Unpredictability, rather than long transit times, is the biggest obstacle to modern supply chain performance, according to Freightgate founder and chief executive Martin Hubert. Speaking at a trade seminar in Birmingham, England, Hubert argued that rail freight, particularly block train operations, demonstrates how tighter coordination between transport modes can reduce disruption, improve reliability and help businesses respond more effectively to changing market conditions.
Hubert used the example of Freightgate’s work with DB Cargo to illustrate how technology can improve intermodal performance by managing handovers between different transport modes. He suggested that while visibility across supply chains has improved considerably in recent years, the industry has yet to solve the problem of fragmented decision-making when freight passes between rail, road, ports and shipping services.
Better handovers matter more than faster journeys
California-based Freightgate develops cloud-based software for transport management, shipment visibility and supply chain optimisation. Founded by Hubert more than two decades ago, the company works across rail, maritime, road and air freight, processing large volumes of operational data to support routing decisions. The platform is used by shippers and logistics providers to improve operational resilience while also measuring environmental performance.
Hubert told delegates that many supply chains are designed around centralised planning systems which assume optimal conditions. However, disruption frequently occurs during transfers between transport modes, where separate operators rely on different digital systems and procedures. Rather than attempting to eliminate uncertainty altogether, he argued that businesses should focus on managing it through better coordination, earlier alerts and the ability to switch routes dynamically when circumstances change.
Block trains offer a model for dependable freight
Hubert described block train operations as an example of how disciplined operating practices, supported by modern technology, can produce more predictable outcomes than loosely coordinated freight movements. Working with DB Cargo, Freightgate has helped develop systems that support dedicated rail services by providing continuous monitoring and allowing operators to respond quickly when disruption occurs.
He acknowledged that European rail freight faces structural challenges which differ markedly from North America. European freight trains are generally limited to around 740 metres (775 metres in the UK) because they must fit into passing loops and share infrastructure with higher-priority passenger services. By comparison, freight trains in the United States can approach two kilometres in length, delivering greater economies of scale. Nevertheless, Hubert argued that dedicated block train services remain commercially attractive over much shorter distances than conventional rail freight.
Dynamic routing rather than more data
Hubert said Freightgate processes more than one million rail and maritime visibility events each day and helped optimise the movement of around 1.5 million TEU during the past year. Rather than simply collecting more operational data, he said the objective should be to combine information from every transport mode and use it to support practical decisions as conditions change.
Artificial intelligence also featured prominently in Hubert’s presentation, although he urged delegates to avoid adopting AI indiscriminately. He argued that conventional databases remain better suited to predictable operational tasks, while AI should instead be reserved for exception management, analysing complex information and recommending appropriate responses. Freightgate, he explained, combines locally controlled AI models with larger external systems, allowing customers to retain control of commercially sensitive data while benefiting from advances in machine learning.
Hubert concluded by encouraging logistics operators to move beyond simply improving shipment visibility. The greater opportunity, he suggested, lies in using integrated information to govern transport decisions dynamically, allowing intermodal supply chains to respond more effectively to disruption while improving reliability, controlling costs and reducing carbon emissions.