MBS Logistics to be Acquired by AD Ports

Internationally active freight forwarding and logistics provider MBS Logistics Group, headquartered in Cologne, has entered into a binding agreement to be fully acquired by AD Ports Group.

The transaction covers MBS Logistics’ freight forwarding and logistics operations across Germany, Switzerland, Asia Pacific and the United States and excludes its joint ventures. Completion remains subject to customary regulatory approvals and other closing conditions and is expected in the second half of 2026. Following completion, MBS Logistics will join Noatum Logistics, AD Ports Group’s globally integrated platform that leads its Logistics Cluster.

In 2025 MBS Logistics generated revenues of EUR 205 million, reflecting a diversified and asset-light business model, with core freight forwarding operations in Central Europe, and an established network across East Asia and Southeast Asia.

With close to forty years of industry experience, MBS Logistics adds to the Group a network of 26 offices worldwide and a global team of over 450 professionals. Its core freight forwarding services span air, ocean, road and rail transport, complemented by contract logistics, project cargo, customs and compliance, and time-critical multimodal solutions. The company serves a wide range of industries including aerospace, automotive, e commerce, engineering, technology, FMCG, healthcare and several other key sectors.

The integration will strengthen Noatum Logistics’ footprint across Europe and Asia and further advance the development of AD Ports Group’s Logistics Cluster, one of the fastest-growing integrated trade and logistics platforms globally. It will also unlock new market opportunities and enhance the Group’s ability to scale its operations.

The acquisition builds on strong foundations and a global network established by Noatum Logistics. Under the leadership of Jochen Thewes, the recently appointed CEO of its Logistics Cluster, the Group is pursuing a strategic expansion strategy that combines organic growth with targeted, value-accretive acquisitions.

The current shareholders of MBS Logistics will fully exit the operational business, except for Joerg Roehl, Group CEO and Shareholder. He will continue as Group CEO of MBS Logistics, taking a key leadership role in the combined organisation and overseeing the integration. He will also become part of the senior leadership team of Noatum Logistics, contributing to its strategic development.

Operational continuity for customers and partners will be fully maintained, with services, points of contact and ongoing projects continuing without interruption. The focus will be on expanding the logistics offering, supporting long-term, sustainable growth, and creating opportunities for all employees.

Jochen Thewes, CEO of the Logistics Cluster, AD Ports Group, said: “Bringing MBS Logistics into our ecosystem is the right move at the right time, especially as markets seek greater connectivity and resilience in an evolving global trade and logistics landscape. It provides us with an established operating platform with deep expertise and immediate access to key Central European and global logistics corridors. As the world’s third largest trading economy, Germany offers a strong domestic base and plays a central role in trade with the world’s leading economies. Linking it to our wider network will help us capture greater volumes, drive more competitive rates, and deliver the reliability our clients expect. Ultimately, the combined strengths of both organisations will allow us to raise our game and compete more effectively for major global accounts.”

Joerg Roehl, Group CEO and Shareholder of MBS Logistics, added: “Joining AD Ports Group and Noatum Logistics marks an important milestone for MBS Logistics. Their global reach, robust infrastructure and clear long-term vision for integrated logistics will enable us to further strengthen our service offering, expand our network and unlock new opportunities for our customers and our teams. We look forward to contributing our expertise and entrepreneurial strength to the Group’s continued growth.”

Connected Fleet Data for Predictive Maintenance

Breakdowns still happen even in fleets running advanced telematics systems, GPS tracking, fuel monitoring platforms, and digital maintenance records. Costs continue rising, downtime remains unpredictable, and maintenance teams are often forced into reactive repairs despite having more operational data than ever before.

The issue is not a lack of visibility. Most commercial vehicles already generate continuous streams of information through onboard diagnostics (OBD-II), CAN bus data, engine ECUs, IoT fuel sensors, GPS transponders, temperature monitoring systems, and driver telematics platforms. The problem is that these systems often operate independently, leaving fleet operators unable to connect early warning signals across the vehicle.

As a result, small signs of component degradation frequently go unnoticed until a breakdown occurs. Connected fleet data changes that by combining operational signals across telematics, maintenance, fuel, and vehicle diagnostics to support predictive maintenance strategies before failures escalate into costly disruptions.

This article, from Intangles, is for fleet managers, transport operations leaders, maintenance teams, logistics directors, and risk management professionals looking to reduce downtime and improve predictive maintenance across commercial vehicle operations.

Why Traditional Fleet Metrics Miss the Real Cost Drivers

Most fleets measure visible operational metrics: fuel cost per kilometre, downtime hours, driver safety incidents, service intervals, and route efficiency. These indicators are important, but they rarely explain the root cause of operational inefficiencies.

For instance, rising fuel costs across a fleet will typically be attributed first to driving style or road conditions. Driver training programmes may yield modest improvement, but costs continue rising because the root cause lies elsewhere — in developing mechanical degradation that no behavioural intervention can address.

The deterioration at this early stage does not result in fault codes or dashboard warning lights, but measurable changes in vehicle behaviour are already underway. Traditional systems are designed to detect failures after thresholds are crossed. Connected fleet analytics focus on identifying abnormal operational patterns before those thresholds are reached. The difference is not vehicle age alone or maintenance frequency — it is operational visibility.

The Importance of Cross-Domain Signal Analysis

Connected fleet systems combine data across multiple operational domains — telematics, fuel consumption, maintenance history, engine diagnostics, accelerometer readings, temperature behaviour, throttle response, and idle performance. Individually, these signals may appear insignificant. Together, they reveal meaningful patterns.

A vehicle consuming 4% more fuel over several weeks may not immediately raise concern. However, when that increase appears alongside abnormal engine revving patterns, higher exhaust temperatures, and unchanged driver behaviour, the combined data may indicate transmission degradation or injector inefficiency developing beneath the surface. This type of pattern recognition allows fleets to identify issues during the early stages of component wear instead of waiting for roadside failure.

Connected systems are particularly effective at detecting fuel injector degradation, turbocharger inefficiency, transmission wear, coolant abnormalities, and electrical instability — often weeks before a fault code appears. Instead of relying entirely on reactive diagnostics, fleets gain the ability to monitor operational health continuously. The operational advantage is substantial: emergency repairs become scheduled maintenance events.

Why Reactive Repairs Damage Fleet Profitability

Unplanned maintenance remains one of the highest hidden costs in logistics operations. A roadside breakdown rarely affects just one vehicle. It can lead to towing costs, delayed deliveries, driver downtime, missed delivery windows, and disruption across multiple routes and schedules.

Preventive maintenance carried out during scheduled workshop periods is far easier to manage since labour, spare parts, and vehicle schedules can all be organised in advance. Emergency repairs, by contrast, create pressure throughout the entire operation — on workshop capacity, dispatch planning, and customer commitments simultaneously.

For medium and large-sized fleets, repeated unplanned failures lead to constant instability affecting fleet performance and profitability. Predictive maintenance addresses this directly. With data collected from connected vehicles, fleet operators are able to detect early warning signs of component failure and plan maintenance intervention accordingly — before a vehicle leaves the road.

Fuel inefficiency is frequently treated as a driver behaviour issue, but mechanical degradation often plays an equally important role. Vehicles operating with injector imbalance, transmission adaptation problems, turbocharger inefficiency, air intake restrictions, DEF system abnormalities, or sensor drift can consume significantly more fuel without immediately generating fault alerts.

Connected fleet data helps identify these anomalies by comparing vehicle behaviour across similar operating conditions. When one vehicle begins consuming substantially more fuel than comparable units operating on similar routes and loads, the system can isolate abnormal performance patterns for inspection. This approach does not improve fuel economy by adding operational complexity — it reduces unseen inefficiencies by identifying them early, before they become entrenched.

The Integration Challenge

Most fleets already collect large amounts of operational data through telematics platforms, GPS systems, fuel cards, workshop software, and OEM vehicle systems. The problem is that these tools typically operate separately, making it difficult to connect early warning signals across the vehicle.

An increase in fuel consumption, an abnormality in engine performance, and rising maintenance frequency can all be symptoms of the same underlying problem. The difficulty in recognising such trends occurs because the data is distributed across disconnected systems — each one coherent in isolation, none of them speaking to the others.

Predictive maintenance is not just about technology — it is also about operational culture. The majority of maintenance professionals only take action when they notice the fault codes or signs of failure. The idea behind predictive maintenance is quite different in this regard. It encourages the concept of preventive maintenance based on the correlation between multiple data sources.

Start with High-Risk Segments

Predictive maintenance does not mean overhauling the entire fleet at once. The best approach is to begin with the components that cause the most disturbances within the operation – those with a high number of breakdowns, old fleets, fuel-consuming vehicles, or routes with frequent disruptions.

The first step requires setting up a benchmark for operations. The fleet manager needs to know how often roadside breakdowns occur, what the costs associated with repairing and fixing them are, and whether certain vehicles are lagging behind when it comes to fuel performance or uptime. The introduction of telematics makes it much easier to see such trends, because operational data that used to be scattered can now be correlated and analyzed.

In most cases, fleets begin noticing unusual degradation trends within the first few months of implementation. Even small variations in fuel usage, engine performance, temperature response, or idling behaviour can indicate the early stages of component wear — long before a vehicle breaks down on the road.

Why Connected Data Produces Measurable Financial Impact

The financial impact of predictive maintenance typically comes from preventing high-cost failures before they escalate. Major roadside failures involving engines, turbochargers, transmissions, and fuel systems cost substantially more in emergency repair situations than during scheduled workshop intervention — when labour can be planned, parts sourced at standard cost, and secondary component damage avoided entirely.

Connected fleet analytics creates planning windows rather than crisis windows. Platforms such as Intangles combine connected vehicle data, physics-based diagnostics, and AI-driven analytics to identify early-stage degradation patterns across engines, transmissions, fuel systems, and other critical components — allowing fleet operators to schedule maintenance during planned workshop windows instead of reacting to roadside breakdowns.

Beyond avoided breakdowns, the returns typically extend across the broader operation: lower downtime frequency, improved fleet utilisation, reduced recovery costs, better fuel economy, and longer component life cycles. Fewer missed delivery commitments and the customer relationship stability that follows are harder to quantify but equally real. Larger fleets generally see faster payback because operational inefficiencies scale across more vehicles and routes — but the fundamentals apply equally to mid-sized operators.

Data is not the problem. Every commercial fleet operation generates enormous volumes of it daily — through telematics, OBD diagnostics, fuel management systems, GPS tracking, and workshop software. The question is whether that data is working together or sitting in silos.

Fleets that continue operating with disconnected systems will remain trapped in reactive maintenance cycles, where failures are identified only after vehicles are already off the road. Operators using connected fleet intelligence, by contrast, can identify degradation patterns earlier, reduce unplanned downtime, improve fuel efficiency, and make maintenance decisions with far greater confidence.

The competitive pressure on European logistics operators — tightening margins, rising fuel costs, increasing customer expectations for delivery reliability — makes this shift from reactive to predictive operations less of a strategic option and more of an operational necessity. The fleets that build this capability now will not just reduce their breakdown costs. They will operate with a level of consistency that disconnected competitors simply cannot match.

Visibility: The New Battleground

As AI hype matures into real deployment, Infios is focusing on embedded agents that augment human decision-making and close the gap between insight and action.

It was no surprise that a significant number of the many conversations I had at LogiMAT referred to AI in one sense or another. It’s clear that AI is no longer a future ambition but is a present-day expectation. However, beneath the noise a more nuanced shift is taking place. The conversation is moving beyond what AI can do, towards what it is delivering inside real supply chain operations.

For Aadil Kazmi, Head of AI Product Development at Infios, that distinction is critical. Speaking to me during a busy day on the company’s stand, he described a market that is not just curious about AI, but increasingly focused on practical outcomes.

“Everyone is definitely interested in AI,” he said. “The conversations we’re having are really around two themes: how we’re bringing AI into our products and services, and how those capabilities actually empower people rather than replace them.”

Embedded, Not Imposed

Infios’ approach to AI is deliberately grounded in how supply chain teams already work. Rather than introducing standalone tools or requiring new workflows, the company is focusing on what it calls ‘embedded AI’.

“Embedded AI really just means that we build agents that work where people are already used to working,” Kazmi (pictured below with Peter) explained. “So people don’t have to learn a new screen or change their workflows – the agents meet them where they already work.”

This matters more than it might first appear. In an industry where operational systems are deeply entrenched and change management is notoriously complex, reducing friction is often the difference between adoption and abandonment. Alongside this, Infios is positioning AI firmly as a support mechanism rather than a replacement for human expertise.

“Our agents aren’t looking to automate the full human,” Kazmi said. “Quite the opposite. We take a very ‘human-in-the-loop’ approach, where the person is always in control.”

In practice, that means users can delegate specific tasks to AI agents while retaining oversight. If the system encounters an unfamiliar scenario or crosses predefined thresholds, it escalates back to a human operator – much like an exception in a warehouse or parcel sorting flow being diverted for manual handling or checking.

From Chatbots to Agents

Part of the challenge in these conversations is language. Terms like ‘AI’, ‘LLMs’ and ‘agents’ are often used interchangeably, creating confusion for end users. I’m as guilty as the next person when it comes to this. But Kazmi helps me to clear this up by drawing a clear distinction: “In the beginning, we had simple LLMs delivered as chatbots,” he said. “You ask a question; it gives you an output. It’s not doing anything more than that.”

These early systems were limited to their training data and unable to interact with live operational environments. AI agents represent the next step. “An agent is really an LLM with access to tools and reasoning loops,” he explained. “Tools allow it to interact with the real world – fetching order statuses, triggering workflows, even communicating externally. And reasoning loops allow it to gather information, reassess, and improve its output.” In other words, agents are not just answering questions – they are participating in processes.

Three Tangible Benefits

While the technology is evolving rapidly, Kazmi is clear that customer interest ultimately comes down to measurable outcomes. Based on current deployments, he identifies three core benefits.

The first is increased productivity or capacity. “A good example is our driver check call agent. Many customers weren’t able to perform check calls across all loads because it’s too expensive and time-consuming. With AI agents, they can now achieve full coverage.”

The second is cost reduction. “One customer deployed our order entry agent, and it processes inbound orders in seconds versus what took upwards of 10 minutes manually,” he noted. “So, the cost of executing that workflow fell enormously.”

The third is improved and more consistent customer experience. “Now that these agents are handling check calls, order entries, reporting and even catching exceptions before they occur, all of that translates into a more reliable experience for the end customer.”

Taken together, these benefits point to a broader shift: AI is not just optimising isolated tasks but reshaping the economics and expectations of supply chain operations.

Disruption Advantage

Supply chains have always been vulnerable to disruption, but recent years have amplified both the frequency and the impact of unexpected events – from geopolitical tensions to infrastructure blockages. In this context, AI’s ability to compress response times is becoming a defining advantage.

“What AI has been able to do is supercharge teams’ abilities to sense disruptions, decide what to do, and act in real time,” Kazmi adds.

Where responses once took hours or even days, AI-enabled systems can now react almost immediately. However, he is quick to point out that this capability depends on a critical foundation. “The precursor to all this is integrating agents into the systems where your data lives, and deploying them safely and reliably.” Once that foundation is in place, organisations can move towards a more autonomous model of operations: detecting disruptions as they emerge, evaluating possible responses, and executing actions within defined guardrails.

As Kazmi puts it, AI may not be able to prevent a crisis such as the blockage of the Suez Canal, but it can fundamentally improve how companies respond. “It allows us to bring visibility and transparency into the promises that we make every single day.”

From Visibility to Execution

For much of the past decade, visibility has been the dominant goal in supply chain technology. Knowing where goods are, and what is happening across the network, was seen as the key to better performance.
That goal, Kazmi argues, has largely been achieved. “Visibility was probably one of the most important vectors to manage over the last decade,” he said. “Most organisations have already overcome that hurdle.” The new challenge is what comes next. “What good is visibility if you can’t act on it? That’s the gap we’re filling.”

This shift – from insight to execution – is emerging as a central theme across the industry. It also aligns closely with Infios’ positioning around ‘intelligent supply chain execution’, combining AI agents, machine learning models and optimisation tools into a unified operational layer.

AI as a Co-Worker

Despite the technological complexity, Kazmi emphasises that successful AI adoption is as much about people as it is about systems. “It’s very critical to think about how your agents will work with your existing team members,” he said.

Framing AI as a ‘co-worker’ is one way to approach this shift. Rather than viewing automation as a threat, organisations can position AI as an extension of their workforce – taking on repetitive or time-sensitive tasks while leaving humans to focus on higher-value decision-making. However, this requires careful planning around roles, responsibilities and trust.

“The onus is on us to figure out how to integrate these agents into our current workforce,” Kazmi stated. Equally important is choosing the right technology partner.

“Partnering with a vendor that integrates deeply into your stack is key. You need to bring the agents right to where your teams are already working to reduce the friction of change management.”

The Next Frontier: Context

Looking ahead, Kazmi believes the next major leap in enterprise AI will come from improvements in memory and context management. “While current deployments are delivering immediate ROI, the next jump will come from bringing deeper context to these agents,” he said.

Context, in this sense, goes beyond raw data. It encompasses the reasoning, priorities and situational awareness that underpin human decision-making. “As a human being, when I come to work in the morning, why am I making the decisions that I’m making? That’s super important.” Embedding that level of understanding into AI systems could unlock a new phase of capability – moving from reactive assistance to more proactive and strategic support.

Defining Moment

For an industry long defined by complexity and constraint, the convergence of AI, data and execution capability represents a significant inflection point. As Kazmi sees it, the opportunity is not just to do things faster or cheaper, but to fundamentally rethink how supply chains operate.

“The world is no longer predictable,” he said. “Execution is becoming trickier and trickier to manage.”
In that environment, the winners will not be those with the most visibility, but those with the ability to act on it intelligently, consistently and at speed. Increasingly, that now means working not just with AI, but alongside it.

Can Precision Planning & Mapping Save Hauliers?

Hauliers have long been battling a perfect storm of challenges, from an ageing driver workforce and inefficient road networks to persistently rising fuel and non-fuel costs, most recently exacerbated by the conflict in the Middle East. Now, the sector faces an additional and increasingly pressing issue: razor-thin profit margins. The RHA Cost Movement Survey from the UK Road Haulage Association shows that average pre-tax profits for hauliers have fallen to just 1.58%, down from 2.6% the previous year. This, coupled with the fact that 30.1% of all HGV kilometres are driven empty, highlights a significant efficiency deficit within the sector.

Philipp Pfister (pictured, below), Sector Vice President of Transporeon, a Trimble company, believes this ‘efficiency debt’ is no longer sustainable for hauliers and fleets, and discusses how to tackle the issue by shifting from reactive routing toward precision mapping and real-time data to ensure every mile driven contributes to revenue.

Understanding the efficiency debt

Empty running has always been part of transport operations, whether driven by last-minute order changes or fragmented planning systems. But as the conflict in the Middle East drives a surge in fuel prices, the cost of inefficiency is escalating sharply. Every empty mile now represents not just wasted time and vehicle wear, but significantly higher fuel spend with no revenue to offset it.

For some businesses, this has historically been a manageable inefficiency. Today, however, especially for carriers operating on tight margins, it has become a critical pressure point, turning what was once tolerated into a serious financial risk.

The result of empty mileage is a growing gap between operational effort and financial return. Closing that gap requires more than incremental improvements, it calls for greater precision in how routes are planned, executed, and connected across the wider transport network.

Moving from shortest to smartest routing

Reducing empty running starts with improving the quality of routing decisions and commercial-grade mapping solutions are designed specifically for this purpose. A smart system keeps drivers on the most efficient path to reduce out-of-route mileage and lower fuel costs by up to 10% by incorporating real-world HGV and LCV constraints alongside operational data, allowing planners to build routes that are both safe and compliant, sustainable and efficient. This means drivers can factor in personal preferences such as 2D and 3D maps, safety views and timing of voice instruction as well as their vehicle type and load, traffic patterns and congestion, road restrictions and infrastructure and sustainability priorities.

Unlike consumer GPS, cloud-based solutions are built specifically for HGV and LCV operations, integrating legal restrictions and vehicle-specific parameters into route planning. By ensuring routes are compliant before departure, these tools reduce unnecessary mileage caused by routing errors while supporting fuel efficiency and emissions compliance. Crucially, by combining routing algorithms, map data and customer site information into a single platform, they create a consistent ‘single source of truth’ from planning through to real-time execution and post-trip analysis.

Aligning planning with execution

Reducing empty miles starts with better planning, and that planning must be tightly connected from back office to cab. By investing in advanced commercial navigation tools, carriers can ensure drivers have full visibility of optimized routes in real time, aligned with central planning decisions. This eliminates the disconnect that often leads to unnecessary detours and inefficiencies.

Crucially, when routing, scheduling, and execution operate from the same data and commercial logic, carriers can actively minimise empty running rather than react to it. The result is fewer wasted miles, lower fuel costs, and a more resilient, efficient operation, something that is no longer optional in today’s high-cost environment.

There are additional operational benefits, too. This technology is also a huge aid when onboarding a new or less experienced driver. The International Road Transport Union (IRU), estimates that Europe is short of nearly 500,000 drivers, with fewer than 5% under the age of 25. This worrying stat demonstrates the importance of getting a driver up to speed and comfortable in the role as soon as possible. A smart advanced mapping tool will allow any driver, no matter their experience, to navigate unfamiliar routes with confidence, improving productivity from day one and reducing reliance on local knowledge. This also affords drivers peace of mind and confidence in their abilities, which ultimately means they are less likely to leave the business further down the road.

Using data to unlock backhaul opportunities

For hauliers, investing in a market intelligence solution that delivers in-depth, real-time insights into market rates, spot rates, lanes, and capacity, and how these evolve over time, is a critical first step in improving visibility. When combined with smart mapping data and both real-time and historical market insights, this enables a clearer view of available capacity and demand.

Alongside this, spot freight, encompassing non-contractual transactions, offers agility, making it particularly valuable for surge volumes, irregular shipment patterns, and rejected loads. When used strategically, it allows hauliers to secure competitive rates, optimise backhauls, and ultimately enhance overall market efficiency.

With this level of insight, operators can identify backhaul opportunities more effectively and align loads with demand in real time. Ultimately, this means carriers have the opportunity to make more informed decisions about pricing and route selection. Rather than relying on static planning or manual coordination, fleets can respond dynamically to changing conditions. Over time, this reduces the structural imbalance that leads to empty return journeys.

While the challenges facing hauliers aren’t new, with the margin for inefficiency getting a lot tighter, empty running is no longer a viable option. Addressing this requires a new approach to how routes are planned and executed. This means moving away from basic consumer navigation GPS tools and towards new commercial technology that addresses the pain points HGV and LCV drivers face. Be it aligning planning with in cab execution or data that can help match capacity with demand.

Of course, it’s impossible to eradicate all empty miles completely. However, by upgrading its planning and routing technology, a business can minimise avoidable costs and inefficiencies. For many UK hauliers, this will be the difference between maintaining profitability and falling behind in an increasingly constrained market in volatile times.

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