As the world scrambled for toilet paper and essential goods, the deeper question about the fragility of international supply movements became more apparent, sparking the need for digital solutions that help companies navigate complex routes, enhance visibility and offer flexibility.

With that approach in mind, companies were tasked with rethinking logistics, offering solutions that move beyond traditional, static systems to something agile and forward-thinking. 

“Fluent Cargo’s founding goal was simple but ambitious: create a platform that could centralize and democratise supply chain data, making it easier for companies to plan, manage, and track shipments,” Archival Garcia, CEO of Fluent Cargo. “We have built a dynamic, digital global network that provides real-time routing and scheduling information for both air and ocean freight. 

“With access to data from leading global providers, Fluent Cargo’s system allows users to input their shipment’s destination and receive a detailed plan that includes available carriers, schedules, and even specific types of equipment for their shipments.”

Take pricing, for example, right now it can be seen as a “wild west” of fluctuations. If you ask people in the professional shipping world today, they often describe how it feels like the industry is still in the pandemic era when it comes to rates. Back then, the sector had too much volume and not enough assets, but now, with lower volume and excess assets, prices are still skyrocketing. This creates a tough situation for both end users and providers, as they are squeezed by high costs and tight margins.

While there’s a clear intent across the industry to solve the problem, there’s no standardized approach to tackle it. The cargo ecosystem is still highly siloed, with different stakeholders focusing on their own narrow areas. For example, pricing is seen as a separate issue from trucking, ocean freight, and air transport. This leaves the service providers and customers — who are the ones most affected by the volatility — caught in the middle.

“What’s missing is a solution like the one we’re trying to build, which is agnostic and not tied to any single provider. We want to make data more accessible, but in a way that allows customers to use it how they need to, not just how it’s presented to benefit a particular party. I believe this is where the industry is headed in the next six months,” Garcia continued. “If companies don’t start working together, the frustration will only continue, even at the carrier level, as they struggle to manage customer needs in this environment.”

Supply chain solution

Traditionally, solutions have been presented as large, enterprise-scale systems which require significant time and investment to implement. But by the time you roll something like that out, the landscape has often shifted, and companies are already dealing with new problems.

For larger companies, this approach might be more appropriate, but it’s akin to trying to change the course of a massive ocean liner mid-way through its journey—it takes time. Often, technology providers focus on complexity, assuming that the market is ready for big, intricate solutions. But in reality, many companies are at a much earlier stage and need smaller, more manageable steps to move in the right direction.

Presenting a solution that takes six to twelve months to implement is hard to justify, especially when companies are just trying to survive on a week-to-week or quarter-to-quarter basis. Financial pressures, uncertainty in the market, and external factors—like an upcoming election—make it even harder to commit to long-term, complex projects.

“This is where we’re aiming to set ourselves apart. We’re not asking for enterprise contracts; it’s a fully SaaS-based solution,” Garcia outlined. “You consume what you need, and if something doesn’t work for you, it’s not a big deal. For instance, we released a tracking feature a couple of months ago, in response to popular demand. It’s a smaller, more digestible feature, and you don’t need to commit large volumes or long-term contracts to use it.

“In my view, companies will move faster if they can focus on smaller, bite-sized projects that gradually get them in the right direction. The key is proving the value of each smaller solution. People are risk-averse, especially when they have to justify decisions to boards, so if you can demonstrate the immediate benefit of solving a specific problem, it’s easier to secure approval for subsequent projects.

“The challenge is that many people assume complex problems require complex solutions. What we’re trying to show is that solving smaller, specific issues can have a significant impact. It may start with something seemingly minor, but when you address multiple small problems, you’re actually solving a much larger issue. This mindset shift is key to moving forward in the right direction.”

Victims of past experience

When companies and industry figures have been used to approaching problems in a certain way, it shapes how they search for solutions. For example, coming from backgrounds where they deployed transport and warehousing software, they tend to look at things purely from a data perspective. But when stepping back and thinking about how that data could be used differently for various use cases, it opens up new possibilities.

“You can explore the data, use it in a way that fits your business, and identify what’s important to you. The feedback you provide is crucial, as it helps us shape our roadmap,” Garcia outlined. “Chances are, if you’re facing a particular challenge, we’ve already thought about it and planned for it—though we might not have prioritised it yet because we’re not sure how widespread or urgent it is.

“For example, someone might come to us with a specific issue like route avoidance and its impact on pricing. That’s a problem we’ll research and likely develop a solution for because if one person is facing it, others probably are too. 

“What we do is make our solutions accessible through flexible, agile packages, including a free version to give you a sense of how the data works for you. You might find that it’s not the right fit for your business right now—maybe you’re too small or already have other tools—but you’ll have a clear understanding of the value it offers. Or you might decide it’s incredibly valuable and want to explore more. Ultimately, we aim to make it as easy as possible for businesses to access and use the data in ways that suit their needs.”

Next steps

There are two key ways that will be crucial moving forward: First, it’s about being agile and having the tools to react quickly to disruptions. A good example is route avoidance—if a port becomes unavailable, what other options ensure they can still reach my customers? The second aspect is predictability: understanding the potential impact of disruptions before they happen. For instance, tools that can model routes, capacity, and pricing, including seasonality, are essential. In this regard, the market is still very immature. 

“What’s exciting is that AI is now at the forefront of this evolution. While AI is often overhyped, we’ve developed tools that can absorb data, predict outcomes, and apply modelling techniques to generate insights,” Garcia expressed. “For example, we can simulate different scenarios and understand how changes in routes or capacity will affect the system, both in terms of hard data and softer criteria.

“The focus is on analysing the data generated by Fluent Cargo, which has already been cleansed and embedded within our digital network. We aim to study past disruptions over the last 12, 24, or even 36 months and understand their causes and impacts. 

“This will help us learn about seasonality patterns, regional issues, and other critical factors, enabling us to offer more prescriptive and predictive insights, ultimately allowing us to forecast potential disruptions more effectively.”