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		<title>DeCA in transport: answers to the most frequently asked questions about the Electronic Control Document</title>
		<link>https://hedyla.com/en/deca-in-transport/</link>
					<comments>https://hedyla.com/en/deca-in-transport/#respond</comments>
		
		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Mon, 05 Oct 2026 13:33:03 +0000</pubDate>
				<category><![CDATA[Tendencias]]></category>
		<category><![CDATA[DeCA]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17340</guid>

					<description><![CDATA[El DeCA en transporte ya está generando muchas preguntas en la operativa diaria: quién debe generarlo, qué ocurre cuando hay subcontratación, cómo se gestionan varios destinos, qué datos son obligatorios, cómo debe recibirlo el conductor o qué sucede si la información cambia durante el servicio. Durante los últimos webinars sobre el Documento de Control Electrónico ... <a title="DeCA in transport: answers to the most frequently asked questions about the Electronic Control Document" class="read-more" href="https://hedyla.com/en/deca-in-transport/" aria-label="Read more about DeCA en transporte: respuestas a las dudas más frecuentes sobre el Documento de Control Electrónico">Read more</a>]]></description>
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									<p>DeCA transport requirements are already raising many questions in day-to-day operations: who should generate the document, what happens when transport is subcontracted, how multiple destinations should be handled, which data is mandatory, how the driver should receive the document, or what happens if the information changes during the transport service.</p><p>During the latest webinars on the Electronic Control Document held together with Leviahub, we received dozens of questions from transport companies and professionals. Some came up in all three sessions. Others focused on very specific situations that many companies are likely to encounter in their own operations.</p><p>We have selected the most frequently asked questions and reviewed them against the current regulations to bring them together in this practical guide to DeCA.</p><h2><strong>What is DeCA and when is it mandatory?</strong></h2><p>DeCA is the Administrative Control Document required to document public road freight transport operations that fall within its scope. Under the new regulations, this document must be managed electronically and comply with specific requirements regarding its generation, access, modification and retention.</p><p>The document must be generated before the transport service actually begins, and the system used must record the date and time of its creation.</p><p>This is where many of the questions we received begin.</p><h3><strong>1. Who should generate the DeCA?</strong></h3><p>This was one of the most frequently asked questions during the webinars.</p><p class="translation-block">To answer it, two roles need to be clearly understood: the contractual shipper and the actual carrier.</p><p>The contractual shipper is the individual or legal entity that directly contracts the actual carrier to perform the transport. The actual carrier is the party that physically carries out the transport.</p><p>Both parties are required to formalise the control document and are responsible for the information corresponding to them.</p><p>This distinction is particularly important because the owner of the goods is not necessarily the contractual shipper.</p><h3><strong>2. What happens when transport is subcontracted?</strong></h3><p>Subcontracting was probably the topic that raised the most questions.</p><p>Consider the following chain:</p><p><strong>Company A → Carrier B → Carrier C → Carrier D</strong></p><p>To identify the parties involved in the corresponding document, it is necessary to determine who physically performs the transport and who directly contracted that party.</p><p>Therefore, where there is a subcontracting chain, identifying only the company that initially commissioned the transport is not enough. The contractual relationship that gives rise to the transport service ultimately being performed must be analysed.</p><p>This distinction between the contractual shipper and the actual carrier is essential for correctly managing DeCA.</p><h3><strong>3. Who is responsible for the data included in the DeCA?</strong></h3><p>The regulations divide responsibility for the information between the two parties.</p><p>The <strong>contractual shipper</strong> is responsible for the accuracy of:</p><ul><li>the contractual shipper's name or company name, tax identification number and address;</li><li>the actual carrier's name or company name and tax identification number;</li><li>the origin and destination of the shipment;</li><li>the nature and weight of the goods.</li></ul><p>The <strong>actual carrier</strong> is responsible for:</p><ul><li>details of any special circulation authorisation, where required;</li><li>the date on which the transport is carried out;</li><li>the registration numbers of the vehicles used.</li></ul><p>This distinction is particularly relevant when DeCA is generated automatically using information held in different systems.</p><h3><strong>4. What information must the DeCA include?</strong></h3><p>In addition to identifying the contractual shipper and the actual carrier, the document must contain enough information to correctly identify the transport operation.</p><p>The essential information includes the origin and destination of the shipment, the nature and weight of the goods, the date of transport and the registration numbers of the vehicles used.</p><p>Where a special circulation authorisation is required, the corresponding information must also be included.</p><p>The regulations also allow the parties to include any additional information they consider useful for documenting the operation.</p><h3><strong>5. Does the driver's name or tax ID have to appear?</strong></h3><p>No. These are not among the mandatory data established for the control document.</p><p>This does not prevent a company from including additional information about the driver when useful for its internal processes.</p><p>The same applies to photographs, seals, observations or other evidence relating to the operation: they may form part of the company's document workflow, but they should be distinguished from the information specifically required by the DeCA regulations.</p><h3><strong>6. What happens if we do not know the exact weight of the goods?</strong></h3><p>The weight of the goods is part of the information that must appear in the document.</p><p>However, the regulations provide for cases where the circumstances of the load make it difficult to determine the exact weight. In these situations, <strong>, another type of measurement may be used to determine its weight.</strong>.</p><p>It is important not to confuse this information with the total weight of the vehicle: the document refers to the weight of the goods being transported.</p><h3><strong>7. What happens if the weight or other information changes after the DeCA has been generated?</strong></h3><p>This is a common situation: the planned weight may be one figure, but the actual weight changes once the vehicle has been loaded. A vehicle registration number or other transport information may also change.</p><p>The regulations establish two ways of handling a modification.</p><p>The first is to modify the original PDF by adding the new information and the reason for the change, while retaining the previous information and clearly identifying it as no longer valid.</p><p>The second is to generate a new, updated PDF. In this case, a new URL and QR code are also generated, while the original document must be retained.</p><p>In both cases, the updated document must be provided to the driver.</p><p>This ensures that any modification preserves the traceability of the previous information.</p><h3><strong>8. Can a single DeCA be used for multiple destinations?</strong></h3><p>Yes, provided certain conditions are met.</p><p>The regulations allow several services to be recorded in a single DeCA when <strong>the contractual shipper and the actual carrier are the same for all of them.</strong>.</p><p>Each shipment must be individually identified, including its origin and destination, the nature and weight of the goods, and any other mandatory information that differs between shipments.</p><p>This makes it possible to manage certain operations involving multiple loading or unloading points within a single document without losing the identification of each shipment.</p><h3><strong>9. What if we make several journeys between the same origin and destination?</strong></h3><p>Several services may also be grouped into a single DeCA provided the same requirements are met: the same contractual shipper, the same actual carrier and individual identification of each shipment.</p><p>This is particularly relevant when several transport services are carried out between the same locations during the same day but, for example, the weight or characteristics of the goods change.</p><p>Each service must be clearly identifiable within the document.</p><h3><strong>10. What happens in operations involving hubs or cross-docking?</strong></h3><p>Several questions during the webinars concerned goods collected from different locations, transported to a hub, consolidated and subsequently transported to another destination.</p><p>There is no specific DeCA rule governing cross-docking as an operation.</p><p>To determine how it should be documented, the different transport services involved must be analysed, identifying the contractual shipper and actual carrier for each one.</p><p>The presence of multiple origins, destinations, vehicles or contractual relationships may lead to different documentation requirements. This makes it particularly important to analyse the actual transport flow in these operations.</p><h3><strong>11. Is DeCA mandatory for international transport?</strong></h3><p>The Electronic Control Document applies to domestic transport operations that fall within its scope.</p><p>International transport operations that travel partly through Spanish territory do not have to be documented using DeCA simply because they circulate in Spain. In these cases, the documents established under the relevant international conventions are used, such as the CMR where applicable.</p><p>For example, a Barcelona–Bremen transport carried out as a single international operation does not become subject to DeCA during the Spanish section of the journey.</p><p>There is one important exception to bear in mind: <strong>cabotage operations carried out within Spain are included within the scope of DeCA.</strong>.</p><h3><strong>12. What happens if there is a domestic transport operation before or after an international one?</strong></h3><p>The different operations need to be distinguished.</p><p>If there is an independent domestic transport service that takes the goods to the point from which a subsequent international operation begins, that first transport service must be analysed separately.</p><p>Therefore, a previous or subsequent journey cannot automatically be considered international simply because the goods eventually leave Spain.</p><p>The key is to correctly identify each transport operation and the contractual relationship behind it.</p><h3><strong>13. Does DeCA replace the CMR, delivery note or consignment note?</strong></h3><p>Not necessarily.</p><p>One of the options provided for by the regulations is to use the format of other documents employed in transport as the DeCA, provided that they contain all the information required for the Electronic Control Document and expressly identify the contractual shipper and actual carrier.</p><p>This may apply, for example, to certain transport documents, consignment notes or specific documentation associated with particular types of goods.</p><p>A company therefore does not necessarily have to multiply the number of documents it manages if a single document can meet the different applicable requirements.</p><h3><strong>14. What happens with ADR or waste documentation?</strong></h3><p>The existence of DeCA does not remove any specific documentation obligations associated with the type of goods being transported.</p><p>The regulations allow other documents to be used as the control document provided that they contain all the information required for DeCA and comply with the applicable requirements.</p><p>Documents associated with dangerous goods, waste or other specific transport operations may therefore be integrated into document management processes, provided that the obligations applicable in each case are met.</p><h3><strong>15. Does the driver need to install an app to carry the DeCA?</strong></h3><p>No.</p><p>Before the service begins, the driver must have the document available and carry it on board so that it can be presented if requested by an authority during transport.</p><p>This can be done using <strong>an electronic copy that can be displayed on a mobile device or a printed paper copy.</strong>.</p><p>Both options must include the corresponding QR code.</p><p>The driver may also carry the QR code as a separate file to make it easier to present during an inspection.</p><p>A specific app is therefore not required.</p><h3><strong>16. How does the DeCA QR code work?</strong></h3><p>Each Electronic Control Document has a <strong>unique and specific URL</strong>, which is incorporated into the document through a QR code.</p><p>While the transport service is being carried out, that URL must allow the corresponding PDF to be downloaded directly.</p><p>Access cannot require credentials, authentication, clicking buttons or carrying out other manual actions before the document can be downloaded.</p><p>Once the transport has been completed, downloading through the URL must remain available for the established period. Seven calendar days after completion of the service, access through that URL may be disabled.</p><p>The document itself must still be retained for the corresponding statutory period.</p><h3><strong>17. What happens if the driver has the QR code but cannot access the document?</strong></h3><p>The driver must be able to present the document during transport if requested.</p><p>For this reason, the DeCA may be available electronically, as a printed copy with its corresponding QR code, or through the QR code itself as a separate file.</p><p>How this is managed will depend on each company's operations, provided that access to the document complies with the requirements established by the regulations.</p><h3><strong>18. Does the DeCA have to be signed?</strong></h3><p>No. An electronic signature <strong>is not required for the DeCA to be valid as a control document.</strong>.</p><p>A different situation arises if the same document is also used to evidence contractual relationships or for another purpose for which a signature is required.</p><p>In that case, the requirements corresponding to that additional purpose must also be met.</p><p>This distinction avoids adding requirements to the DeCA process that actually relate to other documents or functions.</p><h3><strong>19. Can a scanned document be used as a DeCA?</strong></h3><p>No.</p><p class="translation-block">The DeCA must be a native digital PDF generated from structured data.</p><p>A document created by scanning a paper document or consisting simply of digitised images does not meet this requirement.</p><p>In addition, the generated PDF file cannot exceed <strong>5 MB.</strong>.</p><h3><strong>20. When must the DeCA be generated?</strong></h3><p>Before the transport service actually begins.</p><p>The system used must record the exact date and time the document was created.</p><p>This requirement is particularly relevant when DeCA is generated automatically from an ERP, TMS or another platform, as document generation must be integrated into the operational workflow before transport begins.</p><h3><strong>21. How long must a DeCA be retained?</strong></h3><p>The contractual shipper and actual carrier must retain the electronic DeCA files for <strong>at least one year.</strong>.</p><p>Where one of the parties generates and stores the documents, the other party may fulfil this obligation if it is able to access and download them throughout that period.</p><p>In addition to generating the document, it is therefore advisable to define how it will be stored, who will be able to retrieve it and how long it will remain available.</p><h3><strong>22. Do DeCA documents have to be sent to a government platform?</strong></h3><p>No.</p><p>The document can be stored in the repository used by the company, and the domain from which access is provided can be any domain.</p><p>There is no requirement to notify the authorities of that domain in advance.</p><p>What matters is that the system allows the documents to be generated, retained and presented in accordance with the established requirements.</p><h3><strong>23. How does DeCA integrate with an ERP or TMS?</strong></h3><p>Much of the information required to generate a DeCA is usually already available in a company's management systems: orders, customers, addresses, goods, vehicles and carriers.</p><p>Integration makes it possible to reuse this data to generate the documentation and reduce manual data entry.</p><p>In a <a href="https://hedyla.com/en/tms-software/">TMS</a>, documentation can also be linked to the transport operation itself. The Control Document can be centralised alongside other transport documentation and kept accessible for consultation or in the event of an inspection.</p><p>This allows DeCA management to be incorporated into the same workflow used to plan, assign and manage transport operations.</p><h2><strong>DeCA transport: 10 quick answers</strong></h2><table><tbody><tr><td><p><strong>Question</strong></p></td><td><p><strong>Answer</strong></p></td></tr><tr><td><p><strong>When must the DeCA be generated?</strong></p></td><td><p>Before the transport service actually begins.</p></td></tr><tr><td><p><strong>Who is involved in formalising it?</strong></p></td><td><p>The contractual shipper and the actual carrier.</p></td></tr><tr><td><p><strong>Can it be modified?</strong></p></td><td><p>Yes, following one of the established procedures and maintaining traceability of the changes.</p></td></tr><tr><td><p><strong>Can several shipments be included?</strong></p></td><td><p>Yes, if they have the same contractual shipper and actual carrier and each shipment is individually identified.</p></td></tr><tr><td><p><strong>Is it mandatory for international transport?</strong></p></td><td><p>No for an international operation subject to the corresponding documentation. Cabotage in Spain is included.</p></td></tr><tr><td><p><strong>Does the driver need an app?</strong></p></td><td><p>No. The document can be carried electronically, in print or via the QR code under the established conditions.</p></td></tr><tr><td><p><strong>Does it require an electronic signature?</strong></p></td><td><p>No, not for its validity as a control document.</p></td></tr><tr><td><p><strong>Can it be a scanned document?</strong></p></td><td><p>No. It must be a native digital PDF generated from structured data.</p></td></tr><tr><td><p><strong>How long must it be retained?</strong></p></td><td><p>At least one year.</p></td></tr><tr><td><p><strong>Does it have to be sent to a public platform?</strong></p></td><td><p>No. It can be retained in the company's own repository.</p></td></tr></tbody></table><h2><strong>Many questions, but some issues come up again and again</strong></h2><p>After three webinars on DeCA, the questions we have heard most often relate to very common situations: subcontracting a transport service, changing a vehicle, modifying the weight after loading, working with several destinations or making sure the document reaches an external driver correctly.</p><p>It is therefore worth reviewing the entire process: who holds each piece of information, when the document is generated, how it is updated if something changes, how the driver accesses it and where it will be stored afterwards.</p><p>When document management is connected to an ERP or TMS, much of this information can be taken directly from the systems already involved in the operation. Within a TMS, the Control Document can also be centralised alongside the rest of the transport documentation, making it accessible for consultation or during an inspection.</p><p>The questions raised during these three webinars have shown us that many companies are encountering very similar situations.</p><p>Bringing them together in one place can help resolve them before they arise in day-to-day operations.</p><h3><strong>Regulatory sources</strong></h3><p>This article has been prepared with reference to the current regulations governing the Administrative Control Document:</p><ul><li><a href="https://www.boe.es/buscar/act.php?id=BOE-A-2013-154" rel="nofollow noopener" target="_blank">Order FOM/2861/2012 of 13 December – consolidated text published in the Spanish Official State Gazette (BOE).</a>.</li><li><a href="https://www.boe.es/eli/es/res/2026/06/05/%282%29/con" rel="nofollow noopener" target="_blank">Resolution of 5 June 2026 of the Directorate-General for Road and Rail Transport.</a>.</li></ul>								</div>
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		<title>Cost centers in transportation: how to know where your spending is really coming from</title>
		<link>https://hedyla.com/en/transportation-cost-centers/</link>
					<comments>https://hedyla.com/en/transportation-cost-centers/#respond</comments>
		
		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Wed, 16 Sep 2026 07:56:58 +0000</pubDate>
				<category><![CDATA[Blog de Distribución]]></category>
		<category><![CDATA[Blog de Logística]]></category>
		<category><![CDATA[TMS]]></category>
		<category><![CDATA[transporte]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17292</guid>

					<description><![CDATA[Saber cuánto ha costado el transporte durante un mes es importante. Pero ese dato, por sí solo, explica bastante poco. Dos empresas pueden tener exactamente el mismo gasto y encontrarse en situaciones completamente diferentes. Incluso dentro de una misma compañía, una unidad de negocio, un tipo de transporte o una parte de la operativa pueden ... <a title="Cost centers in transportation: how to know where your spending is really coming from" class="read-more" href="https://hedyla.com/en/transportation-cost-centers/" aria-label="Read more about Centros de coste en transporte: cómo saber dónde se está generando realmente el gasto">Read more</a>]]></description>
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									<p>Knowing how much transportation cost during a given month is important. But that figure alone tells us very little.</p><p>Two companies can have exactly the same transportation spend and yet be in completely different situations. Even within the same company, one business unit, type of transportation, or part of the operation may account for a much larger share of the overall cost.</p><p>To understand what is really happening, we need to go one level deeper. And that is where cost centers come in.</p><h2><strong>What is a cost center in transportation?</strong></h2><p>A cost center is a way of classifying and grouping expenses so they can be analyzed according to the company's structure.</p><p>In transportation, it makes it possible to stop treating the entire operation as a single block of expenditure and separate costs according to criteria that make sense for each organization.</p><p>For example, one company may need to distinguish between different business units. Another may want to differentiate between specific types of transportation. The structure will depend on how the business is organized and how the information needs to be analyzed later.</p><p>In a TMS, cost centers can be configured with information such as:</p><ul><li>Identification code.</li><li>Associated account.</li><li>Business unit.</li><li>Type.</li><li>Description.</li></ul><p>This allows the company's financial structure to be reflected in transportation management as well.</p><h2><strong>Why knowing your total transportation cost is not enough</strong></h2><p>Imagine that your monthly transportation spend is €100,000.</p><p>Is that a lot? Is it a little?</p><p>Without context, it is difficult to say.</p><p>To assess that figure, we need to know which operations are behind the expenditure and how it is distributed across the different parts of the business.</p><p>The problem arises when all this information is grouped together. We may know that costs have increased compared with the previous month, but not necessarily which part of the operation explains that difference.</p><p>Separating information by cost center enables more detailed analysis and helps answer much more specific questions: which business unit accounts for the largest share of expenditure, how costs are distributed across different types of operations, or where changes are occurring that may be worth investigating.</p><p>The aim is not to generate more information, but to make the information we already have more useful.</p><h2><strong>Cost centers and TMS: bringing the financial structure into operations</strong></h2><p>Many companies already have a cost center structure at an accounting or financial level. Transportation teams, however, work with orders, routes, loads, carriers, rates, and invoices.</p><p>When these two realities are disconnected, linking logistics activity to its financial impact afterwards can require additional data cross-checking and administrative work.</p><p>Incorporating cost centers into a <a href="https://hedyla.com/en/tms-software/">TMS</a> makes it possible to bring this financial structure closer to transportation management itself.</p><p>Each center can have its own code, account, business unit, type, and description, so that the classification used reflects the company's actual organization.</p><p>This is particularly relevant when the same company manages different business units or types of transportation and needs to keep their costs separate, even though all activity is managed from the same platform.</p><h2><strong>From cost centers to pre-invoicing</strong></h2><p>The usefulness of cost centers does not end with classification.</p><p>They can also form part of subsequent processes related to the financial management of transportation, such as pre-invoicing and cost allocation.</p><p>This is where they become particularly useful.</p><p>Planning and execution generate operational information. Rates provide an economic value for the services performed. Pre-invoicing organizes the information required before invoices are issued or validated. And cost centers make it possible to structure these amounts according to the company's financial logic.</p><p>As a result, operational and financial information no longer need to be analyzed as two completely separate areas.</p><p>For companies with complex operations, this relationship helps maintain greater consistency between what happens in transportation and how the resulting costs are subsequently distributed.</p><h2><a href="https://hedyla.com/wp-content/uploads/2026/08/Blog-Hedyla-Centros-de-coste-en-transporte-01.png"><img fetchpriority="high" decoding="async" class="aligncenter wp-image-17295 size-full" src="https://hedyla.com/wp-content/uploads/2026/08/Blog-Hedyla-Centros-de-coste-en-transporte-01.png" alt="Blog Hedyla - Centros de coste en transporte - 01" width="614" height="409" srcset="https://hedyla.com/wp-content/uploads/2026/08/Blog-Hedyla-Centros-de-coste-en-transporte-01.png 614w, https://hedyla.com/wp-content/uploads/2026/08/Blog-Hedyla-Centros-de-coste-en-transporte-01-300x200.png 300w, https://hedyla.com/wp-content/uploads/2026/08/Blog-Hedyla-Centros-de-coste-en-transporte-01-18x12.png 18w" sizes="(max-width: 614px) 100vw, 614px" /></a></h2><h2><strong>What does this level of detail bring to cost control?</strong></h2><p>Working with cost centers does not reduce transportation spending by itself. What it provides is an information structure that makes those costs easier to understand.</p><p>And that difference matters. <a href="https://hedyla.com/en/transport-costs/">Calculating transportation costs correctly</a> requires going beyond the visible cost of each journey and considering all the information that can affect the actual cost of the operation.</p><p>When costs can be analyzed in greater detail, it becomes easier to identify deviations, compare periods, and establish a stronger basis for assessing how the operation is evolving.</p><p>It also allows logistics and administration teams to work with a common classification. Instead of reconstructing afterwards which costs correspond to each part of the business, the information can be organized as part of the transportation management process itself.</p><p>The result is a more structured financial view that more closely reflects operational reality.</p><h2><strong>From controlling invoices to controlling the operation</strong></h2><p>For a long time, financial control of transportation has mainly taken place at the end of the process: when an invoice arrives.</p><p>But by that point, we are only seeing the financial result of something that has already happened.</p><p>A TMS makes it possible to work with information from earlier stages: orders, planning, carriers, rates, execution, documentation, and pre-invoicing. Adding cost centers to this structure also introduces the financial dimension the company needs when analyzing its activity later on.</p><p>It is not simply about checking how much has been invoiced.</p><p>It is about being able to link that cost to the part of the operation that generated it.</p><h2><strong>Particularly useful information as operations grow</strong></h2><p>In smaller operations, it may be relatively easy to know where each expense comes from. The person responsible knows the routes, customers, and carriers and can reconstruct much of the information whenever it is needed.</p><p>As volumes increase, this way of working becomes much more complicated.</p><p>More operations mean more suppliers, rates, invoices, and data to connect. And if several business units are involved, financial analysis requires a much clearer structure.</p><p>Cost centers make it possible to maintain this separation without losing the overall view of transportation.</p><p>The company can still analyze its total expenditure, while also drilling down to the level needed to better understand how those costs are distributed.</p><h2><strong>Transportation cost is one figure. Understanding it is another matter</strong></h2><p>Controlling transportation is not simply about knowing the final amount shown on the invoices.</p><p>To make decisions, we need to understand what lies behind that figure.</p><p>Transportation cost centers help structure financial information according to the reality of each company and connect it with processes such as pre-invoicing and cost control.</p><p>Because knowing how much we spend answers one question.</p><p>Knowing where that spending is being generated allows us to start answering many more.</p>								</div>
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		<title>Automate transport rates and pre-invoicing: fewer errors and greater financial control</title>
		<link>https://hedyla.com/en/automate-transport-rates/</link>
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		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Wed, 09 Sep 2026 06:24:57 +0000</pubDate>
				<category><![CDATA[Blog de Logística]]></category>
		<category><![CDATA[logística]]></category>
		<category><![CDATA[tarifas]]></category>
		<category><![CDATA[TMS]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17309</guid>

					<description><![CDATA[Automatizar tarifas de transporte permite simplificar una de las partes más laboriosas de la gestión económica de la operativa. Además de saber qué servicios se han realizado, hay que comprobar qué tarifa corresponde aplicar, validar los importes y preparar correctamente la información antes de facturar a clientes o proveedores. Cuando estas tareas dependen de revisiones ... <a title="Automate transport rates and pre-invoicing: fewer errors and greater financial control" class="read-more" href="https://hedyla.com/en/automate-transport-rates/" aria-label="Read more about Automatizar tarifas de transporte y prefacturación: menos errores y más control económico">Read more</a>]]></description>
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									<p>Automate transport rates to simplify one of the most time-consuming aspects of the financial management of transport operations. In addition to knowing which services have been completed, teams need to check which rate should be applied, validate the amounts and prepare the information correctly before invoicing customers or suppliers.</p><p>When these tasks depend on manual checks, the time required increases as the volume of operations grows. So does the risk of applying an incorrect rate, leaving services pending invoicing or detecting discrepancies when the process is already too far advanced.</p><p>Automating rates and pre-invoicing allows many of these checks to be handled by the TMS while maintaining a validation point before invoices are generated. This allows the team to focus its attention on operations that genuinely require review.</p><h2><strong>The challenge goes beyond calculating a rate</strong></h2><p>A transport operation may be subject to different financial conditions depending on the customer, supplier or the service itself.</p><p>Managing rates therefore involves more than maintaining a price table. These conditions need to be linked to the corresponding operations and the correct amount applied in each case.</p><p>When this information is spread across spreadsheets, documents or manual checks, each service requires additional intervention before it can be invoiced.</p><p>And as the number of orders and routes increases, maintaining this model becomes increasingly difficult.</p><h2><strong>How to automate transport rates and reduce manual checks</strong></h2><p>One of the advantages of centralising rates in a TMS is that the system can use them directly to assign a price to operations.</p><p>Rates can be configured for both customers and suppliers and applied at order or route level, depending on how the operation is organised.</p><p>This means that when it is time to prepare invoicing, a significant part of the work has already been completed.</p><p>The team does not have to start from scratch, reviewing every service and looking for the corresponding conditions. Instead, it can work from the information already available in the system and focus on checking that the result is correct.</p><p>The ability to automate transport rates therefore helps reduce repetitive tasks and, above all, reliance on manual processes where errors are more likely to occur.</p><h2><strong>Transport pre-invoicing: automation while maintaining control</strong></h2><p>Automating the process does not mean that invoices have to be issued without supervision.</p><p>Transport pre-invoicing introduces an intermediate validation step. Before an operation moves on to invoicing, the team can check the assigned price and confirm that the information is correct.</p><p>If there is a rate that meets the established conditions, it can be used to assign the price. An amount can also be entered manually when the situation requires it.</p><p>Automation handles repetitive tasks while the team retains decision-making capacity for exceptions.</p><p><a href="https://hedyla.com/wp-content/uploads/2026/09/blog-hedyla-automatizar-tarifas-de-transporte-01.png"><img decoding="async" class="aligncenter wp-image-17312 size-full" src="https://hedyla.com/wp-content/uploads/2026/09/blog-hedyla-automatizar-tarifas-de-transporte-01.png" alt="blog hedyla - automatizar tarifas de transporte - 01" width="614" height="409" srcset="https://hedyla.com/wp-content/uploads/2026/09/blog-hedyla-automatizar-tarifas-de-transporte-01.png 614w, https://hedyla.com/wp-content/uploads/2026/09/blog-hedyla-automatizar-tarifas-de-transporte-01-300x200.png 300w, https://hedyla.com/wp-content/uploads/2026/09/blog-hedyla-automatizar-tarifas-de-transporte-01-18x12.png 18w" sizes="(max-width: 614px) 100vw, 614px" /></a></p><h2><strong>Managing orders and routes individually... or in batches</strong></h2><p>As the volume of operations increases, reviewing and processing every service individually can become a bottleneck.</p><p>For this reason, pre-invoicing can be carried out for a specific order or route, or for several operations simultaneously.</p><p>This makes it possible to adapt the process to day-to-day requirements.</p><p>An exceptional operation can be reviewed individually, while those that meet the established conditions can be processed together.</p><p>The aim is simple: avoid spending the same amount of time on a standard operation as on one that genuinely requires attention.</p><h2><strong>From completed service to invoice, with fewer manual steps</strong></h2><p>Once pre-invoicing has been validated, operations move on to the invoicing process.</p><p>The system can create new invoices or add lines to existing invoices according to the configured conditions and invoicing periods.</p><p>While an invoice remains pending, new pre-invoiced lines can be added. Once it has been sent, it can no longer be modified.</p><p>This workflow clearly separates three stages: calculating the amount, validating it and finally issuing the invoice.</p><p>This separation also helps identify potential errors before they reach the final stage.</p><h2><strong>Greater financial control does not mean more checks</strong></h2><p>There is a tendency to associate control with manually reviewing every operation.</p><p>However, greater control does not necessarily require more manual intervention.</p><p>A properly automated process allows the team to focus on exceptions and provides more structured information for decision-making.</p><p>Technology applies the defined rules and prepares the information. People validate cases that require judgement or additional review.</p><p>This model streamlines the process while maintaining control over what is invoiced to customers and what needs to be paid to suppliers.</p><p>Correctly managing rates is also only one part of financial management. In our article <a href="https://hedyla.com/en/transport-costs/"><strong>“Common mistakes when calculating transport costs (and how to avoid them with technology)”</strong></a> we look at some of the errors that can affect cost calculations and, consequently, the profitability of each operation.</p><h2><strong>From planning to financial control in the same TMS</strong></h2><p>Transport efficiency does not end with good planning.</p><p>What happens afterwards also matters: how completed services are transferred to financial management and how much work the team needs to complete the process.</p><p>A <a href="https://hedyla.com/en/tms-software/"><strong>TMS</strong></a> can connect transport operations with processes such as rate management and pre-invoicing, reducing manual tasks and making it easier to validate information before invoicing.</p><p>Automating rates and pre-invoicing helps reduce errors, apply consistent criteria and gain greater control over a fundamental part of transport operations: their financial performance.</p>								</div>
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		<title>TMS or Excel: when your spreadsheet is no longer enough to manage transport</title>
		<link>https://hedyla.com/en/tms-or-excel/</link>
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		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Mon, 24 Aug 2026 10:06:53 +0000</pubDate>
				<category><![CDATA[Blog de Distribución]]></category>
		<category><![CDATA[Blog de Logística]]></category>
		<category><![CDATA[TMS]]></category>
		<category><![CDATA[transporte]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17286</guid>

					<description><![CDATA[Excel sigue siendo la herramienta de planificación de muchas empresas de transporte. No porque sea la mejor opción, sino porque durante años ha sido suficiente. Por eso la disyuntiva entre TMS o Excel no depende de cuál es la herramienta más avanzada, sino de en qué punto de crecimiento se encuentra tu operación. La pregunta ... <a title="TMS or Excel: when your spreadsheet is no longer enough to manage transport" class="read-more" href="https://hedyla.com/en/tms-or-excel/" aria-label="Read more about TMS o Excel: cuándo tu hoja de cálculo deja de ser suficiente para gestionar el transporte">Read more</a>]]></description>
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									<p>Excel is still the planning tool used by many transport companies. Not because it is the best option, but because for years it has been enough.</p><p>That is why the choice between TMS or Excel is not about which tool is more advanced, but about the stage your operation has reached. The question that really matters is not whether Excel works. It is how long it will continue to work.</p><p>As operations grow, spreadsheets begin to show limitations that are not always obvious until they lead to an error, a delay or an issue with a customer.</p><p>This comparison is aimed at logistics directors and operations managers who need to decide, based on facts rather than sales pitches, whether Excel is still the right tool for their current volume.</p><p class="translation-block">Before getting into the comparison, it is worth understanding what a TMS actually includes, so that each point can be assessed against a clear reference.</p><h2>Why Excel is still the starting point</h2><p>Excel remains widely used for good reason. It offers real advantages, particularly for smaller operations or businesses in their early stages:</p><ul><li>It requires no implementation or additional learning curve.</li><li>It offers complete flexibility to adapt templates to specific needs.</li><li>For many companies, it involves no additional licence costs.</li><li>It provides a sense of complete control because every cell is managed manually.</li></ul><p>The problem is not the tool itself. It is what happens when the volume of orders, vehicles and customers grows beyond what a spreadsheet can reliably handle.</p><h2>Where Excel is no longer enough</h2><h3>Real-Time Visibility</h3><p>A spreadsheet reflects the situation at the moment someone updates it, not at the moment a change actually occurs. When that gap is multiplied across dozens of daily routes, decisions end up being made based on outdated information.</p><h3>Dependence on manual updates</h3><p>Every route change, incident and load confirmation has to be entered manually. The more people involved in the process, the greater the risk that an update will be missed or duplicated.</p><h3>Limited traceability</h3><p>Answering questions such as who modified a route, when a delay was communicated or which version of the file is the final one becomes increasingly difficult as more people work on the same document.</p><h3>Lack of automation</h3><p>Excel does not automatically calculate variable rates, generate transport documentation or flag capacity and availability conflicts. Each of these tasks depends on someone handling it manually.</p><h3>Scalability</h3><p>What works for 20 routes a day does not work in the same way for 200. The file grows, becomes slower and is increasingly vulnerable to human error.</p><p>These five limitations are what really tip the balance between TMS or Excel. It is not a matter of preference, but of identifying the point at which each tool starts saving—or costing—the team time.</p><h2>TMS or Excel: a practical criterion-by-criterion comparison</h2><table width="640"><tbody><tr><td width="213"><p><strong>Criterion</strong></p></td><td width="213"><p><strong>Excel</strong></p></td><td width="213"><p><strong>TMS</strong></p></td></tr><tr><td width="213"><p>Operational visibility</p></td><td width="213"><p>Depends on manual updates</p></td><td width="213"><p>Real-time visibility shared across roles</p></td></tr><tr><td width="213"><p>Rate calculation</p></td><td width="213"><p>Manual and prone to errors</p></td><td width="213"><p>Automatic, by customer and supplier</p></td></tr><tr><td width="213"><p>Traceability</p></td><td width="213"><p>Limited and difficult to audit</p></td><td width="213"><p>Recorded for each operation</p></td></tr><tr><td width="213"><p>Multi-user collaboration</p></td><td width="213"><p>Risk of different file versions</p></td><td width="213"><p>A single shared environment</p></td></tr><tr><td width="213"><p>Scalability</p></td><td width="213"><p>Performance declines as volume grows</p></td><td width="213"><p>Designed to scale</p></td></tr><tr><td width="213"><p>Integrations with other systems</p></td><td width="213"><p>Virtually non-existent</p></td><td width="213"><p>Via API with other tools</p></td></tr></tbody></table><h2>Signs that it is time to choose between TMS or Excel</h2><ul><li>Several people edit the same file simultaneously and different versions start to appear.</li><li>Incidents are communicated through separate channels, making it difficult to reconstruct what happened.</li><li>The time spent updating and reviewing Excel grows faster than the volume of business itself.</li><li>Rate or capacity errors are only detected when invoicing or delivery takes place.</li><li>Reliable KPIs cannot be obtained without spending hours manually consolidating data.</li></ul><p>None of these signs appears overnight. They build up gradually until managing the file takes more time than managing the transport operation itself.</p><p class="translation-block">Detto questo, il passaggio a un nuovo sistema non è privo di rischi se viene affrontato senza un’adeguata pianificazione. Prima di procedere, è utile conoscere</p><h2>What your team gains by moving from Excel to a TMS</h2><ul><li>Real-time planning, with shared visibility across traffic teams, customers and carriers.</li><li>Automatic rate calculation and validation before invoicing.</li><li>Complete traceability for every operation, without relying on one person's memory.</li><li>Less dependence on a single file or a single person to keep information up to date.</li><li>The ability to scale without the tool itself becoming a bottleneck.</li></ul><h2>Conclusion</h2><p>Excel is not a management mistake. It is a stage. The problem arises when that stage lasts longer than the operation can afford, and the costs of maintaining it only become visible once they have already affected a customer or an invoice.</p><p>The decision between TMS or Excel does not depend on the size of the company, but on whether the current tool is still providing control or, on the contrary, has started taking it away.</p>								</div>
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		<title>Transport Invoice Errors: How Much They Cost and What to Do After the Invoice Has Been Sent</title>
		<link>https://hedyla.com/en/transport-invoice-errors/</link>
					<comments>https://hedyla.com/en/transport-invoice-errors/#respond</comments>
		
		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Mon, 10 Aug 2026 06:50:00 +0000</pubDate>
				<category><![CDATA[Blog de Distribución]]></category>
		<category><![CDATA[Blog de Logística]]></category>
		<category><![CDATA[facturación]]></category>
		<category><![CDATA[TMS]]></category>
		<category><![CDATA[transporte]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17268</guid>

					<description><![CDATA[Son las seis de la tarde de un viernes y alguien de administración encuentra, revisando el cierre del mes, un servicio facturado con la tarifa de otro cliente. No es un caso aislado: al mirar dos facturas más aparecen un peaje que nadie cobró y una espera de cuarenta minutos que se quedó sin reflejar ... <a title="Transport Invoice Errors: How Much They Cost and What to Do After the Invoice Has Been Sent" class="read-more" href="https://hedyla.com/en/transport-invoice-errors/" aria-label="Read more about Errores en las facturas de transporte: cuánto cuestan y qué hacer cuando ya se han enviado">Read more</a>]]></description>
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									<p>It’s six o’clock on a Friday afternoon, and someone in the finance department is reviewing the month-end accounts when they spot a transport service billed using another customer’s rate. It’s not an isolated case. Two more invoices reveal an unpaid toll charge and a 40-minute waiting time that never made it into the final amount.</p><p>None of these issues were detected when they happened. They were discovered later, as is so often the case with transport invoice errors: when a customer calls to question a charge, when the margin on a route doesn’t add up, or when someone finally has the time to review each service one by one at the end of the month.</p><p>Most content about transport pricing focuses on preventing these problems from happening in the first place: how to structure rate tables, define surcharges, or build a solid pre-invoicing process. All of that is essential, but it leaves one important question unanswered: what happens if the mistake has already been made? This article focuses on exactly that: the real cost of invoice errors once they have been issued, and what to do in the hours after discovering them.</p><h2>Why Pricing Errors End Up on the Invoice</h2><p>In transport operations, pricing is rarely a simple fixed number that can be copied and pasted. It varies depending on the customer, the type of service, the distance travelled, the vehicle used, or whether additional charges such as ADR, temperature-controlled transport or waiting time need to be applied.</p><p>That works well while one person keeps everything under control and has enough time to review each service carefully. The problem appears as the operation grows. The person who once checked twenty services a day now has to review two hundred in exactly the same number of hours. At some point, something gets missed. Not because anyone is doing a poor job, but because manually checking hundreds of exception, each one differen, is simply not a process that scales.</p><h2>The Real Cost of Transport Invoice Errors</h2><p>This is where it's worth stopping to do the maths, because the feeling that <em>"it's only a few mistakes"</em> often hides a much larger financial impact than expected.</p><p>Several logistics industry studies estimate that between 3% and 5% of transport invoices contain some type of pricing error, whether overcharging or undercharging. That may sound like an acceptable margin of error. But let's look at a simple example.

A company issuing 2,000 transport services per month, with a 4% error rate and an average deviation of €18 per incorrect invoice, is losing around €1,440 every month without that amount ever appearing as a specific line in any report. Over a year, that's more than €17,000, spread across many small discrepancies that rarely attract attention.</p><p>If you'd like to calculate the impact using your own figures, the formula is straightforward:</p><p><em>Monthly services × % of invoices with errors × Average deviation per error = Hidden monthly cost</em></p><p>That result alone may not justify replacing your transport management system. But it will tell you something you probably don't know today: exactly how much money you're losing by continuing to review transport rates manually.</p><p><a href="https://hedyla.com/wp-content/uploads/2026/07/Blog-Hedyla-errores-en-las-facturas-de-transporte-01.png"><img decoding="async" class="aligncenter wp-image-17271 size-full" src="https://hedyla.com/wp-content/uploads/2026/07/Blog-Hedyla-errores-en-las-facturas-de-transporte-01.png" alt="Blog Hedyla - errores en las facturas de transporte - 01" width="614" height="409" srcset="https://hedyla.com/wp-content/uploads/2026/07/Blog-Hedyla-errores-en-las-facturas-de-transporte-01.png 614w, https://hedyla.com/wp-content/uploads/2026/07/Blog-Hedyla-errores-en-las-facturas-de-transporte-01-300x200.png 300w, https://hedyla.com/wp-content/uploads/2026/07/Blog-Hedyla-errores-en-las-facturas-de-transporte-01-18x12.png 18w" sizes="(max-width: 614px) 100vw, 614px" /></a></p><h2>What to Do Once the Error Is Already on the Invoice</h2><p>Even with well-defined pricing rules, sooner or later an error will slip through. What really makes the difference is how the company reacts in the hours after detecting it.</p><h3>Detect the Error Before the Customer Does</h3><p>There is a big difference between identifying an issue internally and receiving a phone call from a customer asking why they have been overcharged.

In the first case, it's an operational issue. In the second, it also becomes a matter of trust.

That's why it's worth spending a few minutes before sending each batch of invoices reviewing charges that fall outside the normal range for that customer or service type. There's no need to check everything. Focusing on the values that break the usual pattern is often enough.</p><h3>Correct the Error Without Damaging the Relationship</h3><p>If the invoice has already reached the customer or carrier, being the first to acknowledge the mistake makes a significant difference.

A call saying, "We've identified an error in your latest invoice and we're already correcting it," is almost always received better than waiting for the customer to discover the issue first.

Issuing the corrective invoice quickly and explaining briefly what happened helps prevent an isolated incident from becoming a sign of poor financial control.</p><h3>Prevent the Same Mistake from Happening Again</h3><p>This is the step that is often overlooked in the rush of day-to-day operations.

Take a moment to record what type of error occurred.

Was a specific surcharge forgotten?
Did it involve the same customer as before?
Was it caused by a manual calculation instead of an automated pricing rule?

Without this simple record, every mistake is corrected as if it were the first one, allowing the same issue to reappear weeks later with another customer or another carrier because nobody identified the underlying pattern.</p><h2>How a TMS Solves the Problem</h2><p>The most effective way to eliminate this hidden cost isn't to review invoices more carefully—it's to stop relying on manual calculations in the first place.

A <a href="https://hedyla.com/en/tms-software/">TMS Software</a> stores customer and carrier rate tables directly within the platform, allowing every transport service to be priced automatically using the correct rates, surcharges and business rules.</p><p>Before anything becomes an invoice, the system provides a pre-invoicing screen where the calculated amounts can be reviewed. Once approved, the information flows directly into the invoice without anyone having to re-enter data or worry about manual mistakes.</p><ul><li>Fewer hours spent checking every transport service before invoicing.</li><li>Fewer customer calls questioning unexpected charges.</li><li>Better visibility into the real profitability of every route, customer and carrier.</li><li>Carrier payments that accurately match the agreed pricing, without unpleasant surprises.</li></ul><h2>Conclusion</h2><p>Transport management doesn't end when the truck reaches its destination.

The process continues through invoicing, and that's where many seemingly minor mistakes end up having a real financial impac, even if nobody has ever added them up in a spreadsheet.</p><p>This article has focused on what happens after an invoicing error has already occurred: understanding its cost and knowing how to respond effectively.

If your goal is to prevent these mistakes from happening in the first place by building a robust pricing structure and an efficient pre-invoicing process, the next step is to read our <a href="https://hedyla.com/en/transport-pre-invoicing/">Definitive Guide to Transport Pricing and Pre-Invoicing</a>, which explores the topic in much greater depth.</p>								</div>
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		<title>Artificial Intelligence in Logistics: Why AI Will Not Replace Planners</title>
		<link>https://hedyla.com/en/artificial-intelligence-in-logistics/</link>
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		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Thu, 30 Jul 2026 08:13:31 +0000</pubDate>
				<category><![CDATA[Blog de Tecnología]]></category>
		<category><![CDATA[Tendencias]]></category>
		<category><![CDATA[IA]]></category>
		<category><![CDATA[logística]]></category>
		<category><![CDATA[TMS]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17261</guid>

					<description><![CDATA[La inteligencia artificial en logística ocupa titulares, protagoniza ponencias y está presente en prácticamente cualquier conversación relacionada con el transporte. Da igual el evento al que asistamos o la reunión en la que participemos: tarde o temprano alguien plantea la misma pregunta. ¿Qué va a pasar con los planificadores? ¿Seguirán siendo necesarios cuando la tecnología ... <a title="Artificial Intelligence in Logistics: Why AI Will Not Replace Planners" class="read-more" href="https://hedyla.com/en/artificial-intelligence-in-logistics/" aria-label="Read more about Inteligencia artificial en logística: por qué la IA no sustituirá a los planificadores">Read more</a>]]></description>
										<content:encoded><![CDATA[<p>Artificial intelligence in logistics makes headlines, dominates keynotes, and is present in virtually every conversation related to transport. It doesn't matter which event we attend or which meeting we participate in: sooner or later someone asks the same question. What is going to happen to planners? Will they still be necessary when technology is capable of calculating routes in a matter of seconds?</p>
<p>It is an understandable question. Over recent years we have seen how transport planning has evolved at high speed. What previously required hours of manual work can today be resolved in much less time thanks to tools capable of processing thousands of combinations and proposing the best alternative according to the constraints of each operation.</p>
<p>However, we might be approaching the debate from the wrong perspective.</p>
<p>Because the job of a traffic manager has never consisted solely of planning routes. If that were the case, artificial intelligence would probably have solved the problem long ago. Reality is considerably more complex, and that is precisely why human judgment remains essential.</p>
<h2><strong>What Does a Transport Planner Really Do?</strong></h2>
<p>When we talk about planning, we usually think of vehicles, routes, and kilometers. These are three essential elements, but they represent only a fraction of the work behind a transport operation.</p>
<p>Every day begins with a plan that, on paper, seems perfectly organized. However, it only takes a customer moving up a delivery, a vehicle breakdown, or an urgent order popping up for that plan to no longer be valid. That is the exact moment when the traffic manager's real work begins.</p>
<p>Their role consists of continuously making decisions. Some are simple, while others force them to weigh multiple factors at the same time. Is it worth reorganizing several routes to handle an emergency? Is it better to take on a few extra kilometers to honor a commitment to a client? What impact will that change have on the rest of the deliveries scheduled for the day?</p>
<p>These decisions do not appear on a spreadsheet. Nor are they resolved solely by applying an algorithm. They require an understanding of operations, business priorities, and how certain changes affect distribution as a whole.</p>
<p>That is why it is overly simplistic to reduce planning down to route building. Planning is, above all, a sequence of decisions.</p>
<p> </p>
<h2><strong>How Is Artificial Intelligence in Logistics Changing Transport Planning?</strong></h2>
<p>This is where artificial intelligence brings about a major shift.</p>
<p>For years, traffic departments have devoted a significant portion of their workday to tasks that, while necessary, added little value from a knowledge standpoint: recalculating routes, reorganizing orders, checking capacities, reviewing restrictions, or searching for the most efficient combination of vehicles and shipments.</p>
<p>Today, those tasks can be automated much faster thanks to algorithms capable of analyzing hundreds or thousands of possibilities simultaneously. Artificial intelligence in logistics makes it possible to generate planning proposals while taking into account factors such as time windows, vehicle capacities, traffic restrictions, or service priorities.</p>
<p>But there is an important nuance.</p>
<p>Just because a tool is capable of proposing a plan does not mean it can decide on its own which option is best for a specific company. Technology works with data. People are still the ones who interpret the context in which that data makes sense.</p>
<p>And that context is becoming increasingly complex.</p>
<p>Just a few years ago, finding the most efficient route was enough. Today, planning must also adapt to access restrictions, <strong><a href="https://hedyla.com/en/urban-freight-distribution/">low-emission zones</a></strong>, specific delivery windows, or particular requirements from certain clients. That reality forces many more variables into the planning process and proves just how much a traffic manager's job goes far beyond finding the shortest route.</p>
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		<title>Urban Freight Distribution: How a TMS Helps You Operate in Low Emission Zones (LEZs)</title>
		<link>https://hedyla.com/en/urban-freight-distribution/</link>
					<comments>https://hedyla.com/en/urban-freight-distribution/#comments</comments>
		
		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Wed, 08 Jul 2026 06:46:56 +0000</pubDate>
				<category><![CDATA[Blog de Logística]]></category>
		<category><![CDATA[Tendencias]]></category>
		<category><![CDATA[sostenibilidad]]></category>
		<category><![CDATA[TMS]]></category>
		<category><![CDATA[ultima milla]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17236</guid>

					<description><![CDATA[La distribución urbana de mercancías (DUM) se enfrenta a un escenario cada vez más complejo. Al crecimiento del comercio electrónico, la mayor exigencia en los plazos de entrega y el aumento del tráfico en las ciudades se suma un nuevo desafío regulatorio: las restricciones de acceso derivadas de las Zonas de Bajas Emisiones (ZBE). Hoy ... <a title="Urban Freight Distribution: How a TMS Helps You Operate in Low Emission Zones (LEZs)" class="read-more" href="https://hedyla.com/en/urban-freight-distribution/" aria-label="Read more about Distribución urbana de mercancías: cómo un TMS ayuda a operar en Zonas de Bajas Emisiones (ZBE)">Read more</a>]]></description>
										<content:encoded><![CDATA[<div data-elementor-type="wp-post" data-elementor-id="17236" class="elementor elementor-17236" data-elementor-post-type="post">
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									<p>Urban Freight Distribution (UFD) is becoming increasingly complex. Alongside the growth of e-commerce, rising customer expectations for faster deliveries and increasing traffic congestion in cities, transport companies now face an additional regulatory challenge: access restrictions imposed by Low Emission Zones (LEZs).</p><p>Today, planning an urban delivery route is no longer simply about deciding which vehicle should complete each delivery or choosing the shortest route. Traffic managers must answer critical questions in real time:</p><ul><li>Which streets have restricted access today?</li><li>Which vehicles in the fleet meet the required environmental standards?</li><li>What are the permitted loading and unloading time windows in each municipality?</li></ul><p>In this context, technology has become an essential ally. A <a href="https://hedyla.com/en/tms-software/">Transportation Management System (TMS)</a> enables companies to manage urban freight distribution more efficiently without increasing the workload of the transport planning team.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Why Is Urban Freight Distribution Becoming More Complex?</h2>				</div>
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									<p>Cities have changed, and so has last-mile logistics. Customers expect faster deliveries, retailers operate with lower inventory levels, and transport companies are required to complete more deliveries in less time while maintaining high service standards.</p>
<p>In addition to everyday urban congestion, five key factors are making urban freight distribution increasingly challenging:</p>
<ol>
<li><strong>Traffic congestion:</strong> Higher levels of congestion, particularly in city centres.</li>
<li><strong>Environmental access restrictions:</strong> Vehicle access limitations based on Euro emission standards and environmental labels.</li>
<li><strong>Loading and unloading constraints:</strong> Fewer dedicated loading areas and tighter delivery windows.</li>
<li><strong>Strict delivery time slots:</strong> Customer requirements that often conflict with municipal regulations.</li>
<li><strong>Sustainability targets:</strong> Corporate commitments to reduce carbon emissions and environmental impact.</li>
</ol>
<p>Where route planning once focused mainly on finding the shortest journey, today's operations require planners to consider all these variables before confirming a delivery schedule.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">How Low Emission Zones (LEZs) Affect Urban Freight Distribution</h2>				</div>
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									<p>Low Emission Zones are part of many cities' environmental strategies to improve air quality. However, because there is no single regulatory framework, each municipality can define its own access rules.</p><p>As a result, transport companies operating across different metropolitan areas often face a fragmented regulatory landscape:</p><ul><li><strong>Different environmental requirements:</strong> A vehicle authorised in one city may be restricted in a neighbouring municipality.</li><li><strong>Municipality-specific delivery windows:</strong> Loading and unloading schedules vary depending on the city and vehicle type.</li><li><strong>Special permits and exemptions:</strong> Certain services or vehicles may require specific authorisations.</li><li><strong>Temporary pollution protocols:</strong> Emergency measures can suddenly restrict access for certain vehicle categories.</li></ul><p>For transport planners, this fundamentally changes urban logistics. Route planning is no longer based solely on the distance between two points but also on dynamic regulatory requirements that directly affect daily operations.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">The Main Challenges of Planning Urban Logistics Without Technology</h2>				</div>
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									<p>The complexity of urban freight distribution often becomes evident when an issue arises during deliveries. Consider these common scenarios:</p><p><strong>Scenario 1:</strong> A supermarket located in the city centre only accepts deliveries between 7:00 a.m. and 9:00 a.m.</p><p><strong>Scenario 2:</strong> A restaurant in a historic district needs supplies before opening, but access is restricted to vehicles weighing more than 3.5 tonnes.</p><p><strong>Scenario 3:</strong> A driver must deliver to three different municipalities on the same morning, each operating under different LEZ regulations.</p><p>Planning these routes manually—or using traditional tools such as spreadsheets—can lead to significant inefficiencies, including last-minute vehicle changes, fines for unauthorised access, delayed deliveries and increased operating costs.

The problem doesn't start when the driver reaches the city. It begins much earlier, when routes are planned without centralised, up-to-date information.</p>								</div>
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															<img loading="lazy" decoding="async" width="691" height="460" src="https://hedyla.com/wp-content/uploads/2026/07/blog-hedyla-distribucion-urbana-de-mercancias-01.png" class="attachment-large size-large wp-image-17243" alt="blog hedyla - distribución urbana de mercancias - 01" srcset="https://hedyla.com/wp-content/uploads/2026/07/blog-hedyla-distribucion-urbana-de-mercancias-01.png 691w, https://hedyla.com/wp-content/uploads/2026/07/blog-hedyla-distribucion-urbana-de-mercancias-01-300x200.png 300w, https://hedyla.com/wp-content/uploads/2026/07/blog-hedyla-distribucion-urbana-de-mercancias-01-18x12.png 18w" sizes="(max-width: 691px) 100vw, 691px" />															</div>
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					<h2 class="elementor-heading-title elementor-size-default">How a Transportation Management System Optimises Urban Freight Distribution in LEZs</h2>				</div>
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									<p>A <strong>advanced Transportation Management System (TMS)</strong> integrates operational and regulatory constraints directly into the route optimisation process, ensuring routes are feasible before vehicles leave the depot.</p><h3><strong>Automated Multi-Constraint Planning</strong></h3><p>A TMS doesn't simply combine order volumes with driver availability. It simultaneously considers environmental vehicle classifications, customer delivery windows and LEZ restrictions to generate an efficient and compliant transport plan.</p><h3><strong>Intelligent Fleet Assignment</strong></h3><p>The system automatically determines which vehicle is best suited for each delivery. For example, electric vans or low-emission vehicles can be assigned to protected city centres, while heavy goods vehicles are allocated to peripheral routes or consolidation hubs.</p><h3><strong>Dynamic Route Optimisation</strong></h3><p>In urban logistics, the shortest route is not always the best one. A specialised TMS calculates routes that avoid restricted streets, make the most of lower traffic periods and ensure agreed delivery times are met.</p><h3><strong>Responding Quickly to Unexpected Events</strong></h3><p>If a city activates emergency pollution measures or an unexpected road closure occurs, the platform centralises all relevant information and allows planners to re-optimise routes in real time, minimising operational disruption and additional costs.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">The Importance of a Strong Digital Foundation</h2>				</div>
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									<p class="PDq2pG_selectionAnchorContainer" data-start="225" data-end="437">Route optimisation is only effective when supported by reliable data. Poorly geocoded addresses or outdated fleet information significantly reduce the value of any technology.</p>
<p data-start="439" data-end="1028">In addition, effective planning depends on seamless data exchange between the different systems involved in transport operations, such as ERP platforms, Warehouse Management Systems (WMS) and tracking solutions. These integrations ensure planners always work with accurate, up-to-date information and make better operational decisions. In our article <a href="https://hedyla.com/en/api-in-logistics/">"What Is an API in Logistics and Why Is It Essential for Connecting Your TMS?"</a>  we explain how APIs automate data exchange and improve the efficiency of the entire transport operation.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Benefits of Digitising Urban Freight Distribution</h2>				</div>
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									<p>Automating urban freight distribution through a specialised technology solution has a direct impact on both operational performance and sustainability goals.</p><ul><li><strong>Reduced mileage:</strong> More efficient routes and fewer repeat deliveries.</li><li><strong>Fewer penalties:</strong> Avoiding fines for unauthorised access to Low Emission Zones.</li><li><strong>Better fleet utilisation:</strong> More deliveries per route through smarter planning.</li><li><strong>Improved OTIF performance:</strong> Higher on-time delivery rates and greater customer satisfaction.</li><li><strong>Enhanced sustainability:</strong> Lower fuel consumption and reduced greenhouse gas emissions.</li></ul>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Conclusion</h2>				</div>
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									<p>Urban freight distribution will continue to evolve as cities introduce stricter environmental regulations.

Low Emission Zones are no longer the exception—they are becoming the standard.</p><p>In this new operating environment, having a Transportation Management System capable of incorporating LEZ restrictions into daily route planning is no longer an optional competitive advantage. It has become an essential capability for maintaining operational efficiency and ensuring transport operations remain compliant with an increasingly complex regulatory landscape.</p>								</div>
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		<title>How to Centralize Communication in the Transportation Industry to Reduce Incidents and Improve Visibility</title>
		<link>https://hedyla.com/en/transportation-communication/</link>
					<comments>https://hedyla.com/en/transportation-communication/#respond</comments>
		
		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Tue, 23 Jun 2026 09:30:34 +0000</pubDate>
				<category><![CDATA[Blog de Logística]]></category>
		<category><![CDATA[Blog de Tecnología]]></category>
		<category><![CDATA[logística]]></category>
		<category><![CDATA[TMS]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17207</guid>

					<description><![CDATA[Una incidencia llega por WhatsApp. El cliente pregunta por correo. El transportista llama para avisar de un retraso. Y mientras tanto, el departamento de tráfico intenta reconstruir qué ha pasado realmente. La situación es más habitual de lo que parece. A medida que aumenta el volumen de operaciones, también crece el número de personas implicadas ... <a title="How to Centralize Communication in the Transportation Industry to Reduce Incidents and Improve Visibility" class="read-more" href="https://hedyla.com/en/transportation-communication/" aria-label="Read more about Cómo centralizar la comunicación en transporte para reducir incidencias y ganar visibilidad">Read more</a>]]></description>
										<content:encoded><![CDATA[<div data-elementor-type="wp-post" data-elementor-id="17207" class="elementor elementor-17207" data-elementor-post-type="post">
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									<p>An incident arrives via WhatsApp.</p><p>A customer sends an email.</p><p>A carrier calls to report a delay.</p><p>Meanwhile, the traffic department is trying to piece together what actually happened.</p><p>This situation is more common than it may seem.</p><p>As operations grow, so does the number of people involved in each shipment: customers, planners, drivers, subcontracted carriers, administrative staff, and customer service teams.</p><p>Each stakeholder uses different communication channels.</p><p>The result is often a large amount of information spread across phone calls, emails, messaging apps, and independent tools.</p><p>The challenge is not just the volume of messages.</p><p>The real difficulty lies in maintaining the context of each operation when information is scattered across multiple channels.</p><p>That is why more and more companies are reviewing how they manage transportation communication and looking for ways to centralize it within their operational processes.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Why Communication Becomes More Complex as Operations Grow</h2>				</div>
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									<p>In a small operation, many issues can be resolved through phone calls or direct messages.</p><p>However, as volumes increase, this approach starts to reveal its limitations.</p><p>A single shipment may generate communications related to:</p><ul><li>Schedule changes</li><li>Delivery delays</li><li>Loading confirmations</li><li>Transportation incidents</li><li>Documentation requests</li><li>Claims or post-delivery inquiries</li></ul><p>Each interaction generates valuable information for the operation.</p><p>If that information is not recorded in a structured way, finding it later can become a slow and inefficient task.</p><p>In addition, people change shifts, take leave, or multiple teams become involved in the same operation.</p><p>When information depends solely on private conversations, traceability suffers.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">The Hidden Costs of Dispersed Information</h2>				</div>
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									<p>Many companies assume that using multiple communication channels is simply part of daily operations.</p><p>However, this situation creates costs that are not always visible.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Time Spent Searching for Information</h2>				</div>
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									<p>A significant portion of operational time is not spent resolving incidents but locating previous conversations.</p><p>Searching emails.</p><p>Reviewing call histories.</p><p>Checking messages.</p><p>Asking colleagues.</p><p>Small tasks that, when repeated across hundreds of operations, consume a considerable amount of time.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Greater Risk of Errors</h2>				</div>
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									<p>When information is shared through multiple channels, misunderstandings become more likely.</p><p>A change communicated by phone may not reach everyone involved.</p><p>An incident reported via WhatsApp may never be formally recorded.</p><p>An update sent by email may go unnoticed.</p><p>The more communication points exist, the harder it becomes to maintain a single source of truth.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Reduced Ability to Track and Analyze</h2>				</div>
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									<p>A lack of centralization also makes it difficult to review what happened afterward.</p><p>Questions such as the following become harder to answer:</p><ul><li>When was the incident reported?</li><li>Who handled it?</li><li>What solution was applied?</li><li>How long did it take to resolve?</li></ul><p>Without traceability, continuous improvement becomes much more difficult.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Signs That Communication Has Become an Operational Problem</h2>				</div>
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									<p>In many organizations, the issue does not appear overnight.</p><p>It develops gradually.</p><p>Common warning signs include:</p><ul><li>Teams use multiple channels for the same operation.</li><li>Questions are repeated because information is not easily accessible.</li><li>Different versions of the same incident exist.</li><li>Communication history is difficult to locate.</li><li>Traffic managers spend too much time searching for information.</li><li>Customers receive different answers depending on who responds.</li></ul><p>When these situations become frequent, communication stops being a simple exchange of messages and becomes a source of inefficiency.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">What a Centralized Transportation Communication System Should Provide</h2>				</div>
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									<p>Centralizing communication does not mean eliminating existing channels.</p><p>It means ensuring that all operationally relevant information is recorded and accessible from a single environment.</p><p>To achieve this, a system should allow organizations to:</p>								</div>
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					<h3 class="elementor-heading-title elementor-size-default">Maintain Operational Context</h3>				</div>
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									<p>Conversations should be linked to the operation that generated them.</p><p>This makes it much easier to understand incidents and follow up on them later.</p>								</div>
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					<h3 class="elementor-heading-title elementor-size-default">Share Information with All Stakeholders</h3>				</div>
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									<p>Customers, traffic teams, carriers, and other participants need access to the information relevant to them without relying on lengthy email chains or forwarded messages.</p>								</div>
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					<h3 class="elementor-heading-title elementor-size-default">Provide an Accessible Communication History</h3>				</div>
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									<p>Every conversation, notification, and update should remain available for future reference.</p><p>This supports operational continuity and reduces dependence on individual memory.</p>								</div>
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					<h3 class="elementor-heading-title elementor-size-default">Reduce Unnecessary Interruptions</h3>				</div>
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									<p>When information is organized and accessible, there is less need for constant phone calls to check the status of an operation.</p>								</div>
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					<h3 class="elementor-heading-title elementor-size-default">How a TMS Helps Centralize Communication</h3>				</div>
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									<p>The digitalization of transportation has enabled many companies to integrate communication directly into their management tools.

A <a href="https://hedyla.com/en/tms-software/"><strong>TMS</strong></a> can become the central hub where all operational information is concentrated.</p><p>In addition, for this centralization to work effectively, information must flow between the different systems involved in the operation.

That is why integrations are playing an increasingly important role in transportation digitalization. Understanding <a href="https://hedyla.com/en/api-in-logistics/"><strong>what an API is in logistics and why it is essential for connecting a TMS</strong></a> helps explain how different systems can automatically exchange information.</p><p>As a result, conversations are no longer separated from orders, routes, or incidents.</p><p>Information remains connected to its operational context and can be accessed whenever needed.</p><p>This integration also enables:</p><ul><li>More structured incident tracking</li><li>Better coordination between departments</li><li>Improved traceability of decisions</li><li>Quick access to communication history</li><li>Reduced dependence on external tools</li></ul><p>Communication ceases to be a separate process and becomes an integral part of transportation management.</p>								</div>
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															<img loading="lazy" decoding="async" width="614" height="409" src="https://hedyla.com/wp-content/uploads/2026/06/Blog-Hedyla-comunicacion-en-transporte-01.png" class="attachment-large size-large wp-image-17209" alt="Blog Hedyla - comunicación en transporte - 01" srcset="https://hedyla.com/wp-content/uploads/2026/06/Blog-Hedyla-comunicacion-en-transporte-01.png 614w, https://hedyla.com/wp-content/uploads/2026/06/Blog-Hedyla-comunicacion-en-transporte-01-300x200.png 300w, https://hedyla.com/wp-content/uploads/2026/06/Blog-Hedyla-comunicacion-en-transporte-01-18x12.png 18w" sizes="(max-width: 614px) 100vw, 614px" />															</div>
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					<h2 class="elementor-heading-title elementor-size-default">Benefits for Traffic Teams, Customers, and Carriers</h2>				</div>
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									<p>When communication is centralized, the benefits extend to everyone involved in the logistics chain.</p><p>Traffic departments gain a more complete view of each operation.</p><p>Customers receive faster and more consistent responses.</p><p>Carriers can report incidents or access information within the same operational environment.</p><p>And the organization as a whole gains greater visibility into what is happening at any given moment.</p><p>The goal is not simply to send messages.</p><p>It is to ensure that the right information is available at the right time and linked to the process that matters.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Conclusion</h2>				</div>
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									<p>The complexity of transportation operations does not depend solely on routes, vehicles, or orders.</p><p>It also depends on how information flows between the people involved in each service.</p><p>When communication is scattered across multiple tools, interruptions increase, errors become more common, and follow-up becomes more difficult.</p><p>Centralizing communication improves coordination, reduces management time, and provides a clearer view of ongoing operations.</p><p>And as activity volumes grow, the value of having a single place where all transportation-related information can be found becomes even greater.</p>								</div>
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			</item>
		<item>
		<title>What Is an API in Logistics and Why Is It Key to Connecting Your TMS?</title>
		<link>https://hedyla.com/en/api-in-logistics/</link>
					<comments>https://hedyla.com/en/api-in-logistics/#respond</comments>
		
		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Thu, 11 Jun 2026 07:15:43 +0000</pubDate>
				<category><![CDATA[Blog de Logística]]></category>
		<category><![CDATA[Blog de Tecnología]]></category>
		<category><![CDATA[API]]></category>
		<category><![CDATA[logística]]></category>
		<category><![CDATA[software de logística]]></category>
		<category><![CDATA[TMS]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17187</guid>

					<description><![CDATA[Un pedido entra por correo electrónico. Alguien lo registra en el ERP. Después vuelve a introducirlo en el TMS para planificar la ruta. Más tarde, la información se envía al almacén para preparar la expedición. Cuando la entrega se completa, el comprobante regresa al departamento administrativo para cerrar el proceso y generar la factura. Cada ... <a title="What Is an API in Logistics and Why Is It Key to Connecting Your TMS?" class="read-more" href="https://hedyla.com/en/api-in-logistics/" aria-label="Read more about Qué es una API en logística y por qué es clave para conectar tu TMS">Read more</a>]]></description>
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									<p>An order arrives by email.</p><p>Someone enters it into the ERP.</p><p>Then it is entered again into the TMS to plan the route.</p><p>Later, the information is sent to the warehouse to prepare the shipment.</p><p>Once the delivery is completed, the proof of delivery returns to the administrative department to close the process and generate the invoice.</p><p>Each step seems simple on its own. The problem arises when this sequence is repeated hundreds or thousands of times every week.</p><p>Many transport and logistics companies already have specialized tools to manage different parts of their operations. However, a large part of the daily workload still consists of moving information from one system to another.</p><p>Copying data.</p><p>Exporting files.</p><p>Importing spreadsheets.</p><p>Sending emails.</p><p>Validating information manually.</p><p>Meanwhile, teams spend time on administrative tasks that add little value to the operation.</p><p>That is why, when a company considers implementing a <a href="https://hedyla.com/en/tms-software/">transportation TMS</a>, one of the most important questions should not focus solely on the software’s features. It should also consider how the system will exchange information with the other tools used on a daily basis.</p><p>This is where APIs become critically important.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">What Is an API in Logistics?</h2>				</div>
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									<p>API stands for <em>Application Programming Interface.</em> o Interfaz de Programación de Aplicaciones.</p><p>Although it may sound like a technical concept, its purpose is quite simple: to allow two systems to share information automatically.</p><p>An API acts as a communication channel between different applications.</p><p>Through an API, one system can request data, send information, or update records in another platform without requiring manual intervention.</p><p>A common example in logistics is order creation.</p><p>When an order is generated in an ERP and automatically appears in the TMS ready for planning, an API is usually responsible for that information exchange.</p><p>The same happens when a GPS platform sends real-time vehicle locations, when a customer checks the status of a delivery, or when a digital document is automatically stored in the corresponding system.</p><p>An API does not replace applications. Instead, it enables them to work together.</p><p>And the more connected the systems are, the less effort is required to keep information updated.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">The Real Problem Is Not the Software—It’s That the Systems Cannot Communicate</h2>				</div>
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									<p>Over the years, many organizations have adopted new tools to solve specific needs.</p><p>An ERP for business management.</p><p>Transportation management software.</p><p>A GPS platform for the fleet.</p><p>Mobile applications for drivers.</p><p>Document management tools.</p><p>Customer portals.</p><p>Individually, each system may work perfectly.</p><p>The problem appears when information does not flow between them.</p><p>That is when processes start to emerge that eventually become part of the daily routine:</p><ul><li>Exporting orders to import them into another platform.</li><li>Updating statuses manually.</li><li>Searching for documents through email threads.</li><li>Entering the same information multiple times.</li><li>Comparing data across different systems.</li></ul><p>Beyond the time they consume, these tasks generate errors, delays, and a lack of visibility that ultimately affects the entire operation.</p><p>In fact, many of these situations are signs that the operation has grown faster than the tools used to manage it. Before starting a technology project, it is worth reviewing how processes are currently managed, what information flows between departments, and how prepared the organization is to work in a more integrated way. In our guide on <a href="https://hedyla.com/en/implementation-of-tms/">TMS implementation</a> , you can explore the key factors that help prepare a project and facilitate user adoption.</p><p>The challenge is no longer adding more technology.</p><p>The challenge is making the existing technology work together.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">How an API Connects a TMS with the Rest of the Operation</h2>				</div>
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									<p>A TMS sits at the center of many logistics processes.</p><p>It receives orders.</p><p>Plans routes.</p><p>Manages resources.</p><p>Controls incidents.</p><p>Centralizes documentation.</p><p>Shares information with customers and carriers.</p><p>That is why its integration capabilities have a direct impact on operational efficiency.</p><p>Let’s imagine a typical scenario.</p><p>A customer places an order.</p><p>The ERP automatically records the information and sends it to the TMS through an API.</p><p>The TMS uses that data to plan distribution and assign vehicles or drivers.</p><p>During execution, tracking information is updated through connections with GPS systems or mobile applications.</p><p>When the delivery is completed, the proof of delivery is automatically registered and the information is sent back to the ERP to continue administrative and invoicing processes.</p><p>All of this happens without exporting files or manually entering data.</p><p>Each system maintains its specific role, but they all work with the same information.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Which Processes Can You Automate When Your TMS Is Integrated?</h2>				</div>
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									<p>API-based integration has practical applications throughout nearly every stage of logistics operations.</p><p>One of the most common use cases is the automatic reception of orders.</p><p>Instead of importing files or manually entering information, orders arrive directly in the TMS from the ERP or customer systems.</p><p>Integration with GPS platforms and fleet management systems is also very common.</p><p>As a result, route statuses can be updated automatically and shared in real time with customers, traffic managers, or internal departments.</p><p>Another area where APIs provide significant value is digital documentation.</p><p>Waybills, control documents, eCMRs, digital delivery notes, and proofs of delivery can be generated, stored, and shared without manual processes.</p><p>These integrations help reduce administrative errors, improve traceability, and speed up access to information from any point in the operation. They are becoming even more relevant with the introduction of mandatory digital transport control documents. In our <a href="https://hedyla.com/en/mandatory-digital-control-document-2026-practical-guide/">practical guide to the mandatory digital control document in 2026</a> , we analyze the main changes and how companies can prepare for them.</p><p>Invoicing is another common example.</p><p>Once a service is completed, the required data can be automatically sent to the appropriate system, streamlining administrative workflows.</p><p>Communications also benefit from these integrations.</p><p>Delivery notifications, delay alerts, status changes, or incidents can be automatically sent to customers and partners without requiring additional actions.</p><p>As operational volumes increase, this level of automation enables companies to handle more work without proportionally increasing their administrative workload.</p>								</div>
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															<img loading="lazy" decoding="async" width="614" height="409" src="https://hedyla.com/wp-content/uploads/2026/06/api-en-logistica-Blog-Hedyla-01.png" class="attachment-large size-large wp-image-17191" alt="api en logística - Blog Hedyla - 01" srcset="https://hedyla.com/wp-content/uploads/2026/06/api-en-logistica-Blog-Hedyla-01.png 614w, https://hedyla.com/wp-content/uploads/2026/06/api-en-logistica-Blog-Hedyla-01-300x200.png 300w, https://hedyla.com/wp-content/uploads/2026/06/api-en-logistica-Blog-Hedyla-01-18x12.png 18w" sizes="(max-width: 614px) 100vw, 614px" />															</div>
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					<h2 class="elementor-heading-title elementor-size-default">What Should You Ask About APIs Before Choosing a TMS?</h2>				</div>
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									<p>When a company evaluates different transportation management solutions, it usually focuses on visible features.</p><p>Route optimization.</p><p>Traceability</p><p>Rate management.</p><p>Cost control.</p><p>Resource planning.</p><p>However, integration capabilities often receive less attention than they deserve.</p><p>Before making a decision, it is worth answering some important questions.</p><p>Does the provider offer public and documented APIs?</p><p>Can it exchange both inbound and outbound information?</p><p>Which types of systems does it commonly integrate with?</p><p>Can it adapt to the company’s specific processes?</p><p>Who is responsible for maintaining integrations?</p><p>The answers to these questions help determine whether the solution will be able to evolve alongside the organization’s needs.</p><p>Because an integration that works today should also support the future growth of the business.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Moving Information Is Just as Important as Moving Goods</h2>				</div>
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									<p>For many years, logistics efficiency has been associated primarily with route optimization, mileage reduction, or maximizing vehicle capacity.</p><p>All of these aspects remain essential.</p><p>However, a significant part of productivity also depends on how information flows within the organization.</p><p>When systems are disconnected, teams spend time searching for data, correcting errors, or transferring information between platforms.</p><p>When systems are connected, information moves automatically alongside the process.</p><p>APIs make that connection possible.</p><p>They enable ERPs, TMS platforms, warehouses, fleet management systems, document management platforms, and communication tools to share information continuously and reliably.</p><p>That is why, when evaluating a TMS, understanding its integration capabilities is just as important as reviewing its features.</p><p>Because the less time an organization spends moving information between systems, the more time it can dedicate to what truly creates value: managing transportation, improving service quality, and making decisions based on up-to-date information.</p>								</div>
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					<span class="elementor-heading-title elementor-size-default">Take your logistics to the next level</span>				</div>
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		<title>How to Prepare Your Fleet for Digital Documentation in Transportation</title>
		<link>https://hedyla.com/en/digital-documentation-in-transport/</link>
					<comments>https://hedyla.com/en/digital-documentation-in-transport/#respond</comments>
		
		<dc:creator><![CDATA[Raquel Pérez]]></dc:creator>
		<pubDate>Wed, 13 May 2026 08:26:53 +0000</pubDate>
				<category><![CDATA[Blog de Logística]]></category>
		<category><![CDATA[Tendencias]]></category>
		<category><![CDATA[documentación digital]]></category>
		<category><![CDATA[TMS]]></category>
		<guid ispermalink="false">https://hedyla.com/?p=17170</guid>

					<description><![CDATA[Durante años, la documentación en transporte ha funcionado más por inercia que por diseño. Albaranes en papel que van y vienen.Cartas de porte que se rellenan varias veces.Firmas que llegan tarde… o no llegan. Y mientras tanto, tráfico esperando para cerrar el proceso. El problema no es el papel en sí. Es todo lo que ... <a title="How to Prepare Your Fleet for Digital Documentation in Transportation" class="read-more" href="https://hedyla.com/en/digital-documentation-in-transport/" aria-label="Read more about Cómo preparar a tu flota para trabajar con documentación digital en transporte">Read more</a>]]></description>
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									<p>For years, transport documentation has operated more out of habit than by design.</p><p>Paper delivery notes moving from one place to another.<br />Consignment notes filled out multiple times.<br />Signatures arriving late… or not arriving at all.</p><p>Meanwhile, transport planners are left waiting to close the process.</p><p>The issue is not the paper itself. It’s everything that depends on it.</p><p>When a document does not arrive, is incomplete or unreliable, the impact goes far beyond administration. It affects planning, invoicing and, in many cases, the customer experience itself.</p><p>And that model is starting to fall short of what transport operations require today.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Digital transport documentation is not about format, but about process</h2>				</div>
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									<p>When companies talk about digital transport documentation, many think about doing exactly the same thing… just in PDF format.</p><p>But the real change is not about that.</p><p>It has much more to do with when things happen and who has access to the information at each stage.</p><p>In a traditional model:</p><ul><li>Documents are created before or after the transport process</li><li>Information is completed manually</li><li>Validation arrives too late</li><li>Errors are detected when there is no time left to react</li><li>Information is spread across planners, drivers and administration teams</li></ul><p>In a model where digital transport documentation is integrated:</p><ul><li>Documents are generated automatically from the order</li><li>Information is already structured from the beginning</li><li>Validation happens before execution</li><li>Control becomes immediate</li><li>Everyone works from the same source of information</li></ul><p>What changes is not the document format itself, but the way the operation is organised.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Why digital transport documentation can no longer be postponed</h2>				</div>
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									<p>There comes a point when maintaining the same model is no longer sustainable, and regulation is one of the factors accelerating this shift.</p><p>The mandatory implementation of digital transport control documents is forcing many companies to rethink how they manage documentation.</p><p>But beyond regulation, there is the reality of day-to-day operations.</p><p>More routes.<br />More deliveries.<br />More customers demanding real-time information.</p><p>And teams that need to make decisions using information that is often unavailable at that exact moment.</p><p>When information arrives late or incomplete, operational adjustments begin to appear: delayed validations, unclear incidents and decisions made without the full context.</p><p>That is when operations start to lose stability.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">What really changes when working with digital transport documentation</h2>				</div>
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									<p>Once documentation becomes part of the operational flow, one thing becomes noticeable very quickly: a large part of the “reactive” work disappears.</p>								</div>
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					<h3 class="elementor-heading-title elementor-size-default">Transport planners stop chasing information</h3>				</div>
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									<p>When digital transport documentation is integrated, planners no longer spend their time chasing missing information.</p><p>Instead, they work with data that has already been validated from the start.</p><p>On a daily basis, this means:</p><ul><li>fewer internal calls</li><li>fewer manual checks</li><li>fewer decisions made with incomplete information</li></ul><p>And above all, less dependence on “let’s see if it arrives”.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Drivers become part of the system</h2>				</div>
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									<p>In many operations, drivers are the most disconnected part of the documentation process.</p><p>They complete deliveries… and afterwards someone else has to reconstruct what happened.</p><p>With digital transport documentation:</p><ul><li>signatures are collected immediately</li><li>incidents are recorded at the exact moment they happen</li><li>information enters the system directly</li></ul><p>This avoids having to rebuild the process later and allows teams to work with reliable information from the very beginning.</p>								</div>
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					<h3 class="elementor-heading-title elementor-size-default">Administration stops correcting and starts validating</h3>				</div>
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									<p>One of the biggest hidden costs is found here.</p><p>Not in creating documents, but in correcting them.</p><ul><li>mismatched data</li><li>incomplete documents</li><li>duplicated information</li></ul><p>When documentation is generated from validated data at the source, all of that corrective work gradually disappears.</p><p>And the impact becomes visible very quickly in both time savings and error reduction.</p>								</div>
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															<img loading="lazy" decoding="async" width="614" height="409" src="https://hedyla.com/wp-content/uploads/2026/05/Blog-Hedyla-documentacion-digital-en-transporte-01.png" class="attachment-large size-large wp-image-17172" alt="Blog Hedyla - documentación digital en transporte - 01" srcset="https://hedyla.com/wp-content/uploads/2026/05/Blog-Hedyla-documentacion-digital-en-transporte-01.png 614w, https://hedyla.com/wp-content/uploads/2026/05/Blog-Hedyla-documentacion-digital-en-transporte-01-300x200.png 300w, https://hedyla.com/wp-content/uploads/2026/05/Blog-Hedyla-documentacion-digital-en-transporte-01-18x12.png 18w" sizes="(max-width: 614px) 100vw, 614px" />															</div>
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					<h2 class="elementor-heading-title elementor-size-default">The most common mistake when implementing digital transport documentation</h2>				</div>
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									<p>One of the most common mistakes is trying to digitalise operations without reviewing how the business is actually working.</p><p>In other words, moving the same process into a tool… while expecting different results.</p><p>That is usually when frustration appears.</p><p>Errors continue to happen.<br />Data remains inconsistent.<br />And the tool ends up being used to manage problems that already existed beforehand.</p><p>Because if information enters incorrectly, arrives incomplete or every person works differently, digitalisation will not automatically organise the operation.</p><p>It simply makes those weaknesses more visible.</p><p>That is why, before moving forward, it makes sense to review the starting point: how orders are managed, how information flows across departments and which processes still depend on manual tasks or individual decisions.</p><p>In fact, many of these warning signs begin to appear when manual transport planning is no longer sustainable on a daily basis 👉 <a href="https://hedyla.com/en/manual-planning-in-transport-is-no-longer-sustainable/">https://hedyla.com/en/manual-planning-in-transport-is-no-longer-sustainable/</a></p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">What needs to be ready before digitalising</h2>				</div>
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									<p>Operations do not need to be perfect.</p><p>But they do need a minimum foundation to build on.</p><p>Reliable data</p><ul><li>clearly defined addresses</li><li>structured customer data</li><li>clear order types</li></ul><p>Understandable processes</p><ul><li>who generates the information</li><li>when it is validated</li><li>how exceptions are managed</li></ul><p>Controlled order flow</p><ul><li>how information enters the system</li><li>when it becomes ready for planning</li><li>which fields are mandatory</li></ul><p>Without this foundation, digital transport documentation does not simplify operations.</p><p>It usually adds complexity.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">The role of TMS software in digital transport documentation</h2>				</div>
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									<p>This is where everything starts to fit together.</p><p>A <a href="https://hedyla.com/en/tms-software/">TMS software</a> solution does much more than organise routes.</p><p>It allows digital transport documentation to become part of the operational flow from the very beginning, connecting orders, planning and execution.</p><p>When working with TMS software:</p><ul><li>documents are generated automatically from the order</li><li>data is validated before assignment</li><li>documentation is linked to each route</li><li>drivers interact directly with that information</li><li>everything is recorded in real time</li></ul><p>From that point onwards, the change becomes clear: information stops being scattered and becomes structured and accessible to the entire team.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">From documentation to full traceability</h2>				</div>
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									<p>When digital transport documentation is integrated, it stops being an isolated element.</p><p>It becomes part of the traceability of the entire operation.</p><p>That means:</p><ul><li>every action is recorded</li><li>every document has context</li><li>every incident has a clear origin</li></ul><p>And that completely changes the way daily operations are managed.</p><p>Because teams no longer need to search for information. They can work directly with it.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">What really changes: less operational friction</h2>				</div>
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									<p>This is the point that becomes most noticeable in everyday operations.</p><p>When documentation stops being a problem:</p><ul><li>transport planners work more smoothly</li><li>administration reduces workload</li><li>errors decrease</li><li>internal communication improves</li></ul><p>And all of this happens without adding more work, simply by reorganising how information flows through the operation.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Conclusion: documentation is no longer the end of the process</h2>				</div>
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									<p>Digital transport documentation is not just an administrative improvement. It is an operational improvement.</p><p>The companies moving forward are not necessarily the ones with the most tools. They are the ones that have integrated documentation into the operational flow itself.</p><p>Because once documentation becomes part of the process, operations stop depending on reviewing what already happened and start being built on reliable information from the very beginning.</p>								</div>
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