Digitalisation is a marathon, not a sprint
Renewing and integrating forwarding software with experts –the example of Lamprecht Transport. It isn’t child’s play to translate the know-how of forwarding companies into suitable IT tools. A Lamprecht Transport digitalisation project is carrying this out in cooperation with consultants from Efexcon and programmers from Anaxco. In a combination of technological basis and new modules, an overall digital solution is being developed, together with the staff.
Today, functional software is the backbone of all business activities in freight forwarding. Thus the family-owned company Lamprecht Transport in Basel is also in the midst of an ambitious digitalisation project.
“From the beginning of the project it was important to us to introduce a new system that covers all three modes of transport,” chief executive officer Jenny Vargas told the ITJ. The company is being assisted in the project by the consultancy Efexcon, from Zug (Switzerland). CFO Andreas Hoffmeyer described the start. “The first thing was to define the company’s own unique selling points and to analyse existing processes in all areas. This preliminary project took about ten months.”
Starting point and in-house development
The search began. However, no existing software in the German-speaking region could fully satisfy the medium-sized enterprise’s needs. The fruits of the preliminary work, however, made it possible to combine a basic solution from the market with in-house development. “Both functionally as well as technologically CargoSuite, based on the end-to-end ERP solution of ‘Microsoft Dynamics 365’, convinced us,” Hoffmeyer explained.
The search for a technical service provider led Lamprecht to Anaxco. It faced new territory too, however. Its key account manager, Dietmar Haveloh, a trained freight forwarding agent, recalls that “we entered the race to work for road transport. Further development for international sea and air cargo forwarding activities wasn’t initially on our agenda at all, actually.”
They were convinced by the overall project – and also because employees with additional expertise were hired. In spring 2022 the project team coordinated the digital mapping of air and sea freight. “It seemed like a ride on a razor blade at first,” Haveloh grinned in retrospect, adding that “the Microsoft construction kit helped and made this expansion technically possible.”
So entrepreneurial courage is part of the equation – as is the right coordination in the team. In addition to CEO Vargas, the CFO and the three heads of the transport modes also have a seat and a vote in the project steering committee. In addition, key people from every business field are heard when the solutions are presented. “There’s a lot of respect here,” said Hoffmeyer in praise of the process.
The demands on the staff should not be underestimated, Haveloh said. “In the context of automation, for example, only conspicuous orders are reworked by experts. That’s a reversal of previous operations.”
Involving the staff
So getting staff on board is central to the success of the project. Vargas recalled the kick-off meeting with about 45 key users. “Our staff was happy to be given the opportunity to help shape the project and were ‘on fire’ for the new solutions.” Training for the overland freight module is currently underway in Basel.
The air module is being developed in parallel, followed by the sea freight module. The Lamprecht subsidiary LPL Pharma will eventually take over all three completed modules. Full implementation is scheduled for the end of 2024.
Adjustments will continue to be made thereafter however, Hoffmeyer said. “A project like this is a marathon and not a sprint. It’s crucial that all employees participate.” Haveloh also sees the development as part of a transformation process.
“Lamprecht Transport is rolling out an effective digitalisation strategy that creates the tools for the future.” This means that even in medium-sized companies, complex projects of such a nature can be mastered, with the right partners.