www.truckandtrack.com Spring 2026 Truck and Track 25 DESCARTES™ Artificial intelligence (AI) has rapidly developed into an integral part of transport and logistics management. According to Descartes’ European Transport Management Benchmark Study, only 3% of European shippers and logistics service providers (LSPs) do not use AI in the transformation of transport processes. Descartes’ study was conducted in 2025 among 300 senior decision-makers at shippers and logistics service providers in Europe. In practice, the use of AI in transport and logistics currently focuses primarily on automating processes and improving decision-making. For example, 41% of respondents use AI to automate data entry and convert unstructured data. In addition, 37% apply AI for route and load optimization, while 32% use AI for load matching and capacity purchasing. In addition, 29% of respondents indicated AI is used for freight forecasts. Leaders use AI more strategically Although AI is widely used, financially successful companies are clearly ahead of the game. Within this group, 61% use AI for data entry automation and 52% for AI-driven freight forecasts. It is striking that market leaders also use AI more often for strategic applications, such as dynamic price optimization (39%) and dock planning (39%). Shippers are ahead of logistics service providers The study also shows that shippers are more technologically advanced than LSPs. For example, 45% of shippers use AI for data entry automation, compared to 36% of LSPs. A similar difference applies to route and load optimization: 42% of shippers use AI, compared to 31% of LSPs. Generative AI becomes an explicit priority In addition to current applications, generative AI is also gaining ground as a strategic priority. A quarter of respondents (25%) cite the introduction of generative AI tools as an important strategy for improving business operations and strengthening customer service. “The widespread adoption of AI shows that the logistics sector has grown. The distinction is no longer whether companies use AI, but how deeply AI is integrated into decision-making and operational processes,” says Elmer Spruijt, VP Transport Management EMEA at Descartes. About the survey Since 2017, Descartes has conducted an annual benchmark survey among transportation professionals to identify strategies, tactics, and expectations for the industry. Survey participants represent a broad range of individuals responsible for transportation operations at both shippers and logistics service providers in North America and Europe, providing a balanced view of transportation management (TM). The European segment of the survey yielded responses from 300 senior decision-makers working in the transport management sector in Germany (75), the United Kingdom (75), France (75), and Belgium/the Netherlands (75). www.descartes.com Descartes study: only 3% of European shippers and logistics service providers do not yet use AI mistake, however, is investing in technology purely to cut costs, without considering how it can also support revenue growth and service differentiation. When finances are squeezed, it’s tempting for businesses to try to maximise profits through cost-cutting activities. However, this isn’t always the answer and businesses should look at options to increase sales. On the one hand, they should aim to reduce costs through optimisation and process automation. On the other hand, they should aim to increase revenue through a better a service that increase market share. This is where good delivery management solutions can help businesses succeed in both these areas… Delivery management is the key Automation of delivery processes allows foodservice companies to carry out more deliveries with the same number of vehicles and staff. In addition, distributors can cut operational costs by minimising miles driven, reducing customer complaints and avoiding failed deliveries. When executed well, this doesn’t just reduce cost per drop; it frees up capacity that can be reinvested into higher-value services and new customer commitments. This process consists of a few key factors. The first is strategic optimisation, which involves running simulations to make business decisions, for example, depot locations and fixed delivery routes, that will reduce costs and increase revenue in the long term. The second is to use daily route optimisation software that builds on fixed routes by adapting as and when new orders come in. This software can be configured to optimise routes based on business goals, such as selecting the lowest-cost option. In foodservice, having this flexibility, where last-minute changes are the norm, is a game-changer. The third is to enlist visibility and execution tools to eliminate human error by giving drivers all the information they need. Data from the field lets businesses track planned versus actual performance and identify areas of inefficiency. Without having this visibility, businesses only discover issues after the customers complain, by which point it’s too late. Finally, utilising customer engagement tools can involve realtime delivery notifications, driver tracking and electronic proof of delivery. This increases lifetime customer value by giving recipients the digital experience they expect. In addition, proactive communication reduces costly missed deliveries. Driving profitability with delivery services Another route to profitability, naturally, is increasing sales. Many food and beverage distributors could benefit from including sales teams in discussions around delivery. Commercial colleagues will know when a business is losing contracts because there’s a particular service they can’t offer. By working cross-departmentally, businesses can work together to predict the consequences of adding or refining certain delivery services. And the initial investment will be worth it if these services allow said businesses to recover market share. Strategic planning software can take this a step further by simulating the impact of commercial decisions. This gives leadership teams clarity on whether a new delivery service will genuinely drive profitable growth, rather than simply increasing operational complexity. Conclusion Profitable foodservice distribution needn’t rely solely on trimming costs. Distributors must look beyond operational efficiencies and consider how delivery capabilities can actively drive growth. With the right strategic delivery management solutions in place businesses can reduce waste and add value to customers. By treating delivery as a growth lever rather than a necessary cost center, foodservice distributors will thrive. However, those that fail to make the shift risk falling to rising costs and shrinking profit margins, even if demand for their services continues to grow. www.descartes.com
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