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Digital transformation strategy
for TSL companies
A well-thought-out plan for technological changes that bring concrete business results, developed using the IT-solve methodology.
What is a digital transformation strategy?
It is a process that begins with workshops with management and operations and ends with a transformation roadmap featuring an implementation plan, calculated ROI, and ready-made priorities.
For the CTO – it is a tool that translates technological knowledge into a concrete business case acceptable to the board.
For the Board – it is a data-driven investment decision that allows for cost reduction, shorter operation times, and increased control over processes.
What does your company gain thanks to a digital
transformation strategy?
From a project and
technology perspective
- Ready implementation roadmap – includes a set of initiatives with ROI analysis, priorities, and cost estimates.
- Technology based on TSL realities – we show how digitalization reduces manual processes and delays.
- Benchmarks and data as arguments – recommendations are grounded in facts, not assumptions.
- Team engagement – joint workshops with operations, IT, and management facilitate the implementation of change.
In a business context
- Lower operating costs (up to -30%) – through route optimization, task automation, and reduction of empty runs.
- Greater real-time visibility – GPS and IoT data facilitate decisions and prevent delays.
- Better customer experience – fewer errors, better information, faster response.
- Change management plan – An organized approach to preparing people and the organization for new tools, processes, and roles – with a training schedule, internal communication, and the involvement of change leaders in individual departments.
Why does it work?
Created for TSL companies
We use process models and transformation scenarios tailored to transport, logistics, and forwarding.
Combined strategy and technology
From board goals to integrations with client systems.
Workshop with the board + IT systems analysis
The strategy combines decision-makers’ priorities with technological architecture.
ROI first
Every initiative has its own KPI, cost estimate, and business case. We don’t recommend anything “on faith”.
What you will gain from a strategic approach
to digital transformation?
Common understanding of the goal
Workshops and consultations involving key leaders – building a common understanding of why and how to act.
Action-ready plan
The result of the cooperation is an operational implementation plan for 12–18 months with a schedule, costs, resources, and KPIs – ready for use.
Measurable indicators
Concrete KPIs that can be presented to the board – e.g., reduction of transport cost per km by 12%, increase in punctuality by 25%, halving of invoicing errors.
Quick wins and effects
Proposals for initial actions that bring quick results: reduction of empty runs, order automation, digitalization of document flow.
Organizational change management plan
In addition to the implementation plan, you receive specific recommendations on how to prepare the team for change: communication, responsibility structure, implementation steps, and ways to deal with resistance. We help turn strategy into reality – with people, not despite them.
Clear diagnosis
Audit of internal processes, systems, and data – showing where losses, delays, manual actions, and unnecessary costs are.
What does the digital
transformation strategy
creation process look like?
It is a seven-stage process designed specifically for transport, logistics, and forwarding companies. It combines strategic, analytical, and operational approaches, taking into account real constraints (time, budget, resources) and the specifics of the TSL industry.
Each stage ends with concrete results: from an initial understanding of the company’s situation, through clarifying goals with the board, to a ready transformation roadmap with priorities and KPIs.
Discovery Call
A 30-minute conversation will allow for an initial understanding of operational challenges and business goals (e.g., cost reduction, greater control, scalability). At this stage, we present our approach, assess the potential for cooperation, and prepare a consulting offer.
Strategic direction and board goals
We conduct interviews with the CEO, COO, and key stakeholders. Based on this, we jointly establish transformation goals and define measurable OKRs in four perspectives: finance, customers, processes, development. A strategic map of goals, owners, and time horizons is created.
Current state assessment
We map key processes (e.g., transport, warehouse, order-to-cash), assess system architecture (TMS, WMS, ERP), data quality, and the readiness of people and processes for change. We diagnose bottlenecks and areas where losses are generated. The analysis also includes interviews with operational employees.
Automation workshops
For areas with the highest potential, we conduct ‘as-is / to-be’ workshops. We design target processes ready for automation, estimate benefits (time, costs, ROI), select appropriate technologies, and create proposals for changes ready for implementation.
Strategic prioritization
We develop a portfolio of initiatives – from quick wins to larger infrastructure investments. We prepare an ROI analysis, analyze dependencies between projects, and establish a transformation schedule together with the board.
Strategy document and transformation roadmap
We create a full strategy document – with a summary for the board, an analysis of the current state, a target vision, and an action roadmap: what, when, by whom, and with what effect. Each initiative has its own KPI, cost estimate, and estimated business impact.
Recommendations and support
The strategy formulation process does not end with implementation recommendations alone. If you decide on further cooperation, we can lead the implementation, remain as an advisor, or organize periodic review meetings.
What will you gain after completing the strategic project?
- A complete set of action-ready materials: a presentation for the board, a strategy document with an initiative roadmap, KPIs and schedule, business cases, and technological recommendations.
- Arguments that work in the language of the CEO/COO – you will show not only the need for change but also its profitability, implementation time, and risk.
- Consistency of vision in the company – you will facilitate the communication of the transformation to operational and IT teams, minimizing resistance and chaos.
- A ready action plan, not a presentation “for the drawer” – your role as a change leader will gain a new position in the eyes of the organization.
Ready to move forward with a
concrete plan?
Schedule a 30-minute meeting where we will assess your organization’s potential for transformation and show you what your change roadmap could look like.
Transforming a TSL company into a scalable, digital business doesn’t start with technology – it starts with a well-designed strategy.
Our case studies
24/7 Key locker that relieves car dealership advisors
Automation of key issuance in a car dealership using a physical key box and a dedicated web system.
Gamification of corporate fleets
Development of the Gamecenter system – an AI platform for automating incentive programs and improving driving safety.
Ecologic – A New Standard in Corporate Fleet Management
aEcologic addresses the growing demand for advanced tools to improve fleet safety and transportation efficiency. By leveraging cloud computing, Artificial Intelligence, and a wide array of technologies, it enables real-time tracking of even the most detailed driving parameters. This directly translates into fewer collisions, cost savings, and increased employee satisfaction.
Kamil Fuss
Head of Business Development