AI Adoption: Forwarders Must Target Profit Over Productivity

Erik Muttersbach, founder of AI software company Zauber, argues that freight forwarders are approaching artificial intelligence incorrectly by prioritizing productivity improvements over profitability gains. The industry faces a critical inflection point in 2027 when AI implementations from 2026 pilots will begin showing measurable financial results, creating a widening divide between early adopters and laggards. Forwarders that fail to shift their AI strategy toward margin capture, customized customer service, and complex problem-solving risk losing competitive advantage as clients demand individualized service as the new standard.

The real opportunity lies in using AI to unlock hidden profitability through mechanisms like dynamic waiting time charges, improved demurrage and detention management, and optimized carrier contract allocation based on real-time volume visibility. Beyond financial gains, AI enables forwarders to deliver consistently tailored service across global operations by drawing on customer SOPs, historical correspondence, and TMS data, something historically difficult to execute uniformly. However, success requires organizational transformation, not just software implementation, with CEOs needing to clearly communicate AI's business value and address workforce concerns about job security and changing roles.

The distinction between building proprietary AI solutions versus buying from specialist providers is nuanced. Forwarders should develop in-house solutions only where they have genuine strategic advantages in customer order management or carrier allocation, while outsourcing standardized processes to experienced providers. Critical to any approach is ensuring AI systems have operational access equivalent to human employees through APIs and EDI connections, enabling true automation of meaningful work rather than superficial process enhancement.