Over the past year, one thing has become unmistakably clear: transportation and logistics teams are being asked to do more, move faster, and stay more resilient than ever before. At the same time, many of the systems supporting those operations were built for a different era, including IBM i (AS/400, iSeries) environments that still power critical workflows which is why integration, real-time data, AI enablement, and legacy modernization have moved from “important” to essential.
The result is a shift in priorities. Teams are no longer focused only on keeping the operation running; they are also trying to connect disconnected systems, reduce manual work, and unlock the value trapped inside older platforms so that core business logic and data can participate in modern workflows.
Integration Has Become a Core Requirement
A recurring theme in logistics conversations is that systems can no longer live in silos. Transportation management, ERP, warehouse operations, telematics, EDI, customer-facing tools, and IBM i applications all need to exchange data quickly and reliably if the business wants a true view of operations. Increasingly, that means enabling legacy platforms to participate in modern data flows through approaches like API enablement and database replication for IBM i AS400 services.
In practice, that often means building around platforms like MuleSoft, Confluent or Kafka, Google Cloud Platform, and similar integration layers that can move data more fluidly across the business. Many organizations are taking a measured approach, combining internal efforts with targeted support such as IBM i API development services or guidance from an experienced IBM i API or integration consulting company. The goal is not just to connect systems for the sake of connectivity, but to create a dependable flow of information that supports real-time operations, reduces manual handoffs, and makes the entire network easier to manage.
Real-Time Data Is Now Expected
A second major lesson is that real-time visibility is no longer a differentiator; it is the baseline. Teams want to know where a load is, what changed, and what needs attention right now, not after the fact.
That expectation reaches beyond shipment tracking. Operations leaders, customer service teams, and management all want immediate access to accurate status updates, because delayed information leads to missed decisions, reactive firefighting, and frustrated customers.
Efficiency Matters More in a Volatile Market
The last year has also reinforced how much global uncertainty affects transportation and logistics planning. Volatility has become structural rather than temporary, which puts more pressure on companies to run leaner, respond faster, and absorb disruption without losing control.
That is why efficiency has become such a priority. Whether the issue is manual dispatch work, redundant processes after M&A, or slow exception handling, every extra step creates cost and delay in a market that is already unpredictable.
Multigenerational IBM i Systems Hold Critical Business Value
For teams operating on IBM i (AS/400) and other legacy systems, one of the biggest lessons is that modernization does not always start with replacing the existing platform. In many cases, the real opportunity is unlocking the data and business logic already inside those systems so it can participate in modern workflows.
That matters because IBM i environments often still run core operations reliably. The challenge is that the value inside them is difficult to access, which makes integration, automation, reporting, and customer visibility harder than they need to be.
Legacy TMS Platforms Are Approaching End-of-Life
Another reality that continues to surface in conversations is how many transportation and logistics organizations are still running core operations on legacy TMS platforms that are nearing end-of-life. In many cases, these systems—often tightly coupled with IBM i environments have been stable for years, but vendor support timelines are now forcing a decision point within the next 12–18 months.
For these teams, the immediate priority is not a full replacement. It is maintaining continuity. That means finding the right partner who can keep the lights on, stabilize the environment, and extend the usability of the system while longer-term modernization strategies are evaluated.
At the same time, many organizations are working to decouple critical workflows from aging systems. This allows logistics operations to continue running without disruption while gradually shifting capabilities to more flexible, modern architectures.
The takeaway is that end-of-life does not have to mean end-of-value. With the right approach, these systems can continue to support the business while becoming part of a more connected and future-ready ecosystem.
Modernization Is Now About Reducing Risk
Teams are also becoming more practical about modernization. Instead of pursuing large, disruptive transformations, many are looking for phased approaches that improve performance and visibility without putting the operation at risk.
That mindset reflects the reality of logistics: trucks are on the road, customers are waiting, and downtime is expensive. The best modernization strategies are the ones that improve the business without interrupting the business.
Retiring Talent Is Creating New Risks
Another challenge that continues to surface is not rooted in technology alone, but in people. Many transportation and logistics organizations still rely on RPG developers and long-tenured IBM i experts who have deep institutional knowledge of core systems. As this group approaches retirement, that knowledge is becoming harder to replace.
Unlike more modern platforms, these environments are often highly customized and sparsely documented. That creates a real risk: when key individuals leave, teams can find themselves in a position where critical systems are difficult to maintain, troubleshoot, or enhance.
For operations that depend on these systems every day, this can quickly become a bottleneck. Routine updates take longer, issue resolution slows down, and the ability to adapt the system to new business needs becomes constrained.
As a result, many organizations are rethinking how they manage and extend these environments. Some are investing in documentation and knowledge transfer, while others are looking at ways to reduce dependency on specialized skill sets by making systems more accessible and easier to integrate with modern tools.
The broader takeaway is that workforce dynamics are now a key factor in legacy system strategy. It is no longer just about what the system can do, but whether the organization has the resources to sustain and evolve it over time.
The Bigger Pattern
Taken together, the past year’s conversations point to a simple conclusion: transportation and logistics teams need systems that are more connected, more responsive, and easier to evolve.
The organizations making the most progress are the ones treating integration, real-time data, and IBM i legacy access as operational necessities rather than IT projects.
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