sit currently and highlights areas where we can expand our efforts on the path to sustainability. This annual assessment has been very beneficial to keeping track of our sustainability initiatives as a whole while also helping us find opportunities for improvement, as shown from our 2023 to 2024 rating change.”

As part of the recognition, EcoVadis will plant a tree in Trinity’s name through their partnership with One Tree Planted, further contributing to global reforestation efforts.

Sustainability has been a long cornerstone of Trinity’s operations. Since 2009, the company has been a proud partner in the American Chemistry Council’s Responsible Care® program, which involves staying committed to improving company performance through community awareness, security, distribution, and pollution prevention. Additionally, the company is an active participant in the Environmental Protection Agency’s (EPA) SmartWay Program, focused on reducing greenhouse gas emissions and air pollution caused by freight transportation.

“We are honored to receive the silver rating from EcoVadis, recognizing our commitment to sustainable business practices,” said Sarah Ruffcorn, President at Trinity Logistics. “We recognize the vital role we play in the supply chain and our Team works to continuously improve in the key sustainability categories each year.”

About Trinity Logistics

Trinity Logistics is a Burris Logistics Company, offering People-Centric Freight Solutions®. Our mission is to deliver creative logistics solutions through a mix of human ingenuity and innovative technology, enriching the lives of those we serve. 

For the past 45 years, we’ve been arranging freight for businesses of all sizes in truckload, less-than-truckload (LTL), warehousing, intermodal, drayage, expedited, international, and technology solutions.

We are currently recognized as a Top Freight Brokerage by Transport Topics, a Green Supply Chain Partner by Inbound Logistics, and a Top Company for Women to Work for in Transportation by Women in Trucking.

Do you dream of breaking up with your current logistics management processes? You’re not the only one!

Managing logistics effectively is crucial for businesses of all sizes. Yet, sometimes, the process can feel more like a complex puzzle than a seamless operation.

Many growing companies face headaches with logistics management, and for good reason. The systems they rely on often may not be up to the task. Thus, they find that their logistics are holding the business back, creating obstacles rather than opportunities.

Let’s uncover the exact challenges many businesses face and learn how to transform them into a smooth and efficient operation you’ll love.

Why Many Companies Struggle with Logistics Management

Logistics Management Challenge #1: Inefficient Tools and Systems

Far too many businesses rely on outdated and inefficient tools like spreadsheets and email for their logistics. Let’s face it: spreadsheets are like flip phones – great in the early days but wildly outdated now. While spreadsheets and email might work for smaller operations, they can be ineffective for companies spending $1 million or more on freight. Performing tasks like tracking and optimizing shipments manually have become more than just a headache; they’ve become a timewaster.

Logistics Management Challenge #2: Inefficient Processes

When your day-to-day operations involve hundreds of orders, manual processes can cause chaos. Juggling carriers, shipments, and invoices can cause delays, missed opportunities, and demand way too much time. Time that could instead be spent on strategic tasks to drive the business forward.

Logistics Management Challenge #3: Lack of Visibility

Have you ever tried driving at night without headlights? (By the way, we DO NOT recommend ever doing this!) You can’t see anything. There’s no way to predict what may be coming toward you. Making informed decisions or addressing potential issues can be nearly impossible. That’s what it’s like not having any visibility into your supply chain. Unfortunately, this is a common problem for many businesses.

Logistics Management Challenge #4: Absence of Performance Metrics

Trying to improve performance without metrics is more guessing than it is strategizing. This makes measuring the success of your logistics difficult! How do you know if your carriers are reliable? Or whether your shipping costs are hurting or helping your revenue? Without precise data, it’s almost futile to identify the areas you can improve upon.

Logistics Management Challenge #5: Limited Support and Guidance

Managing logistics without the support you need can feel like running an uphill marathon. It can wear you down quickly! Perhaps you manage it solo, have a small logistics team, or lack expertise. Even those who invest in logistics technology can find they’re missing the guidance they need to succeed. Whatever the case, you may be desperate for some help!

Logistics Management Challenge #6: Overcomplicated or Costly Technology

Some logistics technology can make it feel like you’re solving a Rubik’s Cube blindfolded. They are too complicated to use. Others can be too expensive to justify investing in or don’t offer just what you need. If it feels like the technology is working against you instead of for you, if it’s frustrating your team, or is simply draining your wallet, then it may be time for a simpler solution.

Does This Sound Like Your Logistics Operations?

If any of these struggles resonate with you, then it’s time to rethink your approach to logistics management. Don’t worry—you’re not alone. Just check out these stats:

As you can see, many businesses are moving toward improving their operations. Why not join them? Don’t stay stuck and settle for frustration when you can fall in love with your logistics again! Trinity Logistics is here and ready to help you reignite that spark.

You Deserve Better. You Deserve Trinity Logistics.

Logistics management shouldn’t be a burden—it should be your secret weapon! It should be something your proud of! You deserve better than being held back by inefficiencies.

We’re here to help you thrive with our customizable Managed Transportation Solutions. We can help you turn logistics into a strategic advantage to propel your business forward.

Here’s why Trinity Logistics is the perfect match for your logistics operations!

Trinity’s Transportation Management System (TMS)

Trinity’s TMS offers a wide range of capabilities to take over as your entire toolbox.

• Order entry
• Tracking & notifications
• Reporting
• Load planning
• Document management
• Claims management
• Freight auditing and payment
• System integration
• Rating, tendering, and routing guide

Made-Just-For-You Solutions

From our experience, just like people, each company is unique, so we offer a customizable TMS solution. You can get precisely what you need, nothing less, nothing more.

Extra Operational Support

Go beyond account management and offload some (or all) of your day-to-day tasks to our Expert Team. We’re here to support you at every step.

Optimized Workload

Free up your team to focus on core business activities. In the meantime, enjoy optimized shipping routes, better carrier relationships, and savings.

Business Intelligence

Make smarter decisions with detailed reporting and data analysis. Our technology empowers you to measure performance, optimize operations, and reduce risks.

Enhanced Visibility

Track everything you need, all in one place.

Automation & Integration

Eliminate manual processes for seamless operations.

Whatever Else You Need

Whether you need help with freight optimization or transportation cost reduction or want quarterly business reviews, let us know, and we can tailor your plan to suit your business.

It’s the Perfect Time to Renew Your Logistics Love

Who said logistics management has to be a thorn in your side? With Trinity Logistics, we can help turn those logistical nightmares into a love story for the ages. We’ll help you take your operations from complicated to easy, boost visibility, and unlock your supply chain’s full potential.

Don’t just take our word for it. Here’s what Ben at cfm Distributors Inc. had to say about working with Trinity’s Managed Transportation solution:

Ready to fire up your logistics passion? Explore our Managed Transportation solutions and take the first step toward transforming your operations.

Trinity Logistics, a leading, nationwide third-party logistics provider (3PL), is thrilled to announce the appointment of Gabrielle Macy as its Vice President of Administrative Services. 

Macy comes to Trinity Logistics with a well-rounded history of roles that made her an optimal choice for the position. She brings nearly 20 years of extensive experience in administrative leadership and organizational development. Her expertise in transforming administrative functions and driving organizational growth aligns perfectly with Trinity’s commitment to excellence and continuous improvement.

“Gabrielle’s broad and extensive background in various positions including her previous roles as Executive Vice President of Operations and Chief Operating Officer certainly made her stand out for the position,” said Doug Potvin, Chief Financial Officer at Trinity Logistics. “She also has significant knowledge of technology and how it should be implemented to improve efficiency and effectiveness. But what truly set Gabrielle apart from other candidates is her incredible personality and dedication to nurturing others, making her an ideal fit for Trinity’s People-Centric culture.”

In her new role, Gabrielle will oversee all aspects of Administrative Services, including Credit, Collections, Risk, Invoicing, Carrier Compliance, and Claims. Her commitment to fostering a positive and productive work environment will make her a notable addition to Trinity’s leadership.  

“The logistics industry is ripe with opportunity to drive meaningful impact, particularly in today’s fast-paced and interconnected global economy,” said Macy. “I am honored to join Trinity, a company that not only delivers exceptional logistics solutions but does so by prioritizing relationships, empowering its people, and embracing innovation.”

Macy is eager to foster growth within Trinity by enabling teams to reach their fullest potential. By cultivating a culture of trust, engagement, and continuous improvement, she aims to inspire and support every Team Member to deliver their best work and achieve shared success.

“This is more than a career step for me; it’s an opportunity to be a part of something bigger – a company that aligns its actions with its values and sets a standard of excellence in the industry,” Macy added. “I look forward to contributing Trinity’s legacy and shaping its future as we deliver value to our partners, customers, and communities.”

Trinity looks forward to the insight and experience Macy will bring to its back-end business operations and dedication to offering exceptional service and experiences to our business partners.

About Trinity Logistics

Trinity Logistics is a Burris Logistics Company, offering People-Centric Freight Solutions®. Our mission is to deliver creative logistics solutions through a mix of human ingenuity and innovative technology, enriching the lives of those we serve. 

For the past 45 years, we’ve been arranging freight for businesses of all sizes in truckload, less-than-truckload (LTL), warehousing, intermodal, drayage, expedited, international, and technology solutions.

We are currently recognized as a Top Freight Brokerage by Transport Topics, a Green Supply Chain Partner by Inbound Logistics, and holds a silver sustainability rating by EcoVadis.

Stay up to date on the latest information on conditions impacting the freight market, curated by Trinity Logistics through our Freightwaves Sonar subscription.

Rising Tide of Rejection

Continuing our theme of tender rejection rates being a leading indicator of freight rates, the momentum gained over the last few months continues.  

While the tender rejection rate (Figure 1.1) for the overall U.S. (blue line) briefly touched the 10 percent marker, it has retreated. However, it still appears to be slowly climbing, currently sitting just below eight percent. Being 300 basis points above the mark a year ago is a big deal and shows the relationship that exists between carriers saying “no thank you” to a shipment offered to them and the continuing retreat in carrier capacity.  

Further, the rejection rate on refrigerated shipments (yellow line) has continued its run of outpacing the overall U.S. rejection rate for the past eight months. Colder than normal temperatures across much of the country has contributed to the need for reefer unit trailers to keep product from freezing. Shippers, especially those that play in refrigerated commodities, need to ensure they are flush with carrier and broker capacity, and should anticipate rate increase requests from their providers.

Speaking of capacity, we continue to see the slow trickle of carriers leaving the market. Looking at the past year, the trend for 2025 is we will see capacity decline at a three-to-five percent pace.  Figure 2.1 shows the net change in carrier authorities, for the most part staying in the negative territory.  

Looking further into the loss of capacity, the teal line shows the change in authority for micro fleets (one-to-five trucks). This is typically the owner operator community. Increases in costs to operate, as well as equipment where these carriers may be upside down on payments, has caused several to retreat from operating in the industry.

Calm Waters Ahead

Finally, a potential strike at East Coast and Gulf ports was averted for a second time. This is certainly good news as shippers continue to pull forward orders in anticipation of tariffs being imposed on import volume.  

Just a few years ago, East Coast ports were seeing almost half of the U.S. import volume flow through their ports. Much of this shift was due to labor and operations issues on the West Coast. We are now seeing that reverse course. 

East Coast ports are handling 41 percent of inbound ocean freight, while West Coast ports are up over the same two-year period, from 37 percent to 47 percent. With ILWU voting in favor of a contract that extends through mid-2028, and East and Gulf port workers agreeing on a six-year deal, a sense of calm should come to shippers and manufacturers that depend on our ports to receive their freight.

Stay Up To dAte

Looking for a more frequent update? Subscribe to our newsletter and receive the top five logistics articles of the week every Friday morning by selecting “Weekly News Update” when you select your preferences.

Stay up to date on the latest information on conditions impacting the freight market, curated by Trinity Logistics through our Freightwaves Sonar subscription.

CANARY IN THE CAVE

Data is everywhere, both on a macro and micro level. How this data is interpreted and reported, and the contradictions it can create, has the potential to leave one wondering just what to believe.  

For years now, I have been, pretty much daily, watching like a hawk the ebb and flow of tender rejections (Figure 1.1). While this is focused on the contact freight market, what happens on the contract side absolutely has an impact on the spot market side. The last year plus has been pretty vanilla, with rejection rates almost negligible.  

This pales in comparison to just a few years ago when carriers said “no” to shipments 30-plus percent of the time. While the current six percent rejection rate won’t set off many alarms, it is noteworthy in its trend. Heck, just six months ago, the rejection rate was hovering below three percent. Yes, there is seasonality that plays into the rejection rate, but seasonality also existed in 2023, and the rejection rate lagged during the fourth quarter of the year. While there will be some dips along the way over the next six months, I expect the upward trend to continue.

LOOMING STRIKES & DISRUPTION

Many in the industry breathed a sigh of relief when the short-lived port strikes on the East and Gulf Coasts were settled. However, while there was agreement on several issues, the automation at the ports loop remained open.  

We are fast approaching the 90-day period for resolve in January, and the threat of another shutdown looms. Combined, the East and Gulf Coast ports provide service for incoming and outgoing ocean containers for more than half of the volume in the U.S.  

So, what should you be prepared for if a second strike were to happen?

👉 Like it or not, we are dependent on unfinished and finished goods from overseas. Not being able to receive those goods will cause shortages on things like groceries, electronics, and clothing to name a few.

👉 The U.S. economy’s dependence on consistent flow of goods in and out of our country is to the tune of about four billion dollars per day. Even a week-long strike has the potential to severely delay the flow of goods around the ports for a month-plus.

👉 While most U.S. businesses would feel the effects, small businesses would be the most impacted as their already thin profit margins would be challenged by increased costs for goods along with a tight labor market and inflation.

👉 It’s not just consumer-ready goods. The ports play a role in the preparedness for emergency situations and defense posture.

We are already seeing the surge in import volume, up about eight percent versus a year ago as shippers look to get ahead of potential tariffs and now a labor shortage. Couple this with a downward trend in over-the-road capacity (Figure 2.1), and you have a recipe to further accelerate trucking rates. 

U.S. shippers need to be reviewing their carrier and broker partners for compliance in the coming months. While many have not had the need recently, they should consider adding extra companies to their routing guides.

Stay Up To dAte

Looking for a more frequent update? Subscribe to our newsletter and receive the top five logistics articles of the week every Friday morning by selecting “Weekly News Update” when you select your preferences.

B2B credit management has evolved since 2019. Here’s how to ensure your credit department succeeds. 

The COVID-19 pandemic drastically changed the world, businesses, and their credit departments. It reshaped our economy. In order to meet the changing business landscape, credit managers have adapted quickly to maintain their companies’ financial stability. 

Let’s briefly review the economy before the pandemic started. This will give us a clearer picture of the changes that have happened and the difficulties B2B credit managers now face. We’ll look at how your sales team can become a credit ally and close with tips on how to decision today’s B2B credit with success.

Pre-Pandemic Stability

Before COVID-19, the economy experienced comparatively stable growth. Companies were generally optimistic about their clients’ creditworthiness. The approval process for B2B credit managers was a relatively simple routine. They usually assessed customer creditworthiness based on financial statements, credit reporting, and industry benchmarks. Once a credit limit was approved, customers were generally given net payment terms.

Pandemic-Induced Shifts

The pandemic triggered a series of economic shifts that profoundly affected B2B credit practices. Government stimulus programs, supply chain disruptions, and inflation surges all contributed to a climate of uncertainty and volatility. 

According to the National Association of Credit Management (NACM), total bankruptcy filings increased 18 percent year-over-year (YoY) in 2023. 

As a result of these changes, businesses became more cautious about extending credit and credit managers had to adopt a more rigorous approach to risk assessment. 

6 Key Changes in B2B Credit Management

In-Depth Credit Risk Assessments

Economic changes caused credit managers to become more reliant on data analysis to assess creditworthiness. This includes using financial modeling tools to assess a company’s ability to meet its debt obligations. Credit bureaus and alternative data sources are also leveraged to achieve a comprehensive view a customer’s financial health.

Tighter Credit Terms

As businesses become more risk-averse, they are tightening their credit terms. This can involve shortening payment terms (e.g., from net 60 to net 30), reducing credit limits for existing customers, and issuing lower initial credit lines for new customers. According to a March 2024 report by HighRadius, 52 percent of companies seek extended terms – quite the opposite view. The same report shows that 17 percent of customers blatantly ignore credit terms while another 48 percent intentionally delay payment. This can make building strong customer relationships difficult.

Increased Use of Credit insurance

The rise in economic uncertainty has led to a surge in demand for credit insurance. Credit insurance protects businesses from monetary loss if a customer defaults on their payments. A 2023 survey by AU Group shows that since the third quarter of 2022, the number of business failures in almost every region of the world has risen. In line with that statistic, credit insurers expect growth in their sales over the next six years.

Growing Use of Digital Credit Tools

The pandemic has accelerated the adoption of digital credit tools and automation. Tasks like processing credit applications, credit checks, and collections are now being completed faster and allowing credit teams to focus on exception management.

Collection Challenges

The pandemic caused many businesses to experience cash flow disruptions. It’s made it more difficult for some companies to meet and/or maintain on time payments.

Cash Flow Management

Businesses are focusing on more effective ways to manage their working capital. This can include reworking their collection processes and closely tracking inventory levels.

Opportunity Emerges

All these changes have significantly affected credit managers and their teams. Now, they carry heavier workloads and face increased pressure to mitigate credit related risks. They also need to be able to adapt to rapid changes that may happen in today’s economy. 

While these changes may have increased the burden on credit managers, they’ve also created opportunities for collaboration with sales teams. By working together, credit managers and sales teams can better service their businesses and customers.

5 Ways B2B Credit Managers Can Seek Help from Sales

In today’s risky and fraud-ridden environment, the sales team support in customer onboarding and credit is vital. Credit and sales teams must collaborate to ensure a positive and seamless customer experience. Here are some tips to foster better collaboration:

Educate for an Improved Understanding

Sales teams are crucial in helping gather customer information to assess creditworthiness. Credit managers can help sales teams understand the importance of collecting this information. Sharing its use and how having it can make the approval process faster helps, too. 

Develop a Standardized Form  

A standardized customer information form ensures sales teams collect all the required information. This can help streamline the credit approval process.

Encourage Proactive Customer Updates  

Credit teams must stay updated on customer developments. Encourage the sales team to proactively share any relevant customer updates with the credit department. Discuss what information is “relevant”, so everyone is on the same page.

Have a Joint Review Process  

Joint sales and credit reviews can ensure both teams understand customer creditworthiness. They can help prevent incidents where a customer is given an okay by sales and later is deemed to be a credit risk. At the same time, joint reviews will strengthen the relationship between sales and credit while improving the customer experience.

Foster Open Communication and Trust 

Open communication and trust are essential for effective collaboration between teams. Credit managers should be available to answer sales teams’ questions and provide guidance on any credit-related matters.

Is This the New Normal for B2B Credit Management?

It appears this “new normal” of post-pandemic business is here to stay, and it’s changed credit management for the foreseeable future. Because of this, we must have a more strategic and data-driven approach to B2B credit management. Those credit teams that adapt to these changes and improve collaboration with sales will be well-positioned to thrive in today’s economy. Furthermore, those who stay flexible and committed to delivering exceptional service will aid their company’s success. Will your credit team be the ones to hold revenue back or help drive it forward?

About the Author 

Tracy Mitchell currently holds the position of Director of Accounts Receivable at Trinity Logistics. She has worked at Trinity for nine years, with over five years of those in credit management. She holds a Credit Business Association (CBA) designation. With a deep understanding of the industry’s dynamics, she has firsthand knowledge and provides the company with invaluable insights into the complexities of credit risk assessment, collections, and sales alignment.