Digitalisation and artificial intelligence are rapidly changing the way supply chains are managed. Companies are investing in new planning platforms, control towers, analytics, automation and increasingly AI-supported decision tools.

I strongly believe these technologies can bring considerable value. But I also believe there is a risk in assuming that technology itself will fix supply chain problems.

In practice, technology amplifies what already exists. If processes are clear, data is reliable and responsibilities are well defined, digital tools can accelerate decisions and improve performance. If the underlying organisation is fragmented, however, technology can simply make poor processes move faster.

This distinction has become particularly important in today’s economic and geopolitical environment.

Supply chain decisions are becoming more consequential

International supply chains are being affected simultaneously by geopolitical disruption, changing trade regulations, transportation volatility, environmental requirements, capacity constraints and pressure on costs.

A freight or logistics decision that once appeared largely operational can now have consequences far beyond transportation.

The choice of a logistics provider, for example, may influence inventory levels, customer service, working capital, customs compliance, production continuity and ultimately the commercial competitiveness of the company.

For this reason, I increasingly see logistics sourcing as a supply chain management discipline rather than simply a procurement exercise.

This becomes particularly visible during an RFQ.

Traditionally, many logistics RFQs have focused heavily on obtaining and comparing freight rates. Price remains important, of course, but the lowest rate does not necessarily create the lowest total cost.

A carrier or logistics provider may offer an attractive quotation while providing less reliable transit times, weaker operational capabilities, limited visibility, inadequate customs support or poor exception management.

The resulting cost may appear somewhere else in the supply chain: additional inventory, expedited shipments, demurrage, production disruption, administrative workload or lost customer service.

Start with the operating model, not the tool

Before selecting technology or launching a sourcing exercise, companies should first be able to answer some basic questions.

What exactly are we asking the logistics provider to deliver? Which processes are critical? Who owns each decision? Which data is required? How will performance be measured? What risks are

acceptable? What happens when the operation deviates from plan?

These questions may sound basic, but they determine whether a digital solution, an AI model or even a sophisticated sourcing platform can produce meaningful results.

If shipment data is inconsistent, service requirements are unclear or cost structures are not comparable, artificial intelligence will not magically create a reliable decision.

It may analyse the information faster, but the quality of the recommendation will still depend on the quality of the underlying inputs and assumptions.

That is why process design and technology transformation should not be treated as separate initiatives.

RFQs can become a transformation tool

I believe one of the most underestimated roles of a well-designed logistics RFQ is its ability to force an organisation to define how it actually wants its future supply chain to operate.

A serious RFQ requires teams to clarify volumes, lanes, service requirements, responsibilities, performance expectations, compliance requirements, escalation processes and data standards.

That exercise often exposes inconsistencies that have accumulated over time.

Different business units may be using different specifications. Cost categories may not be defined consistently. Performance indicators may measure different things in different countries. Logistics providers may have been managing exceptions according to informal practices rather than agreed processes.

When these issues are addressed properly, the RFQ becomes more than a method for selecting a supplier.

It becomes an opportunity to redesign the operating model.

Technology can then support that model rather than attempting to compensate for its weaknesses.

AI changes the possibilities, but not the fundamentals

AI will undoubtedly change logistics sourcing and supply chain decision-making.

It can help analyse large volumes of quotations, identify anomalies, compare scenarios, evaluate historical performance, detect risks and support faster decisions.

Over time, these capabilities will become increasingly powerful. But human judgement remains essential.

A model may identify the lowest expected transportation cost, for example, but management still needs to determine whether the associated service level, risk exposure or operational model is appropriate for the business.

The objective should therefore not be to replace supply chain judgement with technology. It should be to use technology to improve the quality and speed of that judgement.

The competitive advantage is in combining the two

The companies that will benefit most from supply chain digitalisation will not necessarily be those buying the most sophisticated technology.

They will be those that combine technology with disciplined processes, reliable data, clear governance and a realistic understanding of operational risk.

Given the current economic and geopolitical environment, this capability is becoming increasingly strategic.

Decisions around freight sourcing, logistics providers and supply chain governance are no longer purely operational or procurement-related. They increasingly influence cost control, resilience, competitiveness and the ability of companies to adapt to rapidly changing market conditions.

Technology can make those decisions better.

But only if the organisation has first defined what a good decision actually looks like.

About the author

Guillaume Lecomte is the founder of Logistics Concepts Sàrl and the author of Mastering Logistics RFQs for Global Supply Chains – A Strategic Guide for 2026-2028. His work focuses on international logistics, freight sourcing, supply chain governance and practical approaches to improving logistics decision-making.

More information: https://www.logistics-concepts.com