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Case study

Three crucial steps to accelerating returns from your transportation management system spend

Johnny Ivanyi and Vivek Chhaochharia
Journal of Supply Chain Management, Logistics and Procurement, 7 (4), 350-357 (2025)
https://doi.org/10.69554/MBWP6397

Abstract

Global supply chain disruption shows no signs of slowing down. In recent years, international organisations such as Bayer Crop Science have juggled cost instability, distribution bottlenecks, escalating fuel costs and other macro factors that are buffeting global logistics. To stay in front of these challenges and deliver exceptional customer service, Bayer initiated a worldwide digital transformation. Primarily intended to transition to a state-of-the-art transportation management system (TMS), Bayer deployed Blue Yonder’s TMS across more than 65 countries, replacing disparate tools, outdated legacy systems and manual processes forced to manage an increasingly complex logistics network. While the initial transformation saw a 3–5 per cent improvement in overall transportation spend, a 7 per cent increase in asset utilisation, a decrease in environmental impacts and a major cultural change, Bayer transportation leaders realised that the expected return on investment (ROI) was not being sustained over time as inevitable changes to the supply chain occurred. As a result, Bayer leadership sought the input and guidance of Ernst & Young LLP (EY), a veteran of numerous global digital transformations with deep experience in the complications, rigours and demands of volatile supply chains. Together, Bayer and EY teams built a framework leveraging three strategies to drive greater ROI for Bayer and any other supply chain operator seeking improved efficiencies. This paper details the strategies and approach taken. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.

Keywords: logistics digitalisation; transportation management; warehouse management; digital transformation; supply chain volatility; artificial intelligence; machine learning; supply chain autonomy

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Author's Biography

Johnny Ivanyi is the Supply Chain Senior Director and Global Head of Logistics Excellence at Bayer Crop Science. He is responsible for the global distribution operational strategy in the Crop Science organisation, driving Bayer’s logistics transformation across regions by identifying, assessing and implementing new technologies, such as global transportation management solutions, global warehouse management solutions, last-mile visibility, robotic process automation, machine learning, artificial intelligence, prescriptive analytics and logistics smart centres. Johnny has more than 20 years’ international business experience across the supply chain, with leadership roles at General Motors, Monsanto and Bayer.

Vivek Chhaochharia is a principal within the Technology Consulting practice at Ernst & Young LLP (EY). He also serves as the EY US Digital Supply Chain Leader and the EY Global Blue Yonder Alliance Leader. Vivek is an end-to-end supply chain leader, helping companies reinvent supply chains and drive technology-enabled supply chain transformations. He has provided supply chain and logistics consulting for many Fortune 100 companies across the consumer goods, retail, high tech, life sciences and third-party logistics industries, focusing on logistics strategy and process design, merger and acquisition (M&A) advisory, organisation design, smart supply chains and similar business transformations.

Citation

Ivanyi, Johnny and Chhaochharia, Vivek (2025, June 1). Three crucial steps to accelerating returns from your transportation management system spend. In the Journal of Supply Chain Management, Logistics and Procurement, Volume 7, Issue 4. https://doi.org/10.69554/MBWP6397.

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cover image, Journal of Supply Chain Management, Logistics and Procurement
Journal of Supply Chain Management, Logistics and Procurement
Volume 7 / Issue 4
© Henry Stewart
Publications LLP

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