2 Three questions

Real-Time Shipment Tracking through IT-

Enabled Systems and Electronic Logistics

Marketplaces

Andreja Habjan

NOA School for transport and logistics, Slovenia

Abstract

Background: This case study illustrates the journey of a medium-sized transport firm in

improving cross-organizational processes within a demand-driven supply chain

through automated information exchange, connected IT-enabled systems, and the

Electronic Logistics Marketplace (ELM). Objectives: Both parties (carrier and

manufacturer-shipper) experienced positive changes reflected through a decrease

in loading and unloading waiting times, better organization of processes in the client’s

warehouse, less workforce needed to handle loading and unloading, decreased

workload for dispatchers in the Transport Department, better management of the

COVID-19 restrictions, etc. Methods/Approach: This research uses a case study

approach. Within a single case study, evidence is gathered from multiple internal and

external sources. A thorough case study protocol was also developed to ensure a

transparent chain of evidence. Results: This case study illustrates the critical role of IT-

enabled information systems and ELMs in connecting cross-organizational processes

to enable real-time shipment tracking. The study highlights the optimization of

invoicing and document handling processes. The study also emphasizes the increased

flexibility that logistics companies can achieve when equipped with real-time data.

Finally, the study advocates greater investment in integrating demand-driven supply

chain processes with available IT infrastructure. Conclusions: This in-depth case study

underscores the critical roles of process transformation and the strategic deployment

of IT-enabled information in facilitating enhanced collaboration with business partners

in a demand-driven supply chain.

Keywords: IT-enabled information; electronic logistics marketplace; transportation;

cross-organizational processes

JEL classification: L91

Paper type: Research article, Case Study

Received: Apr 1, 2025

Accepted: Jun 4, 2025

Citation: Habjan, A. (2025). Real-Time Shipment Tracking through IT-Enabled Systems

and Electronic Logistics Marketplaces. Business Systems Research, 16(2), 43-68.

DOI: https://doi.org/10.2478/bsrj-2025-0018

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Introduction

Transportation is a cornerstone of European integration and vital to the free

movement of individuals, services, and goods. Transport is also a major contributor to

the economy, representing more than 9% of EU gross value added (the contribution

to the economy). In 2022, 6.1 million people in the EU worked in the transport sector.

Nine in every ten (89.6 %) people employed in transport worked in land transport (such

as road or rail), 5.6 % in air transport, and 4.8 % in water transport (European

Commission, 2021). Due to globalization, road freight logistics has become an essential

part of the supply chain, and many freight logistics service providers have realized the

importance of IT-enabled information that can help manufacturers, warehouses,

shippers, carriers, and retailers to communicate with each other more efficiently (Orji,

Kusi-Sarpong, Huang, & Vazquez-Brust, 2020). By enabling improved information

availability, information sharing, and control of the transport service, transport

companies invest heavily in Information technologies (Yu, Huo, & Zhang, 2021).

Industrial marketing studies have long emphasized the positive impact of utilizing IT-

enabled information in customer-provider relationships (Kim, Pae, Han, & Srivastava,

2010). Information-focused capabilities, such as information sharing and information

usability, appear to shape long-term supply chain relationships (Zhao et al., 2001).

Many scholars have demonstrated the importance of IT-enabled information in

coordinating planning and control activities to deliver effective logistics services

between supply chain partners (Asamoah, Agyei-Owusu, Andoh-Baidoo, & Ayaburi,

2021). For example, the use of Electronic Data Interchange (EDI) in logistics has been

found to improve efficiency, service quality, and reduce costs (Zhao et al., 2001).

Additionally, the deployment of the right IT systems may enable agile processes in

customer interactions with firms, thereby helping proactively manage customer

information (Sambamurthy, Bharadwaj, & Grover, 2003). Moreover, firms with better IT

planning and integration are more effective at managing IT to improve customer

service and, thus, at managing customer relationships (Foltean, Trif, & Tuleu, 2019). IT-

enabled information provided by logistics providers can also influence customer

perceptions of logistics service quality (Gunasekaran, Subramanian, & Papadopoulos,

2017).

In a demand-driven supply chain, where transport is a cornerstone, firms invest

heavily in IT-enabled information systems, with Global Positioning Systems (GPS) as the

core system supporting business processes. The integration of GPS technology into

transportation has significantly enhanced efficiency, safety, and real-time decision-

making. Recent scholarly work highlights GPS as a foundational information

technology in this sector. For instance, a 2023 study by Spravil et al introduced a

method for detecting maritime GPS spoofing attacks based on NMEA sentence

integrity monitoring, underscoring the critical role of GPS in ensuring navigational

safety. In the realm of intelligent transportation systems (ITS), GPS enables real-time

data acquisition, which is essential for traffic management and infrastructure

planning. An overview by researchers on innovative transportation technologies

emphasized the pivotal role of GPS in enabling applications such as traffic

management, logistics, parking systems, and safety measures (Oladimeji, Gupta,

Kose, Gundogan, Ge, & Liang, 2023). In public transportation systems, the use of

artificial intelligence highlights how GPS data, combined with AI, can improve

efficiency and user satisfaction by optimizing routes and schedules (Jevinger, Zhao,

Persson, & Davidsson, 2024). Additionally, GPS data is instrumental in transportation

research, enabling the detection of commuting patterns and transportation modes

(Tzika-Kostopoulou, Nathanail, & Kokkinos, 2024). Finally, integrating GPS-enabled

information with a transport firm’s Transport Management System (TMS) (spanning

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operational planning, statistics, and personnel management) enables more accurate

and timely operational decisions (Habjan, Andriopoulos, & Gotsi, 2014).

In demand-driven supply chains, the use of Electronic Logistics Marketplaces (ELMs)

has spread over the last decade. The growing complexity of supply chains demands

real-time shipment tracking to enhance visibility and decision-making (Ivanov, Dolgui,

& Sokolov, 2019). ELMs, supported by IT-enabled systems, serve as platforms for

integrating participants, yet their adoption remains inconsistent across organizations

(Verdouw et al, 2016). This inconsistency stems from a limited understanding of their

operational dynamics and the benefits they offer. ELMs enable resource sharing,

freight matching, and communication among logistics partners, which are crucial for

real-time shipment tracking (Núñez-Merino et al, 2020). However, studies often analyze

ELMs in isolation rather than as part of a larger IT-enabled ecosystem (Kamble,

Gunasekaran, Gawankar, 2020). Data security and trust are significant barriers to the

adoption of IT-enabled systems and ELMs, particularly in real-time tracking (Tijan et al,

2019). While some studies address technical aspects of data protection, the role of

trust in cross-organizational collaboration remains underexplored (Reis et al, 2018).

Theoretical frameworks dominate research on IT-enabled logistics and ELMs, but

empirical studies demonstrating their real-world application remain scarce (Jahani,

Jain, & Ivanov, 2023). This is particularly evident in case studies that illustrate how these

technologies transform cross-organizational processes. Additionally, there is a lack of

longitudinal studies that capture the evolving roles of IT-enabled systems and ELMs in

addressing real-time tracking challenges in a demand-driven supply chain. Moreover,

insights into how IT-enabled systems and ELMs can be strategically deployed to

achieve real-time shipment tracking across organizations (Kamble et al, 2020) are also

sparse. This case study, thus, serves as a critical example to address the outlined

research gaps by addressing the following research question:

o RQ1. How do IT-enabled systems and Electronic Logistics Marketplaces (ELMs)

support the integration of cross-organizational processes for real-time shipment

tracking in a demand-driven supply chain?

By exploring aspects such as interoperability, trust, and strategic alignment, future

research can generate practical insights to enhance logistics efficiency and

transparency.

The remainder of the paper is structured as follows: Section 2 provides an overview

of the literature about the role of ELMs in Transportation and the use of IT-enabled

information in Demand-Driven Supply Chain Management. Section 3 outlines the

measures implemented to transform the transport process. Section 4 presents the

outcomes of integrating with the ELM and GPS technologies. Finally, Section 5 offers a

reflective analysis of the key insights and lessons derived from this case study.

Literature review

This section reviews the relevant literature on IT-enabled logistics, electronic logistics

marketplaces (ELMs), and cross-organizational integration in demand-driven supply

chains. The aim is to contextualize the research within existing theoretical and

empirical frameworks.

Role of electronic logistics marketplaces in transportation

Electronic Logistics Marketplaces (ELMs) have become integral to modern supply

chain management, serving as digital platforms that connect shippers, carriers, and

other stakeholders to facilitate efficient logistics operations (Wang et al, 2007). Over

the past two decades, significant research has been conducted to understand the

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development, functionalities, and impact of ELMs on the logistics and transportation

industry (Wang et al, 2009; Loro & Mangiaracina, 2022).

According to Zhang, Yu, and Liu (2008), ELMs are Internet-based platforms that

facilitate transactions and interactions between logistics buyers and sellers.

Furthermore, Wang et al (2007) add that ELM is a specific EM model that acts as an

intermediary facilitating the exchange of logistics services. Finally, Andres Figliozzi, et

al. (2003) state that ELM is a specific business-to-business electronic marketplace (EM)

model applied to the logistics industry. Linking shippers and carriers across the country

in real time and expanding market reach, transportation marketplaces bring logistics

parties closer together to assure optimal market conditions. The ELM establishes a

structured environment with clear rules and parameters, facilitating information

exchange and seamless transactions between carriers and shippers (Andres Figliozzi

et al, 2003). Early Electronic Logistics Marketplaces (ELMs), such as

www.teleroute.com, initially operated as open platforms, exhibiting characteristics

similar to generic open Electronic Marketplaces (EMs). These platforms facilitated

many-to-many transactions and employed both fixed and dynamic pricing models

(Gosain & Palmer, 2004). While open ELMs offered advantages such as reduced

search and coordination costs, there has been a growing need—particularly among

shippers—to maintain established relationships with preferred business partners (Qizhi

Dai, 2002). In response, the development of closed ELMs has emerged, shifting the

focus away from high transaction volumes toward fostering long-term relational

networks and enhancing service offerings.

Wang et al (2007) conducted a comprehensive evaluation of ELMs, focusing on

closed systems based on long-term relationships between shippers and carriers. Their

study identified key attributes related to processes, relationships, and technology,

emphasizing the potential of ELMs to optimize supply chain networks and enable

tailored logistics solutions. In a subsequent study, Wang et al (2009) assessed the role

of ELMs within supply chains, discussing their influence on transaction methods,

relationship formation, and supply chain structuring. Additionally, Zhang et al (2008)

highlighted that ELMs could significantly impact profit flows and operational efficiency

by providing a centralized platform for logistics coordination. They suggest two

options: firstly, the large volume of carrier routine information is an advantage for ELMs

in helping carriers set up a collaborative logistics network; and secondly, ELM alliances

focusing on different logistics markets to support multimodal transportation services

and integrate different carriers into a single shipment. Moreover, they enable greater

collaboration among shippers and carriers through demand bundling, enhanced

service offerings, and cost efficiencies (Andres Figliozzi et al, 2003; Yu, Wang, Zhong, &

Huang, 2016). Liu, Yeoh, Qu, and Gao (2022) further explored the integration of

blockchain technology with digital twin systems in ELMs, proposing a framework to

enhance data management, security, and transparency in supply chain operations.

Their research suggested that such integration could lead to more resilient and

efficient logistics marketplaces.

Additionally, Vincze, Karovič Jr., and Kavalets (2022) analyzed the efficiency of

transport management within ELMs, emphasizing the role of information and

communication technology in facilitating information flow between transport

companies and customers. Their findings indicated that ELMs contribute to more

efficient transport management by enhancing information exchange and decision-

making processes. Furthermore, Huang (2024) examined the evolution of e-

commerce logistics planning, integrating embedded technology and ant colony

algorithms to enhance the efficiency of logistics operations. This study demonstrated

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that advanced computational techniques could improve route planning and overall

logistics performance within ELMs.

In conclusion, the literature over the past two decades underscores the

transformative role of Electronic Logistics Marketplaces in enhancing supply chain

efficiency, collaboration, and technological integration. The continuous evolution of

ELMs, driven by advancements in digital technologies, presents opportunities for

further research and development to address emerging challenges and optimize

logistics operations (Yu et al., 2017; Tseng & Liao, 2015; Tiwari, 2021). Consistent with

these findings, we propose the following research hypothesis:

o H1: The integration of Electronic Logistics Marketplaces (ELMs) with firms' internal

information systems facilitates IT-enabled information, which substantially

enhances interfirm operational efficiency and process coordination.

IT-enabled information in demand-driven supply chain

Management

Research indicates that IT has transformed traditional logistics and supply chains,

delivering numerous benefits, including enhanced efficiency and responsiveness

(Gunasekaran & Ngai, 2004; Subramanian, Abdulrahman, & Zhou, 2014). The

integration of Information Technology (IT) into Supply Chain Management (SCM) has

significantly enhanced operational efficiency, real-time visibility, and collaboration

among stakeholders (Neubert et al, 2004; Longo et al, 2019). Moreover, scholars

increasingly proposed that IT capability enables the utilization of IT-enabled quality

information (Popovič, Hackney, Coelho, & Jaklič, 2012). IT-enabled systems facilitate

seamless information flow, streamline processes, and support data-driven decision-

making across the supply chain (Habjan et al, 2014). For instance, the use of IT in supply

chain management has been shown to improve coordination and reduce costs,

thereby enhancing overall performance (Arora et al, 2011). Advances in IT-enabled

information have also affected the way transportation fleets are operated and

managed. More quality information about the current and future status of the fleet

and demand can highly improve the efficiency of fleet operations (Hyland &

Mahmassani, 2018).

Advanced technologies such as the Internet of Things (IoT), blockchain, and big

data analytics have further strengthened IT-enabled SCM (Lin & Wang, 2024). IoT

devices enable real-time tracking of goods, improving inventory management and

reducing delays (Tan & Sidhu, 2022). Blockchain technology provides secure,

transparent transaction records, fostering trust among supply chain participants. For

example, Kshetri (2018) discusses the various mechanisms by which blockchain helps

to achieve the supply chain objectives, including cost, quality, speed, dependability,

risk reduction, sustainability, and flexibility. His work presents early evidence that

blockchain use in supply chain activities increases transparency and accountability.

Moreover, big data analytics enables predictive insights, optimizing demand

forecasting and resource allocation (Wang et al., 2016). These technologies

collectively contribute to more agile and responsive supply chains (Dong et al, 2009;

Ajayi & Udeh, 2024). Big data analytics has likewise developed tools and techniques

to support data-driven supply chain decisions (Govindan, Cheng, Mishra, & Shukla,

2018). Analyzing and interpreting results in real time can help enterprises make better,

faster decisions to meet customer requirements (Waller & Fawcett, 2013). Big data can

be used effectively for logistics planning, production planning, and scheduling

(Zhong, Newman, Huang, & Lan, 2016).

However, implementing IT-enabled systems in supply chain management is not

without challenges. Issues such as data quality, system integration, and user adoption

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can hinder the effectiveness of these technologies (Seymour & Koopman, 2022).

Research indicates that suppliers' perceived use of IT-enabled information significantly

influences customer satisfaction in B2B markets, underscoring the importance of

effective IT integration (Habjan, 2023). Additionally, the role of information quality in

road transport operations has been explored, emphasizing its impact on decision-

making and operational performance (Al-Talib et al, 2025; Kuberkar & Singhal, 2020).

Moreover, Koçoğlu et al (2011) examine the influence of supply chain integration on

information sharing and supply chain performance, highlighting that effective

integration fosters improved communication and collaboration among partners. This

integration is crucial for aligning interfirm processes, enabling real-time data

exchange, and facilitating informed decision-making.

Our primary focus is the transportation sector, highlighting the need for real-time

acquisition of critical information to ensure that implemented infrastructure remains

robust and highly responsive (Mendes, Leal, & Thomé, 2016). Adaptability of real-time

information enables swift adjustments to dynamic fluctuations in supply and demand,

thereby enhancing operational efficiency and resilience (Chi, Huang, & George,

2020). This new trend, which is becoming a crucial paradigm in supply chain

management, is the so-called demand-driven supply chain (Chi et al., 2020). It is “a

system of coordinated technologies and processes that senses and reacts to real-time

demand signals across a network of customers, suppliers, and employees” (Stern &

Deimler, 2012). To enhance the responsiveness of demand-driven supply chain to

fluctuations in demand, four critical enablers have such as, comprehensive visibility of

information across the supply chain, a resilient and agile infrastructure capable of

swiftly adapting to short-term variations in supply and demand, seamless coordination

among stakeholders to ensure operational efficiency and cost-effectiveness, and the

strategic optimization of overall supply chain performance to deliver superior client

services while simultaneously maximizing financial outcomes, have been identified

(Chi et al, 2020). Furthermore, achieving an efficient, demand-driven supply chain

requires addressing the lack of transparency among stakeholders, a key factor that

delays responses to disruptions (Giusti, Manerba, Bruno, & Tadei, 2019). In conventional

supply chains, information dissemination follows a sequential path from one

stakeholder to another, often resulting in delays as it traverses multiple intermediaries.

Conversely, an effective demand-driven supply chain requires real-time information

exchange among all stakeholders to ensure swift, efficient updates (Tavasszy,

Behdani, & Konings, 2017).

Finally, while IT-enabled information systems offer substantial benefits for demand-

driven supply chain management, including improved efficiency and collaboration,

organizations must address implementation challenges to fully realize their potential.

Ongoing advancements in technology and a focus on effective integration strategies

are essential for leveraging IT in modern demand-driven supply chains. To summarize,

we propose the research hypothesis:

o H2: Use of IT-enabled information in cross-organizational processes in a

demand-driven supply chain facilitates improved operational efficiency and

collaboration among all stakeholders.

In summary, the reviewed literature highlights the growing relevance of IT-enabled

systems and Electronic Logistics Marketplaces (ELMs) in enhancing visibility,

coordination, and responsiveness across supply chains. However, existing research has

primarily focused on conceptual models or isolated technological components, with

limited empirical evidence on how these solutions function in practice across cross-

organizational settings. This study seeks to address that gap by exploring the

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integration of IT-enabled information in real-time shipment tracking through a detailed

case study in a demand-driven logistics environment.

Methodology

This study adopts a qualitative case study methodology to explore RQ1, examining

how IT-enabled systems and Electronic Logistics Marketplaces (ELMs) support the

integration of cross-organizational processes for real-time shipment tracking. The case

study approach enables in-depth investigation within a real-world logistics context,

providing detailed insights into system interactions and organizational outcomes.

Research design: single case study

In this case study, research is used. Case study research is a well-established qualitative

methodology often used to explore complex phenomena in real-world contexts. It is

particularly valuable for examining contemporary issues in which the boundaries

between the phenomenon and its context are not clearly defined (Yin, 2018). In

transportation and demand-driven supply chain management, case study research

enables the investigation of dynamic, cross-organizational processes, offering

nuanced insights that other methodologies might overlook. This review evaluates the

key aspects of case study research methodology, focusing on design, data collection,

analysis, and validity, and drawing on recent scholarly contributions.

To ensure construct validity, this study uses multiple sources of evidence and

establishes a transparent chain of evidence (Yin, 2018). Furthermore, this research

involved the active participation of diverse individuals, including both internal

personnel and representatives from external organizations.

Table 1 provides an overview of internal staff involved in the case study, including

their roles, years of experience, and job responsibilities. Appendix 1 provides additional

context on the educational and demographic background of the internal

participants.

Table 1

Internal staff who participated in this case study

Working place Years in the

company

Years in the

industry

Job description

Dispatcher A 8 years 8 years Planning and routing of vehicles,

reporting, and transport administration

Dispatcher B 5 years 5 years Planning and routing of vehicles,

communication with clients, and

handling of tenders

Dispatcher C 2 years 6 years Planning and routing of vehicles,

reporting, and transport administration

Dispatcher D 6 years 6 years Planning and routing of vehicles,

reporting and transport administration,

handling of the goods in the warehouse

Driver 15 yeas 15 years Performing domestic and international

transport

Logistics

Manager

20 years 20 years Planning and routing of vehicles,

controlling, and reporting to the

Management Board

CEO 14 years 20 years Strategic planning, controlling, and

communication with clients

Source: Author’s work

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Table 2 presents the external participants in the case study—manufacturers and

shippers—along with their industries, the duration of their cooperation with the

transport company, and their main transport routes.

Table 2

External parties that participated in this case study

Client Industry Years of cooperation

with the company

Transports

Manufacturer A Insulation

industry

25 years Transports to and from

Germany and Austria

Manufacturer B Steel industry 10 years Transports to and from

Germany

Manufacturer C Paper industry 10 years Transports to and from

Germany, the

Netherlands, Belgium,

and France

Manufacturer D Automobile

industry

5 years Transports to and from

France

Shipper A Logistics and

warehousing

5 years Transports to and from

Germany, the

Netherlands, Belgium,

France, and Austria

Shipper B Logistics and

warehousing

10 years Transports to and from

Germany, the

Netherlands, Belgium,

France, and Austria

Source: Author’s work

Internal validity was addressed through triangulation and explanation-building

techniques, which help establish plausible causal relationships (Sridharan, 2021).

However, external validity, or the generalizability of case study findings, remains a

commonly debated limitation. Still, the applicability of this study's findings across

multiple industries suggests a broader relevance (Gunasekaran et al., 2017).

Reliability in case study research refers to the consistency and replicability of the

study's procedures, ensuring that future researchers can achieve similar results by

following the documented methodology (Yin, 2018). To uphold this standard, a

comprehensive case study protocol was developed, and a detailed database was

constructed to meticulously document each stage of the research process (Quintão,

Andrade, & Almeida, 2020). Moreover, reliability was ensured through the use of

multiple data sources (Triangulation), including interviews, observations, and

document analysis. This methodological triangulation helps mitigate biases inherent in

single-source studies (Kern, 2018). Additionally, by implementing consistent data

collection methods, we ensured that the data gathered was dependable (Riege,

2003). Finally, we maintained a transparent chain of evidence throughout the study,

allowing external observers to trace the derivation of evidence from initial research

questions to ultimate conclusions. This transparency is crucial for assessing the study's

reliability (Quintão et al, 2020). This approach not only promotes methodological

transparency but also enhances the reproducibility of the findings, thereby

strengthening the study's overall rigor (Aguinis, Ramani, & Alabduljader, 2018).

The company participating in this study is family-owned. Family-owned companies

are particularly suitable subjects for single case studies due to their unique

characteristics and the depth of insight they offer into complex organizational

phenomena (Leppäaho, Plakoyiannaki, & Dimitratos, 2016). A single case study

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enables an in-depth examination of these complexities in their real-life context,

facilitating a comprehensive understanding of cross-organizational processes (Garcia

& Gluesing, 2013). The unique attributes of family-owned businesses make them ideal

for theory building and extension (De Massis & Kotlar, 2014). By focusing on a single

case, researchers can delve deeply into specific phenomena, generating insights that

contribute to the development of new theories or the refinement of existing ones

(Duarte Alonso, Kok, & O’Shea, 2018). In conclusion, using a family-owned company

as the subject of a single case study offers significant advantages for researchers

seeking a deep, nuanced understanding of complex organizational phenomena (De

Massis & Kotlar, 2014).

Company description

The company participating in this study is a family-owned enterprise with a

distinguished legacy of over 45 years in the transportation industry. The enterprise's

headquarters are in Slovenia, close to the capital city of Ljubljana. Operating across

Central and Northern Europe, the company specializes in the transportation of a

diverse range of goods, including high-volume commodities, steel, insulation

materials, paper, and other freight. With a fleet of more than 75 vehicles, the company

efficiently handles over 20,000 shipments annually, covering an impressive 8.5 million

kilometers.

The company has developed robust partnerships with clients across key sectors,

including the automobile, insulation, paper, and steel industries. Leveraging cutting-

edge information and communication technologies (ICT), the organization has

integrated advanced tools into its operations, including a Transportation

Management System (TMS), GPS-enabled tablets, and the closed ELM platform,

Transporeon, which offers a comprehensive suite of end-to-end transport logistics

management solutions, providing a seamless interface for shippers, suppliers, retailers,

goods recipients, and carriers, enabling efficient coordination and execution of

logistics processes in a demand-driven supply chain.

In response to the disruptions caused by the COVID-19 pandemic and the resulting

policy changes across countries, the company made significant investments in

technology to enhance its operational resilience and connectivity. These investments

focused particularly on linking manufacturers and shippers with carriers through

sophisticated order and status reporting systems. This technological evolution also laid

the foundation for virtual workplaces, enabling dispatchers to perform their duties

remotely and ensuring business continuity and operational flexibility.

The subsequent sections provide a concise overview of the company's transport

process and the mechanisms for reporting order status to clients. Figures 1 and 2 in the

results section illustrate these processes in detail, offering visual insight into the

company's operational framework and its innovative use of ICT.

With its long-established history, significant operational transformations, growth from

a small enterprise to over 100 employees, and pioneering adoption of advanced ICT

technologies, this family-owned business is a strong candidate for an in-depth single-

case study. Its combination of historical continuity, adaptability, technological

innovation, and family governance offers a rich and valuable context for academic

research.

Results

The subsequent sections provide a detailed exposition of the case study's findings.

Initially, the state of order-status reporting prior to the implementation of the ELMs is

examined, highlighting the challenges and inefficiencies inherent in the pre-ELM

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communication processes. This is followed by a comprehensive discussion of the

strategic actions undertaken to address these challenges, focusing on the integration

of ELM technology into the transport operations. Finally, the enhanced state of order-

status reporting post-ELM implementation is presented, showcasing the improvements

achieved in communication, efficiency, and overall operational performance.

Pre-ELM order-status reporting

Order-status reporting is crucial in demand-driven supply chain management to

ensure a high-quality transport service. This mainly involves sharing crucial transport

information with the client, including road conditions, vehicle status, environmental

data, and other relevant details. The transport firm collects this data using a GPS-

tracking tablet that is also connected to the internal TMS. However, prior to the process

change, the ELM used by the client and the transport firm was not connected to the

GPS tracking provider. Thus, the automatic exchange of order-status data was not

possible. The process described in the following paragraph was used prior to the

change.

First, the client placed the order in the ELM Transporeon. However, the carrier and

manufacturer-shippers had to pre-establish the connection in the ELM on the ordering

side. The carrier then accepted or declined the order, depending on whether it could

perform the transport service in accordance with the client’s requirements. If the

dispatcher confirmed the order, it was automatically transferred to the internal TMS as

a processed order. When the dispatcher assigned the order to a vehicle, they entered

the registration plate into the TMS and sent the vehicle routing order to the GPS

tracking tablet. “When we received an order and assigned it to a driver, we entered

the license plate to the ELM,” dispatcher D. The GPS tracking sensor, together with the

driver’s manual entry, collected data like route, date and time of stop point, arrival at

the loading/unloading place, start time and date of the loading/unloading, end time

and date of loading/unloading, leaving the loading/unloading place, quantity and

number of coli, quantity in the number of loading meters, registration plate, driver’s

name, mileage, traffic congestions, etc. Specific data that were crucial for further

reporting to the client and invoicing were reported directly into the internal TMS. The

dispatcher then manually entered the client's required information into the ELM (Figure

1).

Figure 1

Order-status reporting before the ELM connection

Source: Author’s illustration

The process in place met all the firm's internal requirements, the dispatcher's, and,

of course, the management teams. All information and data about vehicle positions,

order statuses, and other things were in place. However, in this phase, the client

(manufacturer-shipper) was still not included in real-time information sharing and

order-status reporting.

o As stated by dispatcher E: “We had all the information in the system; however,

we still emailed and phoned the client about statuses and delivery times”.

o When the information was available in the TMS, the dispatcher manually

forwarded it to the client. “It was very time-consuming, and sometimes even

impossible to enter all statuses in the system manually,” dispatcher A.