The Future of Logistics Relies on Connectivity, Collaboration, and AI

What is the vision of the Slovenian Logistics Association regarding the digital integration of the Slovenian economy into a unified logistics ecosystem? 

The core idea of the Slovenian Logistics Association is connectivity and collaboration. We bring together everyone involved in logistics, whether manufacturing, logistics and transport companies, or providers of digital and technological solutions. Recently, we have also devoted special attention to young people. 

However, I do not support the concept of digitally integrating the entire Slovenian economy into a single logistics system under state management. Companies are already finding their own ways to connect through established platforms such as TIMOCOM and similar solutions, effectively utilizing available capacities. I do not see a need for the state to take on such a role. 

At the cpompany level, however, this type of collaboration is essential when discussing cost optimization. Individual companies often struggle to utilize transport and warehouse capacities efficiently on their own. Collaboration is the least expensive path to optimization—it costs nothing yet can deliver significant benefits. What is needed is a shift in economic thinking and mindset, not additional regulation. When shippers allow greater freedom in optimization and no longer object to their competitors’ goods being transported alongside their own, logistics costs will begin to decline dramatically. 

Slovenia has already taken several steps in the right direction, such as introducing the electronic consignment note (e-CMR). What practical obstacles remain to achieving a completely paperless B2B environment? 

Slovenia was among the first countries to ratify both the e-CMR protocol and subsequently the eFTI Regulation. We also saw some of the earliest implementations in day-to-day operations. However, progress repeatedly stalls at the level of regulation and its practical enforcement. 

Even if a protocol has been signed and ratified, it brings little economic value if a carrier using an electronic CMR to prove the identity of goods is stopped during a roadside inspection, has its vehicle detained, and must later prove its case in court. Even if the carrier is ultimately proven right, the business damage has already been done—logistics depends on trucks staying on the move. 

From a technological perspective, there should be very few practical barriers. The real challenge lies in the rigidity of supervisory and enforcement authorities. 

Does process standardization encourage companies to outsource logistics to 3PL and 4PL providers, or does it enable them to manage logistics internally more effectively through advanced tools? 

If by standardization we mean harmonizing formats and processes, the objective is clear: increasing productivity throughout the entire supply chain. Standards simply make work easier. This applies regardless of whether logistics activities are managed internally or through external partners such as 3PL and 4PL providers. 

Today, it is difficult to generalize whether in-house logistics or outsourcing is the better approach. The reasons for choosing one model over the other vary from company to company, which means there is no universal SWOT analysis that can determine the winning model in advance. 

What is certain is the growing availability of advanced digital tools. The number of solutions supporting logistics processes continues to expand, making it essential for companies to actively monitor the market and understand what technologies are available, regardless of how standardized their current processes and equipment may be. 

Labor shortages are increasingly driving companies toward warehouse automation. In your opinion, does Slovenia have a clear strategy for helping companies introduce warehouse digitalization gradually and sustainably? 

No, Slovenia has not had a clear strategy in this area so far. Digital transformation in logistics is essential, and encouraging companies to move in this direction is extremely important. 

It is true that automation and robotics are effective responses to labor shortages, but they are not always the only or the right solution at any cost. The same applies to complex processes and products where the objective is to increase efficiency and reduce unit costs. 

In my view, the government should provide much stronger support for these efforts. Funding for digital transformation and RDI projects (research, development and innovation) should be significantly increased. Additional incentives are needed for investments in manufacturing and logistics modernization, whether through tax relief measures or other financial mechanisms. 

Companies increase added value on both sides of the equation: by developing and selling higher-value products and by increasing productivity—producing more output with the same resources and costs. Automation and robotics directly address the latter. 

How should small and medium-sized enterprises approach warehouse automation without risking excessive system complexity and dependence on individual technology providers? 

Automation is not always necessary. Like any investment, warehouse automation must demonstrate a clear return on investment (ROI). In some cases, the nature or scale of a logistics operation simply does not justify a substantial investment in equipment. 

In such situations, significant improvements can be achieved through lean concepts, process optimization, soft measures, and smaller, incremental technology upgrades. That said, the market has evolved considerably in recent years, and many solutions are now tailored to smaller-scale operations. 

I would also highlight a more significant challenge: companies invest too little in developing their own personnel or departments responsible for logistics and technology development. We need people who understand technology, are familiar with lean principles, continuously educate themselves, attend trade fairs, and learn from best practices firsthand. 

Logistics cost as a percentage of revenue, picks per order line, and logistics cost per unit are fundamental key performance indicators (KPIs) that companies should monitor closely. Investments and improvement measures must logically lead to better performance in these metrics. The analysis of such indicators should be an integral part of every modernization decision. 

Do you see automated and digitally managed warehouses as an important element of supply chain resilience in times of crisis, or primarily as a cost-reduction tool? 

We live in a time when global events have an extraordinary impact on daily life, and nowhere is this more evident than in logistics. As a result, traceability and visibility throughout the supply chain have become essential for building resilience. 

Supply chain resilience means avoiding dependence on a single logistics route and developing alternatives. Risk management must be taken seriously in logistics, not merely documented on paper. Inventory levels must be managed intelligently. The dogma of minimizing inventory at any cost, as well as strict just-in-time delivery concepts, has long lost much of its relevance. 

Automation and digitalization are important components of resilience, but they represent only one part of a broader picture. Most importantly, when discussing resilient supply chains, the objective should be acceptable costs rather than necessarily the lowest possible costs. 

Which technology trend do you believe will have the greatest impact on the work of the average Slovenian logistics professional over the next two years? 

Artificial intelligence is undoubtedly the most important technology trend affecting logistics. 

To be precise, defining logistics merely as warehousing and transportation is no longer sufficient. Modern supply networks encompass the entire flow of materials and information from suppliers to end customers. 

Artificial intelligence is already influencing every stage of this process—from sales forecasting and automated material replenishment to intralogistics optimization, transport route planning, and automated content recognition in documents. 

In short, companies that have not yet started integrating artificial intelligence into their processes are already behind.