JANUARY 2025TRANSPORTATION REVIEW9 benefit to increase efficiencies and reduce costs and instead to a requirement if organizations want to stay competitive. Complicating the landscape within the investment into this space is the number of service businesses that are springing up to solve the same, similar, or small niche aspects of digitalization and automation in logistics. As part of an organization attempting to automate and digitalize, it is a challenge to find the "right" partner or vendor to provide the correct solution, and there is a risk of adapting "close enough" technologies that do not bring the appropriate benefits to solve problems. Based on our journey of navigating this effort, I found it beneficial to share a couple of high points of thought for organizations diving into the digitalization and automation realm:1. Anticipate the complexity of what you are really trying to solve and develop realistic expectations: While the technologies are seemingly advancing at an exponential rate, defining the real solutions immediately available versus theoretical is imperative. 2. Change is hard; embrace it: Even after finding the right technology, that's when the real work begins. 3. Implementation, integration, retirement of old systems, and training take significant resources in terms of people and time. Identifying processes that could change individual users' daily practices must be coupled with their buy-in to find success. 4. Be flexible and resilient: It is no secret that new technologies are being advanced at an exponential rate. Commitment on this journey means that solutions identified today may not be the right solution for tomorrow. Finding and adopting new technologies require commitment. There will be a cost (in many different forms) to embracing digitalization and automation in your organization. Are you ready for them?5. Find out when to sprint while racing in a marathon: A standout challenge that my team has experienced is finding ways to sprint in terms of adopting new technologies in an environment with shrinking resources while also playing the long game in sustaining the overarching goal of digitalization. This is certainly not a comprehensive list, and a simple Google search can find many relevant opinions on the topic. However, when asked to write on the subject, I felt this showcased the relevant learnings I have gained throughout my career. I hope others can explore these ideas further as they pursue their own digitalization and automation paths. About Nathan KurlandNate Kurland is Vice President of Operations Southeast at Trimac Transportation. Kurland began his career in trucking with Trimac as an Operations Manager at Bayport, Texas. He was promoted several times and led the National Tank Services team in the US before relocating to Dallas and working as the Vice President of Operations at a large oil field services transportation company.Prior to entering the trucking industry, Kurland served as an Infantry Officer in the United States Marine Corps, serving multiple deployments throughout the Middle East and Southeast Asia. He continues his service as a United States Marine Corps Reserve member. Kurland holds a Bachelor's degree in Business Management from Stephen F Austin State University, a Master's degree in Business Administration from Auburn University, and a Master's of Science degree in Supply Chain Management from Texas Christian University.
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