Successful TMS Implementation: Lessons from Crane Worldwide Logistics

Selecting a transportation management system is a major decision. Yet the software evaluation is only the beginning. 

The real test comes after the contract is signed, when teams must translate operational requirements into workflows, connect multiple systems, prepare users for change and move the business onto a new platform without disrupting service. 

In a recent episode of the Driving Forward podcast, Mastery sales leader Brandon Hodges joined Nate Johnson of GLCS and Steve Harder, Vice President of Technology at Crane Worldwide Logistics, to discuss what separates successful enterprise TMS implementations from projects that lose momentum. Their conversation covered phased deployments, integrations, executive support, internal champions and the importance of establishing the right foundation before go-live.  

Here are several lessons discussed during that podcast that you should consider before beginning a TMS implementation. 

A Successful TMS Implementation Starts Before Configuration 

It can be tempting to move directly from selection into system configuration. After months of demonstrations, requirements meetings and contract negotiations, everyone is eager to see progress. 

But implementation problems often begin when organizations move too quickly without first aligning on what the new platform is expected to accomplish. 

Before configuration begins, leadership should clearly define: 

• The business problems the TMS must solve  
• The operational outcomes the company expects  
• Which processes should remain consistent  
• Which processes should be redesigned  
• How success will be measured  
• Who has authority to make decisions during the project  

A transportation management system should support the company’s future operating model, not simply recreate every limitation of the system it is replacing. 

That requires honest conversations about current workflows. Some processes exist because they are valuable. Others exist because an older system requires them. A strong implementation team must distinguish between the two. 

Treat the Implementation as a Business Transformation 

A TMS implementation is not solely an IT project. 

The platform may be owned by technology, but it affects nearly every part of a transportation organization, including operations, customer service, planning, dispatch, brokerage, driver management, billing, settlements, accounting and reporting. 

That means operational leaders must participate throughout the implementation—not only during initial requirements gathering or final testing. 

The strongest projects bring technology and business teams together from the beginning. IT understands architecture, security, data and integrations. Operations understands how freight actually moves, where exceptions occur and which decisions must be made throughout the day. 

Neither group can design the right solution alone. 

Successful implementations depend on communication, executive participation, change management and a strong working relationship between the customer and technology provider—not simply the capabilities of the software.  

Build a Network of Internal Champions 

Executive sponsorship gives a project authority. Internal champions give it momentum. 

Champions are the people within the business who understand why the organization is changing and can help others see the value of the new platform. They often become the connection between the implementation team and the employees who will use the system every day. 

Effective champions can: 

• Explain how new workflows will improve daily work  
• Surface concerns before they become larger problems  
• Encourage participation in testing and training  
• Reinforce new processes after go-live  
• Help teams move away from spreadsheets and workarounds  
• Identify opportunities for continued improvement  

Champions should come from multiple areas of the organization. A project supported only by IT or executive leadership may struggle to gain adoption among frontline users. 

The people closest to the work must have a voice in how the system is designed and deployed. 

Decide Between a Phased Rollout and a Big-Bang Go-Live 

There is no universal deployment strategy for every transportation company. 

Some organizations move the entire business onto a new TMS at once. Others deploy gradually by business unit, customer, geography, mode or function. The podcast discussion examined the benefits and challenges of both phased and big-bang approaches.  

A big-bang deployment may accelerate the transition and eliminate the need to operate two systems for an extended period. It also concentrates more risk into a single go-live event. 

A phased rollout can reduce operational exposure, provide time to incorporate lessons and allow the organization to demonstrate early progress. However, it may require temporary processes for managing work across the old and new environments. 

The right approach depends on factors such as: 

• Operational complexity  
• Number of business divisions  
• Customer requirements  
• Integration readiness  
• Data quality  
• Internal staffing  
• Tolerance for operational risk  

The decision should be based on business realities, not an arbitrary deadline. 

Do Not Underestimate the Integration Web 

Enterprise transportation platforms rarely operate independently. 

A TMS may exchange information with accounting platforms, ERP systems, telematics providers, driver applications, visibility platforms, fuel systems, payment tools, customer portals and numerous carrier or shipper technologies. 

Each connection introduces requirements, dependencies and testing considerations. 

Integration planning should therefore begin early. Teams need to understand: 

• Which systems exchange information  
• What data each system owns  
• How frequently information must move  
• What happens when an integration fails  
• Who is responsible for resolving exceptions  
• Which integrations are required for go-live  
• Which can be added in later phases  

Trying to complete every possible integration before launch can delay the project unnecessarily. Ignoring critical integrations until late in the implementation can create even greater disruption. 

The goal is to establish a realistic sequence based on operational importance. 

Use Small Wins to Build Confidence 

Large enterprise implementations can feel overwhelming because the full value of the platform may take time to realize. 

Small wins help teams see that progress is being made. 

A small win could be successfully automating a previously manual workflow, completing the first customer integration, improving visibility for one operation or reducing the number of steps required to complete a common task. 

These outcomes do more than improve the project plan. They build confidence among employees who may be uncertain about the change. 

Teams are more likely to support a transformation when they can see tangible improvements in their daily work. 

Prepare for Go-Live—And What Comes After It 

Go-live is an important milestone, but it is not the finish line. 

Once the platform is operating in a live environment, teams will uncover new requirements, identify opportunities to improve workflows and learn how users interact with the system under real operating conditions. 

Organizations should plan in advance for: 

• Elevated support during the initial launch  
• Clear escalation paths  
• Daily review of critical issues  
• Continued training  
• Workflow refinement  
• Adoption measurement  
• Prioritization of future phases  

The most successful TMS programs treat implementation as the beginning of an ongoing improvement process. 

The Platform Matters. The Partnership Matters Too. 

Enterprise transportation management requires more than installing software. 

It requires a shared understanding of the customer’s business, disciplined decision-making and a willingness to address challenges openly as they arise. 

At Mastery, we believe a successful TMS implementation combines a modern, configurable platform with close collaboration between our team and the customer. Technology creates the foundation, but people determine how effectively that technology is applied. 

As Brandon noted in the podcast, implementing any new enterprise platform is often the hardest part—and it must be done correctly regardless of which technology an organization selects.  

Companies that invest in preparation, executive alignment, internal champions and change management place themselves in a much stronger position to achieve lasting value from their TMS. 

Want to see the entire interview?  View it here: TMS Go-Live Without The Chaos: How Implementations Actually Succeed

Frequently Asked Questions About TMS Implementation 

What is the most important factor in a successful TMS implementation? 

Clear alignment between business leadership, operational users, IT teams and the technology provider is one of the most important factors. Everyone should understand the objectives, responsibilities and decisions required to keep the project moving. 

Should a company use a phased TMS rollout? 

A phased rollout may be appropriate for organizations with multiple divisions, complex integrations or a lower tolerance for operational disruption. A big-bang approach may work when processes are standardized and the company is prepared to transition the entire organization at once. 

When should integration planning begin? 

Integration planning should begin during the early stages of the implementation. Teams should identify critical connections, data ownership, dependencies and failure-handling procedures before configuration and testing are too far underway. 

Is go-live the end of a TMS implementation? 

No. Go-live begins the next stage of the program. Organizations should continue monitoring adoption, refining workflows, training users and identifying additional opportunities to create value from the platform. 

How can companies improve employee adoption? 

Include operational users early, establish internal champions, communicate why the change is happening and demonstrate how the new workflows will improve employees’ daily responsibilities.