Shared logistics requires new forms of collaboration

Transport and trade under pressure

‘Without logistics, everyone would be homeless, naked and hungry,’ read Jaco van Meijeren, Senior Lead Consultant Supply Chain Innovation at TNO, on a truck in the United Kingdom. According to him, this slogan neatly captures what is at stake: without a well‑functioning logistics system, the entire economy grinds to a halt. Yet this vital sector is under enormous pressure.

The shortage of personnel is already critical and will only worsen due to an ageing workforce. Infrastructure is operating at full capacity, and major maintenance works are actually reducing road capacity. On top of this comes the requirement to make the logistics sector increasingly sustainable.

Consequences for shippers

This also leads to very concrete problems for in‑house carriers and shippers: warehouses filling up because outbound transport cannot be arranged in time, delayed deliveries that result in lost customers, and rising transport costs that put pressure on everyone’s margins. At the same time, the pressure on delivery reliability continues to grow, while demand for road transport is expected to increase by up to 10% by 2040 (source: WLO 2025). In other words, more has to be done with less resources,

This transition is inevitable; the question is when and how. 'It would actually be a missed opportunity to discuss this only with carriers,' says Jaco. 'We really want to involve shippers as well, because that is the only way to arrive at a truly integrated solution. Shippers who get involved now can help shape how this takes form.'

A full truck on the return journey

The solution requires thinking beyond the boundaries of one’s own organisation. A shipper who is flexible with loading and unloading times enables carriers to plan more efficiently. A group of manufacturers that invests jointly in charging infrastructure makes electric transport viable. For shippers, this delivers tangible benefits: improved delivery reliability, lower costs through more efficient planning, and a competitive edge over those who are still waiting on the sidelines.

Research shows that a reduction of up to 25% in transport movements is possible. This efficiency translates into lower costs, reduced emissions and more reliable deliveries. 'With the same assets, we can achieve much more if we work together instead of each acting alone,' Jaco emphasises.

Multiple growers to one flower auction

Consider the example of a group of potted plant growers. Each company operates one to three trucks, which they use individually to drive to the flower auction. 'Sometimes several trucks from different growers are driving the same route, while none of them are fully loaded,' explains IJsbrand Kaper, Business Developer at TNO. 'If they collaborate intelligently, they can transport the same volume with fewer vehicles. That saves on costs, staff and emissions.'

A survey among these growers revealed clear considerations. Arguments in favour included shared challenges around electrification and charging infrastructure, staff shortages, and sustainability requirements imposed by customers. But there were also concerns: will we still be able to use our truck if we lend it to a neighbour? And do we have to put data on a platform that creates a dependency we do not want?

From distrust to collaboration

'We have seen how a group of container hauliers tried to collaborate via a commercial software platform,' says Jaco. 'It failed completely because the companies did not trust the platform. They thought: that party profits from our data and could use everything against us.'

The barriers are clear: distrust around data sharing, fear of dependency and concerns about competition. For shippers, these issues often play out differently than for carriers. Transport is not their core business, but a supporting activity. Precisely for that reason, it is crucial that the solutions being developed also work for this group.

More decisiveness needed

'We see that external incentives such as zero‑emission zones do have an effect,' Jaco observes. The question is: which system‑level incentives are needed to make shared logistics take off at scale?

'In the Netherlands we have many consultation structures, but too little decisiveness for this much‑needed transition,' IJsbrand adds. 'It takes an enormous amount of time to mobilise the various parties in the sector. Knowledge institutes, industry organisations, government and businesses need to start working together on ideas in order to become more effective.'

Making the transition together

'Shared logistics is not a luxury, but a necessity. We can make this transition together,' IJsbrand emphasises. For shippers, this represents a real opportunity. By thinking proactively, they can not only save costs and meet sustainability targets, but also future‑proof their logistics processes. The first projects within the Future Proof Smart Logistics programme are already underway.

TNO is actively looking for professional carriers, logistics service providers, shippers and in‑house carriers who recognise these challenges. 'We are looking for real‑world cases we can work on together,' says Jaco. 'Sceptical voices are also welcome. Precisely by discussing those concerns openly and exploring how to address them, we can arrive at workable solutions.'

Future Proof Smart Logistics

For more information about participating in projects or the Future Proof Smart Logistics programme, please contact IJsbrand Kaper.