Freight Forwarding Management System With Manpower Resource

Allocation using Best Fit Algorithm for Lebria Transport

by

Ablao, Kylourd A.
Arena, Cydric Nico L.
Dao, Neil Michael C.
Uy, Charles A.

Submitted in Partial Fulfillment of the Requirements for the Degree of

Bachelor of Science in Information Technology

with specialization in Web and Mobile Application

at

FEU Institute of Technology

March 2023

Dr. Jay-ar Lalata

Project Adviser

©2023, Kylourd Ablao, Cydric Nico Arena, Neil Michael Dao, Charles Uy
All Rights Reserved
The author/s grant FEU Institute of Technology permission to reproduce and distribute
the contents of this document in whole or in part.

ii
 APPROVAL AND ACCEPTANCE SHEET

The capstone project entitled “Freight Forwarding Management System with

Manpower Resource Allocation using Best Fit Algorithm for Lebria Transport”
prepared and submitted by:

Ablao, Kylourd A.
Arena, Cydric Nico L.
Dao, Neil Michael C.
Uy, Charles A.

In partial fulfillment of the course requirement for the Degree of Bachelor of Science in
Information Technology with specialization in Web and Mobile Application been
examined and is hereby recommended for oral defense.

___________________________ _____________________________
Awat, Kirk Alvin, DIT Fernandez, Jennylyn
Panelist 1 Panelist 2

________________________
Adao, Rossana, MIT
Head Panelist

Accepted as partial fulfillment of the requirements for the Degree of Bachelor of Science
in Information Technology with specialization in Web and Mobile Application

___________________________ __________________________
Dr. Jay-ar Lalata Ms. Danna May Mansul
Project Adviser Course Adviser

________________________
Dr. Ace C. Lagman
Department Head

________________________
Date

iii
 TABLE OF CONTENTS

CAPSTONE TITLE ............................................................................................................. i

COPYRIGHT PAGE .......................................................................................................... ii
APPROVAL AND ACCEPTANCE SHEET .................................................................... iii
TABLE OF CONTENTS ................................................................................................... iv
LIST OF TABLES ............................................................................................................ vii
LIST OF FIGURES ......................................................................................................... viii
LIST OF ABBREVIATIONS ........................................................................................... xii
ABSTRACT..................................................................................................................... xiv
INTRODUCTION .............................................................................................................. 1
1.1. Purpose and Description .................................................................................................. 2
1.2. Project Context................................................................................................................. 5
1.3. General Objectives ........................................................................................................... 8
1.4. Scope and Delimitations .................................................................................................. 9
1.5. Significance of the Study ............................................................................................... 11
1.6. Conceptual Framework .................................................................................................. 13
1.7. Definition Of Terms ....................................................................................................... 14
Technical Terms................................................................................................................ 14
Operational Terms ............................................................................................................ 15
Chapter 2 ........................................................................................................................... 16
REVIEW OF RELATED LITERATURE ........................................................................ 17
2.1. Related Literature....................................................................................................... 17
2.2. Related Studies........................................................................................................... 27
2.3. Related Systems ......................................................................................................... 33
2.4. Synthesis .................................................................................................................... 40
Chapter 3 ........................................................................................................................... 43
METHODOLOGY ........................................................................................................... 43
3.1. Requirements Specification ........................................................................................... 43
3.1.1. Operational Feasibility ............................................................................................... 43

iv
 3.1.2. Technical Feasibility .................................................................................................. 47
3.1.2.1. Hardware Requirements............................................................................................. 47
3.1.2. Software Requirement................................................................................................ 48
3.1.2. Schedule Feasibility ................................................................................................... 50
3.1.2. Economic Feasibility ................................................................................................. 51
3.2. Project Design ............................................................................................................ 52
3.2.1. System Architecutre ................................................................................................... 52
3.2.2. Context Flow Diagram ............................................................................................... 54
3.2.3. Data Flow Diagram .................................................................................................... 56
3.2.4. Used Case Diagram.................................................................................................... 61
3.2.5. System Flowchart....................................................................................................... 64
3.2.6. Entity Relationship Diagram ...................................................................................... 69
3.2.7. User Interface Design................................................................................................. 71
3.2.8. Best-Fit Algorithm ................................................................................................... 107
3.3. Project Development ................................................................................................ 111
3.4. Software Testing ...................................................................................................... 115
3.5. Software Evaluation Model ..................................................................................... 116
3.6. Data Gathering ......................................................................................................... 118
3.7. Sampling Technique ................................................................................................ 119
3.8. Respondents Of The Study ...................................................................................... 119
3.9. Statistical Treatment ................................................................................................ 119
BIBLIOGRAPHY ........................................................................................................................ 122
APPENDICES ............................................................................................................................. 132
APPENDIX A .............................................................................................................................. 132
APPENDIX B .............................................................................................................................. 134
APPENDIX C .............................................................................................................................. 136
APPENDIX D .............................................................................................................................. 138
APPENDIX E .............................................................................................................................. 142
APPENDIX F .............................................................................................................................. 179
APPENDIX G .............................................................................................................................. 182
APPENDIX H .............................................................................................................................. 190
APPENDIX I ............................................................................................................................... 193
APPENDIX J ............................................................................................................................... 196

v
APPENDIX K .............................................................................................................................. 201
APPENDIX L .............................................................................................................................. 203

vi
 LIST OF TABLES

Table 1 Hardware Specifications ……………………………………………………… 48

Table 2 Software Requirement For Deployment ……………………………………… 48

Table 3 For the Design and Development …………………………………………….. 49

Table 4 Likert Scale ………………………………………………………………….. 120

Table 5 Table for Interpretation for Mean Range ……………………………………. 121

vii
 LIST OF FIGURES

Figure 1 The Lebria Transport Organizational Chart ...………………………………… 3

Figure 2 Ishikawa Diagram ...…………………………………………………………... 6

Figure 3 Conceptual Framework ...…………………………………………………….. 13

Figure 4 Philippine Freight and Logistics Market Summary and Forecast .......……….. 19

Figure 5 Heterogeneous Request and Driver Types Algorithm Framework ...………… 30

Figure 6 UPS’ Landing Page ...………………………………………………………… 33

Figure 7 DHL’s Landing Page ...……………………………………………………….. 35

Figure 8 FedEx’s Landing Page ...……………………………………………………… 36

Figure 9 2GO’s Landing Page ...……………………………………………………….. 38

Figure 10 Airspeed’s Landing Page ...…………………………………………………. 39

Figure 11 System Features Matrix ...…………………………………………………… 41

Figure 12 Functional Decomposition Diagram – Web ...……………………………… 45

Figure 13 Functional Decomposition Diagram – Mobile ...……………………………. 46

Figure 14 Gantt Chart ...…………………………………………………………........... 50

Figure 15 System Architecture of the Developed System (Web) ...…………………… 52

Figure 16 System Architecture of the Developed System (Mobile) ...………………… 53

Figure 17 Context Diagram – Web ...………………………………………………….. 54

Figure 18 Context Diagram – Mobile ...……………………………………………….. 55

Figure 19 Admin Data Flow Diagram – Web ...……………………………………….. 56

Figure 20 Admin Data Flow Diagram – Mobile ...…………………………………….. 57

Figure 21 Customer Data Flow Diagram – Web ...……………………………………. 58

Figure 22 Customer Data Flow Diagram – Mobile ...…………………………………. 59

viii
Figure 23 Staff Data Flow Diagram – Web ...……………………………………….. 60

Figure 24 Driver Data Flow Diagram – Mobile ...…………………………………… 61

Figure 25 Used Case Diagram (Web) ...……………………………………………… 62

Figure 26 Used Case Diagram (Mobile) ...…………………………………………… 63

Figure 27 System Admin Flowchart – Web ...………………………………………... 64

Figure 28 System Customer Flowchart – Web ...……………………………………... 65

Figure 29 System Staff Flowchart – Web ...………………………………………….. 66

Figure 30 System Driver Flowchart – Mobile ...……………………………………... 67

Figure 31 System Customer Flowchart – Mobile ...………………………………….. 68

Figure 32 System Admin Flowchart – Mobile ...…………………………………….. 69

Figure 33 Entity Relationship Diagram ………...……………………………………. 70

Figure 34 Login Page ………………………......…………………………………….. 71

Figure 35 Registration Page ………………………......……………………………… 72

Figure 36 Landing Page ………………………......…………………………………... 73

Figure 37 Services Page ………………………......…………………………………... 74

Figure 38 Quotation Page ………………………......………………………………… 75

Figure 39 Order Page ………………………......…………………………………….. 76

Figure 40 Checkout Page ………………………......……………………………….... 77

Figure 41 Payment Page ………………………......…………………………………. 78

Figure 42 Login Page for Staff/Admin ………………………......…………………... 79

Figure 43 Dashboard Page for Admin ………………………......…………………… 80

Figure 44 Order Page for Admin ………………………......………………………… 81

Figure 45 Payment Module for Admin ………………………......………………….. 82

ix
Figure 46 Scheduler Page for Admin ………………………......…………………… 83

Figure 47 Reports Page for Admin ………………………......……………………… 84

Figure 48 Dashboard Page for Staff ………………………......……………………... 85

Figure 49 Order Page for Staff ………………………......…………………………… 86

Figure 50 Payment Module for Staff ………………………......…………………….. 87

Figure 51 Scheduler Page for Staff ………………………......……………………… 88

Figure 52 Reports Page for Staff ………………………......………………………… 89

Figure 53 Login Page for Customer ………………………......……………………… 90

Figure 54 Registration Page for Customer ………………………......……………….. 91

Figure 55 Home Page for Customer ………………………......……………………… 92

Figure 56 Quotation Page for Customer ………………………......………………….. 93

Figure 57 Order Page for Customer ………………………......……………………… 94

Figure 58 Payment Page for Customer ………………………......…………………… 95

Figure 59 View Order Page for Customer ………………………......……………….. 96

Figure 60 Progress Page for Customer ………………………......…………………… 97

Figure 61 Tracking Page for Customer ………………………......…………………... 98

Figure 62 Login Page for Admin/Driver ………………………......………………… 100

Figure 63 Home Page for Admin ………………………......………………………… 101

Figure 64 Order Page for Admin ………………………......………………………… 102

Figure 65 Progress Page for Admin ………………………......……………………… 103

Figure 66 Tracking Page for Admin ………………………......……………………… 104

Figure 67 Home Page for Driver ………………………......…………………………. 105

Figure 68 Order Page for Driver ………………………......………………………… 106

x
Figure 69 Tracking Page for Driver ………………………......…………………… 107

Figure 70 Driver Automatic Assignment Decision Tree ………………………....... 108

Figure 71 Vehicle Automatic Assignment Decision Tree ………………………..... 110

Figure 72 Scrum Process ………………………....................................................... 111

xi
 LIST OF ABBREVIATIONS

GPS - Global Positioning System

IoT - Internet of Things

SMS - Short Messaging Service

HTML - Hypertext Markup Language

PHP - Personal Homepage / Hypertext Preprocessor

CSS - Cascading Style Sheet

CRUD – Create, Read, Update, Delete

xii
xiii
 ABSTRACT

Freight forwarding is a critical aspect of international trade, facilitating the movement of

goods across borders by arranging transportation, handling customs clearance, and

managing documentation. As years go by, freight forwarding has evolved to better serve

the customers by innovating through technology. The use of technology such as GPS and

using databases to store data serve as an example of how technological innovation has

cultivated the freight forwarding business. The Permavirg’s system is not an exception as

it will utilize technology like no other, automating order processes and automatically

allocating after orders are received.

xiv
 Chapter 1

INTRODUCTION

According to the Mordor Intelligence (2022), 73 million monthly active users

contributed significantly to the $17 billion eCommerce industry sales in the Philippines in

2021. Lazada, Shopee, Zalora, and BeautMNL are one of the top eCommerce platforms in

the country. These companies have a vast market with high demands in the eCommerce

market that led these businesses to choose freight forwarders as a service to transport

goods. But the huge market resulted in companies using shipping companies for their

transactions, causing delay in shipments and product delivery. According to Victor (2020),

one study states that 69% of consumers “are much less or less likely to shop with a retailer

again if an item they purchased is not delivered within two days of the date promised”. A

way to provide a solution to this problem is by using Freight Forwarder as a service. Since

freight forwarding has an efficient way of handling the transaction, it can find the most

efficient routes making it faster to deliver as they have flexibility with its range of

transportation, from air and sea to land.

Freight Forwarding is one of the most critical aspects of global trade and commerce;

businesses refer to freight forwarding as an excellent service. In order to have good service,

it offers faster, more efficient, and more reliable solutions for business companies to get
their deliveries done. With an extensive network of contracts and in-depth knowledge of

customs regulations, freight forwarding makes transactions smooth.

The freight forwarding industry has seen significant advancements in technology

in recent years. One is using digital platforms to automate the shipping process, from

booking and tracking to documentation and payment. But with the advancement in

technology in the freight forwarding industry, like their use of digital platforms to automate

the shipping process, from booking and tracking to documentation and payment. They also

use advanced tracking and monitoring technology such as GPS and IoT devices, helping

freight forwarders improve visibility and efficiency throughout the shipping process.

1.1. Purpose and Description

Lebria’s Transport and Allied Services Corporation is a company that was

founded in Manila, Philippines, in 1979. With a pioneering spirit, a group of five

members grew into a corporation with 80 personnel and counting.

2
 Figure 1. The Lebria Transport Organizational Chart

The company has established a presence around the country, offering

customized support and services, primarily haulage of goods and handling of customs

brokerage to their clientele. The company has diversified its services to meet its

shipping needs better, driven by the demand of clients and partners. Its current website

was created more than decades ago, utilizing only HTML for the front-end and PHP

for the back-end.

As seen in the organizational structure of Lebria Transport, the CEO and VCEO

are the only permanent positions within the company. The Logistics Manager is crucial

in communicating company operations updates to the CEO and VCEO. They

constantly relay the information to the higher-ups and oversee the supervisors'

responsibilities and monitor their progress. Supervisors are assigned to manage

specific departments or teams and guarantee that their subordinates carry out their

duties effectively.

In the current setup, everything is done manually using an Excel sheet updated

by the technical staff. Staff and vehicle allocation are done by men and checked by the

higher-ups. Their existing website is multiple updates away from current technological

standards and does not engage their customers effectively. Plus, The manual encoding

of transactions makes it difficult for the company to operate efficiently and quickly.

When a customer wants to place an order, they must reach out to the company

through its phone number or by visiting one of its physical locations. The process

3
begins with the creation of a shipping order. This order requires the customer to

provide all essential information and involves printing any necessary forms and

providing a quote by calculating it manually. The customer must ensure that the

shipping order includes all the required details, including the source and destination

of the goods, the quantity and type of items, and any special handling or shipping

requirements. Once the shipping order is set, the company then proceeds to arrange

the transportation of the goods. They will consider factors such as transit duration,

expense, and reliability of the carrier when making these arrangements.

The company will then ask the clients to handle all documents and paperwork

related to the shipment. The process includes creating a bill of lading which is a receipt

of the goods, a transportation agreement, and other documents such as a packing list

and product specification or brochure that the company can provide. With these steps

completed, the transportation has been organized and is ready to be arranged.

During the transportation of the goods, the company will monitor the

movement of the goods and keep the customer informed of its progress by providing

updates. This monitoring will include providing the customer with tracking

information via SMS messages and phone calls to inform them of any delays or issues

that may arise.

Upon reaching its destination, the company will handle the final steps of the

shipment process, including finishing and handling any outstanding documentation,

4
 such as delivery receipts and payments according to the agreement, typically payable

30 days after the billing date.

The company provides after-sales services, including assistance with handling

claims and resolving disputes; documentation management; and customer support,

which offers ongoing assistance throughout the shipping process, answering questions

and addressing concerns.

Management will receive a summary report in the form of an Excel spreadsheet

outlining the company's sales performance. The report provides a summary of

shipment volume, the type of goods shipped, the point of origin and destination, and

the total revenue generated. This report serves as a tool for management to track sales

trends and make informed decisions.

1.2. Project Context

The problem with the company is that everything needs to be done manually.

With everything man-based, this decreases the company's capability to produce more

sales and store data efficiently. Inaccuracy of data is common in the company, which

creates longer transactions. The other problem is that everything they use needs to be

updated, from the website to the system used. The company needs to adapt to the new

generation, which hinders them from garnering a lot of new customers and clients.

5
 To illustrate the client's problem, an Ishikawa diagram is created, which

provides the company's core problem, which is interconnected by different elements

that contribute to it.

Figure 2. Ishikawa Diagram

Figure 2 shows the Fishbone diagram describing the causes of the

problems.

Under the first bone of the diagram, the method is the difficulty of

manually encoding data. By this method, the data can have room for human error,

leading to wrong inputs and inaccurate information contained. It connects with the

second problem under the method, manually verifying data. It leads to

inconvenience for the client having to be called upon to verify the data they have

already given. Another manual method the company does is manually allocating

their staff and vehicles. Manually allocating a staff member and a specific vehicle
6
without a system is dysfunctional. The higher-ups of the company call each

employee to know whom they can deploy for a transaction, which delays the

transactions.

Second, on the diagram would be the manpower. Under manpower, no

definite role limits the employee's ability to do a job well. People thrive when

using their strengths, and not having a permanent role causes employees to be

inefficient and unproductive at their jobs because there is no mastery of the

process.

Next in the diagram is the system. An outdated system causes several

problems for the company. Limited functionality is one of those working with

using excel. It creates limited data analysis and does not provide in-real-time

updates, making employees do them manually. Another is limited scalability, as

excel does not scale well with a large amount of data.

Last on the diagram is the material. Using paper as a form leads to

experiences of misplaced paper which causes a stoppage in transactions. It also

creates a hard time for employees to analyze the data which goes into excel.

With the problem stated, the proponents came up with a development of a

freight forwarding management system that would automate data from the

company's current processes in handling transactions, creating a standard, efficient

workplace, and developing fast and smooth transactions between the company and

the clients. The profound system would also offer manpower resource allocation

7
 that uses a best fit algorithm for the company to select the best staff for the job,

which ensures efficient use of employees and resources.

1.3. General Objectives

The general objective of the project is to develop a Freight Forwarding

Management System with Manpower Resource Allocation using Best Fit Algorithm for

for Lebria Transport.

Specific Objectives

1. Develop an account module that can register different types of users onto the

system. The accounts registered are admin, employees, drivers, and customers.

2. Build a service module that would manage service scenarios, shipping

transactions

3. Integrate a payment module that would process payments through Cash on

Delivery or Bank transfer.

4. Create a tracking module that allows the company and the customers to track the

status of the goods.

5. Build a dashboard module that would show brief information about daily

transactions of the business.

6. Develop a scheduler module that allocates the available

employees/drivers/vehicles to a newly created order.

7. Integrate a quotation module that computes a price based on user input.

8. Create a Report module that would showcase reports based on sales and

transactions of the company.

8
 9. To evaluate the system using the ISO 9126 criteria, namely Functionality,

Efficiency, and Maintainability

1.4. Scope and Delimitations

The project is to develop a web and mobile application utilizing the freight

forwarding management system. The following modules include: An account

module, service module, payment module, tracking module, dashboard

module, scheduler module, quotation module, and a report module.

The account module contains the registration of accounts, a login interface, a profile

interface, and a logout system. The profile interface includes information on the specific

user. It also contains the setting to edit data and an inbox where they receive and send

messages. Specific permissions on their accounts allow them to use certain system features.

An admin has access to everything in the system without any restrictions. It is the

highest level of permission attainable. This account can manipulate anything, delete

anything, or add something new, like a module, into an existing one. These include

transaction information, records, and accounts.

An employee is a staff account that allows certain staff members to access the

interface for employees. It would include components based on their work, like the

interface for inputting information about the client or shipment, checking the status of the

transactions, the tracking module, the scheduler module, and associated records.

9
 A customer is an account made by the customer to avail of a service. The customer

could monitor their order's progress and track it with the help of the mobile application.

The service module caters to the orders of the customers of the company. They

could create/avail of service and submit the requirements, such as the documents needed

for the shipment. When orders are confirmed, it will offer a monitoring process where the

client can view the progress of their transaction.

The payment module will feature two modes: bank transfer or Cash-On-Delivery

(COD). The company would then confirm if the payment has been made and send out an

email with a receipt attached.

The tracking module allows shipment tracking for both the client and the company.

The mobile application with integrated GPS tracks the driver's location and updates the

company and the employee on the map.

A dashboard module gives an overview of the company's current transactions. It

will show the daily data gathered by staff, like transactions ongoing and completed, places

and miles traveled by the drivers, and inventory status.

The scheduler contains the availability of staff, including drivers and vehicles. The

module allows the allocation of staff, drivers, and vehicles whenever an order is confirmed.

The system automatically assigns them in an order using the best fit algorithm. The

algorithm then chooses based on the information and bypasses those already allocated in

service.

10
 The quotation module creates a price based on the stated information about the

items. The module requires the item's quantity and weight and the distance of the delivery

spot from one of the company's warehouses. The quotation module will then use an

equation based on the company's standards to generate a price. The quotation module can

also be used to test prices and determine the best vehicle for the transaction.

A report module showcases records kept by the company. It features sales records

and transaction records. This allows an accessible repository for the company.

The system focuses on road freight transport service. Thus, air and sea

transportation services are not included in the system. Only domestic freight transport in a

specified coverage area is supported, meaning, international goods transport service is not

included in the project. The main branch of the company, located in Manila, will be the

basis of the coverage area for places to transport goods. Delivery coverage area handled by

the system will be within the National Capital Region (NCR). The GPS tracking feature is

available only in the mobile version of the system.

1.5. Significance of the Study

The project aims to benefit the organization and consumers, considering

that an efficient software system plays a vital role in many industries, including

freight transportation organizations. As technology evolves over the years,

organizations should keep up with the trends to continue being competitive.

11
 Lebria Corporation. The primary beneficiary of the project. The system's

data allows the organization to manage and oversee its business operations

efficiently. This results in enhanced productivity within the workplace because of

a faster and smoother data management flow. Data gathered can help the

management to evolve and adapt to the changing trends of customer purchasing

behaviors to maximize profitability.

Current Customers. Refers to the consumers that have bought the services

of Lebria. The convenience offered by the system grants users to inquire, make

deliveries and find information in their own time using their devices. Human

employee intervention will be minimal. This eliminates issues caused by customer-

to-employee interaction, such as availability and waiting times. Moreover, the

system promotes transparency of order details and progress to update customers on

where their deliveries are.

Potential Customers. They are the consumers that have bought any service

provided by the company. The system may introduce the company to them and

give a user-friendly platform to easily identify and avail of its services.

Lebria’s Delivery Drivers. They are the company employees who

transport goods using a land vehicle. Drivers will get a clear timetable of deliveries

to perform for a specified date on the system. Resulting in an organized delivery

process in which drivers can easily access information regarding the order. They

will be able to post updates on delivery progress for customers to see; Eliminating

unnecessary phone calls to delivery drivers from customers.

12
 Future Researchers. Future researchers may benefit from this study as it

can provide a benchmark for creating a similar system. The feedback and impact

of the project when it becomes operational can guide future researchers on what to

adopt and further develop for their studies.

1.6. Conceptual Framework

The conceptual framework in the figure below shows the inputs and processes

needed to develop the Freight Forwarding Management System with Manpower Resource

Allocation using Best Fit Algorthm for Lebria Transport

Figure 3. Conceptual Framework

Figure 3 displays the project requirements for implementation with the Scrum

methodology, such as knowledge, hardware, software, and people requirements. The

13
implementation process consists of the product backlog, sprint planning, 30-day sprints,

sprint review, and retrospectives for developing the management system. The output is

a fully functional management system, with each sprint being reviewed and repeated as

necessary to incorporate client feedback. After the final evaluation, the system is

complete and ready for the client to implement for their business operations.

1.7. Definition Of Terms

Technical Terms

Custom brokerage - refers to a service where a company or individual provides

specialized support and assistance in handling customs procedures and clearance for

the import or export of goods.

Figma – web application for interface design, with additional offline features enabled

by desktop applications for macOS and Windows.

Firebase – a cloud-hosted NoSQL database that lets you store and sync data between

your users in real time

Flutter - is a free, open-source mobile app software development kit (SDK) created by

Google. It is used for developing high-performance and high-fidelity for both Android

and iOS.

GPS - a precise global navigation and surveying facility based on the reception of

signals from a network of orbiting satellites.

14
 Ishikawa - is a tool used to identify and analyze the potential causes of a specific

problem or event.

Laravel - is a PHP framework for web development to simplify building feature-rich

and well-designed applications.

Logistics - the process of coordinating and moving resources – people, materials,

inventory, and equipment – from one location to storage at the desired destination.

Visual Studio Code - a code editor redefined and optimized for building and debugging

modern web and cloud applications.

XAMPP – a free and open-source cross-platform web server solution stack package

that interpreters for scripts written in the PHP and Perl programming languages.

Operational Terms

Bill of lading - a document that serves as a receipt and a contract between the carrier

and the shipper.

Freight - goods, cargo, or lading transported for pay.

Packing list - is a document that details the contents of a shipment of goods. It lists the

items included in a shipment, their quantities, and any other relevant information such

as the weight, dimensions, and value of the goods.

Product Specification or Brochure - refers to a document that provides detailed

information about a specific product or service offered by a freight forwarder.

15
Mobile application - a software application designed to run on mobile devices such as

smartphones and tablets. They offer specific functionality and can be downloaded

from app stores.

Quotation - outlining the price and terms for the service offered by a business to a

customer.

Chapter 2

16
 REVIEW OF RELATED LITERATURE

This chapter provides a comprehensive analysis of the literature pertaining

to the thesis or dissertation topic. Within a Review of Related Literature, one

discusses the existing knowledge and discoveries pertinent to the subject matter.

2.1. Related Literature

2.1.1. Freight Forwarding and Road Freight Transport

The development of trade and transportation as well as an increase in

commodity production are all linked to the rise of freight forwarding. This kind of

service is required when a customer transfers responsibility for the transportation

of their goods to specialized transportation firms and no longer participates in the

process. The freight forwarder is responsible for ensuring the safe transport of such

entrusted items with the assistance of carriers (Karas and Skiba, 2022). The

function of freight forwarders in completing economic activities and providing

small and medium-sized businesses with various logistics solutions is crucial.

(Lloyd’s List, 2014). According to Marek (2019), because of globalization, a

number of structural changes in the logistics industry were observed. The simplest

definition of freight forwarding is "a service consisting in organizing the movement

of goods using appropriately selected roads, means and methods of transport so that

goods can be delivered from the buyer to the recipient" (Marciniak-Neider and

Neider, 2014).

Road freight transport plays a critical role in economic development by

enabling the movement of goods and facilitating trade. A study by Engström, R.

17
 (2016), estimates that improving transport connectivity can increase a country's

economic output by up to 3%. Road freight transport is particularly important in

developing countries, where it provides access to remote regions and facilitates the

distribution of goods. In a study by Bemler et al. (2021) found that road freight

transport contributes significantly to the country's economic development, creating

employment opportunities and facilitating the movement of goods.

2.1.2. Freight and Logistics Industry in the Philippines

According to a market analysis conducted by Mordor Intelligence, E-

commerce companies like Lazada, Zalora, and Shopee have taken the lead in the

digital shift by partnering with tech-driven logistics companies like Ninja Van and

Lalamove to carry goods so that customers can track their orders in real-time. By

becoming digital, businesses will be able to better track the status of their orders,

cut down on lead times, and speed up the customs clearance procedure by up to

80%, requiring only 3–5 working days.

Figure 4. Philippine Freight and Logistics Market Summary and Forecast

18
 The figure above depicts that the Philippine freight and logistics market has

a compounded annual growth rate (CACR) of >6% within the forecast period of

2019 to 2028. The competition in the freight and logistics market is fragmented,

meaning a highly competitive market without dominant players, with the existence

of both local and foreign logistics service providers. The top players in the market

include UPS, DHL, 2GO Express, FedEx, etc.

To build a regional logistics network, the multinational players are

strategically investing in new distribution facilities, smart warehouses, etc. An

important aspect driving the rise of courier services is the expansion of e-

commerce. E-commerce in the Philippines is expanding due to rising consumption

and Internet usage. It is significant for the proponents to identify the current

situation of the freight and logistics industry in the Philippines as the proposed

system is participating in it.

2.1.3. Importance of Freight Forwarding

Freight forwarding plays a critical role in global trade, enabling the

movement of goods across borders and facilitating international commerce.

According to the UNCTAD (2019), over 80% of global trade is dependent on

transportation and logistics services. Freight forwarders are essential in managing

the complexities of cross-border trade, such as customs clearance, documentation,

and compliance with regulations.

In the area of supply chain management, freight forwarding is a vital

component enabling the efficient movement of goods through different transport

19
modes and multiple geographical locations. Freight forwarders can provide a range

of value-added services, such as consolidation, warehousing, and distribution, that

optimize the supply chain and reduce transportation costs (Wasielewska-

Marszałkowska, 2015). These services allow companies to focus on their core

business activities while leaving the logistics to the experts.

Freight forwarding services improve logistics efficiency by optimizing the

use of transport modes and reducing transportation costs. Freight forwarders can

leverage their expertise and industry relationships to negotiate better rates with

carriers, select the most efficient transport modes, and plan the most effective

transportation routes (Allaberganov, 2022). This optimization leads to cost savings

for shippers and contributes to the overall efficiency of the logistics industry.

2.1.4. Business Operations and Process of Freight Forwarding

According to Fernandez et al. (2015), Freight forwarding is a complex and

multi-faceted process that involves the movement of goods through multiple

transport modes, compliance with customs regulations, and coordination with

various stakeholders. The key activities of freight forwarding include transport

planning, carrier selection, documentation, customs compliance, and risk

management. They arrange transport, oversee customs clearance on behalf of their

clients, negotiate rates, arrange for the collection and delivery of the goods, and

more generally troubleshoot issues that arise. They must also prepare the necessary

documentation, including bills of lading, commercial invoices, and customs

20
declarations, and ensure compliance with customs regulations in each country of

transit.

2.1.5. Challenges in Freight Forwarding Methods

According to Gunasekaran et al. (2017), The supply chain's lack of visibility

and transparency is one of the main problems with traditional freight forwarding.

As a result, it could be challenging for traditional freight forwarders to give their

clients accurate and real-time information regarding the status of their shipments.

Due to the lack of visibility, there may be delays, misunderstandings, and lost

goods. For instance, the customer might not be informed if a delivery is delayed by

customs concerns until after the intended delivery date, which might cause

frustration and loss of business.

A usual scenario in a logistics company in the Philippines follows that a

phone call is required to the warehouse for every order, which takes between three

and five minutes resulting in the reduction of staff productivity. Also, an external

software, usually Microsoft Excel, is used by the sales department to compile sales

reports because it can carry out necessary mathematical calculations that their

present system cannot. Moreover, for delivering the products to customers, a

manual procedure using paper forms is used. As a result, the logistics division has

trouble planning and allocating customer orders to delivery trucks (Cruz et al.,

2017). Manual processes are prone to human mistakes which can greatly impact the

performance of the company.

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2.1.6. Technology in Freight Forwarding

Technology in transportation, before all else, has been communication

technology. According to Huber (2021), from telegram, phone, and telefax to email

and instant messaging, logistics communications have evolved. Although several

procedures have proven successful, they are not efficient. According to Brennen

and Kreiss (2014), When discussing digitalization in the context of logistics, it

refers to the way entire industries have been reorganized around media and

communication technologies that convey information digitally. Many of the duties

performed by white-collar workers in the transportation industry include

communicating information: creating, receiving, capturing, manipulating, sending,

and acting on the information (Manyika et al. 2017). In this regard, freight

forwarding is still far behind the standardization and digitalization of the courier

and last-mile services, in part due to a direct push from the technologically

advanced customer (PwC, 2019).

According to Kersten et al. (2017), Another direct effect of technology is

visibility, which is now a need among customers. Emerging technologies used in

freight and logistics transportation are Internet of Things (IoT), sensor technology,

and advanced communication devices are increasingly enabling “intelligent”

transportation units. It allows direct visibility for the customer regarding the

location and condition of their cargo, enabling quicker decision-making, and to

jump over prior information chains.

22
 An article by YCP Solidiance (2020) stated that in the Philippines,

Switching to digital will assist increase order status transparency, reduce lead times,

and perhaps speed up customs clearance processes by up to 80%, taking only 3-5

business days. Lalamove, a popular e-commerce platform in the Philippines for

instance, has experienced growth of almost 2000% during the past four years due

to its focus on digitalization.

2.1.7. Freight Management Systems (FMS)

According to Bankal and Shukla (2013), The efficiency of moving goods,

whether they are raw materials, work-in-process, or finished commodities, is

determined by how well transportation is run. It is a crucial component of supply

chain management and involves the integration of information, transportation,

inventory, warehousing, material handling, and packaging. The present

manufacturing and distribution systems are connected by a vital element called

freight management. Repositioning finished goods, work-in-progress, and raw

materials geographically to meet demand at the lowest cost is the operating

responsibility of logistics (Babyr and Marchenko, 2021).

FMS should provide efficiency in the following aspects: (1) Information

Flow - identifies specific places with requirements inside a logistical system. Both

coordination flows and operational flows are part of it. (2) Coordination Flow - the

foundation of the entire information system. The strategic objectives specify the

types of clients and their locations, which are matched to the services and goods

that must be provided. (3) Operational Flow - deals with procurement, order
23
management, order processing, distribution activities, inventory management,

shipping and transportation, and procurement. The FMS objective is to reduce lead

times, inventories, and related storage costs (Bankal and Shukla, 2013).

2.1.8. Shipment and Cargo Tracking

According to Garg et al. (2021), Most logistics organizations now offer

tracking and tracing systems as standard services, which is especially important for

the shipping and logistics sector. Today's dynamic supply chains necessitate

ongoing monitoring and management, which drives the demand for goods-centric

logistics monitoring and tracking. This ensures a chance to increase transparency

and control over a company's various logistical operations. The capacity to track a

variety of commodities during transportation in order to have a quick overview of

each step of the process is referred to as supply chain transparency. With ongoing

inventory management, positive status updates, interruption restrictions, and risk

mitigation, it aids organizations in improving their customer service and cost

control (Gnimpieba et al., 2015).

Barcodes, QR codes, WSN, RFID, and GPS are effective tools for tracking

and monitoring logistics. All these systems capture important monitoring data like

temperature,moisture, and location automatically and constantly (He et al., 2009).

GPS trackings are commonly accepted and used for outdoor monitoring, which

many articles have already adopted (Sultana et al., 2016).

2.1.9. GPS Technology

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 According to Butun and Vatansever (2017), the GPS (Global Positioning

System) is a satellite-based navigation system that is used for a wide range of

purposes, including infrastructure, mobile phone applications (where position data

is used), aviation, automotive, and marine navigation, as well as mapping and

surveying. GPS technology was built with the aim of the following: (1)

Availability: without regard to the time of day, the state of the weather, or any other

circumstances, location information must always be accessible. (2) Coverage: the

satellites must be observable from anyplace on Earth for services to be available

anywhere in the world. (3) Accuracy: to recognize minor ground features and to

pinpoint targets, locations must be calculated to within a limited radius. Locate

specific structures to help ships, vehicles, and aircraft avoid dangers. (4) User

equipment: must be lightweight, portable, need little power, and not be required to

transmit signals that might identify the user's location. (5) Usability: Positions

should be identified rapidly, without the need for considerable training or numerous

steps from users (Ceruzzi, 2018).

According to Chen et al. (2021), GPS network information systems are used

in practice by the logistics systems in a variety of industries to make accurate

decisions. Examples include the distribution of emergency supplies following a

disaster, provincial logistics performance assessment, and urban transportation

spatial decision. With the advancement of GPS technology, it has become a useful

tool for logistics location analysis thanks to its strong data management, spatial

analysis, and decision-making skills.

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 2.1.10. Resource Allocation

According to Kihara et al. (2016), resources, whether they be in the form of

equipment or human resources, are necessary for the strategic plan to be

implemented successfully. The availability of sufficient resources is necessary for

successful strategy implementation. Any of the resources that are lacking will

hinder efforts to implement the strategy. The application's workflow and the type

of the job are taken into account when allocating resources. The workflow

representation of its application determines the amount of resources needed. The

number of resources offered should be determined by the type of activity being

funded and the complexity of the service being delivered. There is a need for

communication between those who allocate resources and the users of those

resources due to the dynamic nature of resource availability and demand in order

to prevent under- or over-allocation of resources (Moindi, 2014). A study by

Moindi (2014) asserts that resource distribution ought to be based on the merits and

equality of the client's needs. The study showed that resource allocation was based

on needs, which enhanced efficiency.

2.2. Related Studies

The related studies include the related foreign and local existing works carried out

in the research and project field of Freight Forwarding. It includes a detailed understanding

26
of controversies on a particular subject or field of study and formally presenting the

information.

2.2.1. Technologies in Freight Forwarding

In Heinbach et al.'s (2022) study, the rise of technology allowed the

advancement of digital platforms. It enabled the digitalization of freight forwarding

management. A freight forwarder optimizes freight loading resources over orders

received in different data formats, such as paper-based. At the same time, a fleet

operator manages vehicles and types of equipment using telematics technologies.

To determine the kind of service offered by the digital platforms to match their

needs, a service-oriented typology of technological platforms guides the employees

along road freight transport management. Based on the data gathered, the service-

oriented typology conceptualized eight types of digital platforms into four main

categories. These four categories are freight order coordination, freight resource

handling, transport data connectivity, and transport process support, which are data-

driven based systems in freight transport management.

In freight transport management, freight forwarders utilize a transport

management system to deliver their goods efficiently. In a study by

Sattayathamrongthian and Vanpetch (2022), the transport management system is

the system that facilitates transportation interaction, a subpart of the store network.

A partial-oriented transport management system is an option for business

companies who choose not to do a full-transportation management. The

respondents chose full-transport management because it allows for better data

27
management at large companies with more than 100 vehicles or employees. The

other respondents decided to invest in a partial-oriented transport management

system because it can be used straight away and is easy for internal changes.

In another study made by Sirina and Zubkob (2021), a transport and

management system unites cargo correspondence flows and ensures the transport

and logistics system functioning. By incorporating methods into the system, it

effectively optimizes the interaction of subjects of transport services and optimal

management. The method incorporated system increases investment in the

guaranteed performance of the main efficiency criteria of optimal management of

transport services and increases the rate of productivity growth in the unified

transport system.

Technology also paved the way for Artificial Intelligence to be involved. In

a study by Zhang (2019), Artificial intelligence has improved logistics efficiency

and the quality of service it can provide. Through extensive data analysis and

machine learning, AI technology can optimize transportation paths and improve

delivery efficiency. With information at its disposal, AI can make transactions

traceable, controllable, and predictable.

2.2.2. Resource Allocation

The process of resource allocation involves identifying the resources

required for a particular project or task, determining the quantity and quality of

those resources, and allocating them in a way that maximizes their efficiency and

28
effectiveness. This involves balancing the needs of different tasks or projects,

taking into account the availability of resources, and prioritizing the most critical

tasks or projects.

The paper by Pufahl et al. (2021) presents a systematic literature review of

49 studies on automatic resource allocation in business processes. The review

addresses five research questions, including the goals and capabilities of resource

allocation, the role of process models and data, the input data used by different

approaches, the solution strategies used, and the maturity of the proposed

approaches. The review finds that mainly 1-to-1 allocations between tasks and

resources are supported, and several optimization goals are followed. Process

models and estimations on process dynamics are often used as inputs, and heuristics

and linear programming are commonly used solution techniques, along with

machine learning. The review suggests that open research topics include leveraging

process data for evidence-based resource allocation, increasing the variability of

approaches, leveraging machine learning for context-specific solutions, and

improving evaluations and availability of research prototypes. The authors plan to

establish a benchmarking platform for resource allocation approaches to facilitate

better comparisons.

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 Figure 5. Heterogenous Request and Driver Types Algorithm Framework

The figure above is formulated by Bei and Wang (2022), A driver matching

for a ride sourcing service. This is a general case with multiple heterogeneous

requests and drivers. The main idea of this algorithm framework is that at any given

time t, assuming that there are existing available requests and drivers, the focus is

to virtually match the available request i and available driver d. As a result, we can

effortlessly match each request with the available drivers and their driver arrival

rates. The model enables real-time decision-making, which gives a more accurate

picture of driver assignments in actual practice. Another approach in driver

assignment uses a completely online model that mandates that each request be

assigned (or denied) as soon as it is received. The benefit of this strategy is that it

virtually eliminates the waiting time for a request (Aggarwal et al. 2011).
30
2.2.3. Tracking System

Tracking and tracing shipments is considered very important for

manufacturing firms in terms of customer service and is essential for managing

logistics networks efficiently. A study by Shamsuzzoha and Helo (2011) defined

two different types of information architecture available in the tracking and tracing

system. The first type is the tracking system sends the tracking information to each

party in the logistics network. The second type, the tracking information, is

accommodated in a central information system from which collaborative partners

can receive the tracking information by manual request such as e-mails. The study

featured an automatically operated system where information tracking is performed

by an Electronic Data Interchange (EDI) or XML message interface. In an

automated tracking system, the primary information of the track item, such as the

item's name, location, and time strap of the item, is provided. This system also

includes the accessibility of information directly to the network partners through

the internet using World Wide Web. This tracking method ensures planned delivery

dates and automatic follow-up of the logistics deliveries.

Another study by Zeng et al. (2015) combined GPS with G-sensors. The

system offers global positioning system (GPS) modules with a micro-processor

embedded to send data in real-time through general packet radio service (GPRS)

and a global system for mobile communication (GSM). The inner G-sensor fetches

real-time information such as acceleration and vibration signals. The system also

31
 offers a message protocol, designed with a distributed architecture. In the case of

illegal cases, alarm mechanisms go off and users can locate the previous path by a

web page or mobile application.

2.2.4. Automatic Systems

In another study by Nathawitharana et al. (2017), the digital submission of

information via the Learning Management System (LMS) and the rise of text-

analytic algorithms discovered Automated Writing Evaluation (AWE) and

Automated Essay Scoring (AES). With these factors, an automatic feedback system

is made by gathering data and using rubrics to compose feedback for the students.

The system then gathers data from the students via assignments, and essays and

provides grades and feedback based on the teachers' metrics. This system allowed

teachers to obtain a greater understanding of their students.

An automatic assignment of the system is a feature the proponents wish to

add to their system. In a study by Li et al. (2019), the problems of assigning

processes are low efficiency and poor standardization. The proposed solution of the

study is an auto-assignment model (AMM) that focuses on several factors like the

attribute of service orders, the responsibility of roles, interests, loads, information,

and social relationships of employees. The auto-assignment method will also base

on rule reasoning. The result of the study used factors such as accuracy, coverage,

and time show to measure if the system was successful.

2.3. Related Systems

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 Systems include currently in use, commercially successful systems that are

comparable to those the proponents intend to develop.

2.3.1. UPS Supply Chain Solutions

UPS (United Parcel Service) is a global logistics company founded in

Seattle in 1907 as a messenger company. Over time, the company expanded its

services to include package delivery, air services, and logistics management.

Today, UPS operates in over 220 countries and territories with a network of over

500,000 employees and more than 12,000 service points. The company offers

various logistics services, including package delivery, freight transportation,

logistics management, and e-commerce solutions.

Figure 6. UPS’ Landing Page

The figure above shows the UPS website's landing page, which features

several options for services and assistance, including shipping, tracking, and

billing. The top of the page has a search bar that allows users to find what they want
33
on the website quickly. Below are links to various UPS services, such as shipping

and tracking. The middle section of the page features quick links for common tasks,

such as creating a shipment or calculating time & cost. There is also a link to a short

start guide, which provides tutorials for new users. Finally, the bottom of the page

has links to company information, such as careers, news, and sustainability efforts.

The system comprises various modules such as a tracking feature, a service feature

that allows the provision of information to generate a shipment, a quotation feature,

and a payment feature that caters to various payment methods, including all major

Credit and Debit cards, GCash, Online Bank Transfers and over-the-counter

payment at local banks. Since the client provides comparable services, this system

is relevant to the project.

2.3.2. DHL

DHL Philippines is a logistics company that provides express delivery,

freight transportation, and supply chain solutions. It is a subsidiary of DHL, a global

logistics company founded in 1969 in San Francisco, California. DHL entered the

Philippine market in 1971 and has since expanded to offer various logistics

services, including express delivery, and freight transportation.

34
 Figure 7. DHL’s Landing Page

The figure above shows the DHL website's landing page. The system is

similar to the previous figure. At the top of the page is a navigation bar with links

to various website sections, such as shipping, tracking, and customs services.

Below is a large search bar where users can quickly enter their tracking numbers.

The center of the page features a banner with images and information about DHL's

various services and promotions. Below are several sections with links to more

detailed information, such as international shipping, e-commerce, and industry

solutions. The system has several modules, including tracking, service provision

for shipment information, quotation, and payment through various methods,

including credit/debit cards, GCash, and online bank transfers. It is relevant to the

project since the client provides similar services.

35
2.3.3 FedEx

FedEx Philippines is a subsidiary of FedEx Corporation, a global courier

and logistics company based in the United States. The company was established in

1984 and started operations in the Philippines in 1985. It provides various logistics

services such as express delivery, freight forwarding, and e-commerce solutions to

businesses and individuals in the Philippines. FedEx Philippines has a wide

network of offices, hubs, and drop-off locations in the country, making it quite

easier for customers to send and receive packages domestically and internationally.

Figure 8. FedEx’s Landing Page

The figure above shows the FedEx website's landing page. The customer is

presented with the choice to establish either a corporate or personal account.

Featuring a prominent search bar at the top of the page where customers can easily

search for shipping rates, track packages, or find a FedEx location. The page also

includes a menu bar that displays the various services offered by the company, such
36
as shipping, tracking, and e-commerce solutions. The system provides payment via

multiple methods, such as credit/debit cards, GCash, and online bank transfers. It

is relevant to the project as the client offers similar services.

2.3.4. 2GO Group Inc.

2GO Group is a logistics and supply chain solutions provider based in the

Philippines. It was formed in 2009 from the merger of Aboitiz Transport System

Corporation and Negros Navigation Company and operated in the Philippines and

some parts of Asia. The company offers freight transport, express delivery,

warehousing, and supply chain management services. 2GO has a large and diverse

fleet of vessels and trucks and a strong focus on digitalization and innovation,

offering customers online booking, tracking, and payment services.

37
 Figure 9. 2GO’s Landing Page

The figure above shows the 2GO website's landing page, which features a

large banner video with various promotional offers and services, such as express

delivery and sea cargo. A navigation bar at the top of the page allows users to access

different website areas, including tracking, booking, and shipping guidelines.

Underneath the banner, other sections provide information on the company's

various services, including air freight, sea freight, and domestic shipping. The

landing page also features a "Customer Portal" tool, which allows users to track

their shipments and book online. The system includes payment processing through

multiple options, such as credit/debit cards, GCash, and online bank transfers. Its

significance to the project is that the client provides comparable services.

2.3.5. Airspeed Philippines Inc.

Airspeed Philippines Inc. is a logistics company that offers air and sea

freight forwarding, customs brokerage, warehousing, and distribution services.

Established in 1985 as a domestic courier service, the company has expanded its

38
services to become one of the country's leading logistics and freight forwarding

companies.

Figure 10. Airspeed’s Landing Page

The figure above shows the Airspeed website's landing page, which features

a large rotating banner image with various promotional offers and services, such as

express custom clearance and freight solutions management. A navigation bar at

the top of the page allows users to access different website areas, including its

services, tracking, and contacts. Underneath the banner, other sections provide

information on the company's various locations or offices around the country. The

system is made up of multiple modules, including tracking, service provision to

generate a shipment, quotation, and payment handling that supports various

methods such as credit/debit cards, GCash, online bank transfers, and over-the-

counter payments at local banks. As the client offers similar services, this system

is pertinent to the project.

39
2.4. Synthesis

The history of freight forwarding was recorded as early as 1800. The earliest freight

forwarders were known to be innkeepers who carried the guests' goods. This system

progressed and evolved into business-to-business contracts over the years. (Mach1global,

2017). The freight forwarder is responsible for ensuring the safe transport of such entrusted

items with the assistance of carriers. They can provide value-added services, such as

consolidation, warehousing, and distribution, that optimize the supply chain and reduce

transportation costs. The efficiency of moving goods, whether raw materials, work-in-

process, or finished commodities, is determined by how well transportation is. An example

is a driver matching for a service. The benefit of this strategy is that it virtually eliminates

the waiting time for a request.

The lack of visibility and transparency is one of the main problems with traditional

freight forwarding. Due to the lack of visibility, there may be delays, misunderstandings,

and lost goods. Most logistics organizations now offer tracking and tracing systems as

standard services. Global Positioning System is one of the solutions for tracking goods,

providing availability, coverage and accuracy, user equipment, and usability. The

technologies in freight forwarding have allowed the industry to progress and serve its

customers efficiently. While the risk of cyber-attacks and dependency on technologies

prove to be the only cons technology offers. The advancement of technology, such as

artificial intelligence and global positioning system, allows businesses to guarantee

security and improve communication between the company and their customers. One of

the problems solved by technology is tracking shipments. Tracking offers security and

visibility, making sure that shipments are moving. The disadvantage of tracking systems is

40
that they can be used illegally if a data breach happens. Resource Allocation makes the

freight forwarding flow of business smooth. Even if it is complex, it offers many benefits,

such as customer satisfaction, better collaborations with the stakeholders, and efficiency in

processing and organizing goods. A popular method in resource allocation is automated

systems. It increases efficiency and productivity by reducing labor costs. The only

disadvantage it offers is limited flexibility, as only specific tasks will be executed, and

technical issues may be encountered.

Figure 11. Systems Features Matrix

The related systems mentioned are UPS, DHL, FedEx, 2GO, and Airspeed

Philippines. In figure 11, the similarities and differences between the proponent's system

can are shown. The six systems have similarities in the account, service, and report

modules. The payment module of the proponents is only available through bank transfer

and cash-on-delivery options. The dashboard module differentiates from the other

41
dashboard as it also tracks the distance traveled and the minutes taken to travel daily. The

quotation module created by the proponents considers the transportation distance and asks

the customers to list an example of items they would want to deliver. The module would

use the company's equation to formulate a detailed quote. The tracking and scheduler

modules offer the proposed project's unique features. The tracking module offers a real-

time location of the vehicles using a mobile application. The scheduler module not only

knows the availability of drivers, staff, and vehicles but can also automatically assign them

to orders.

In conclusion, Freight Forwarding is an essential service that plays a huge role in

trading and shipping goods. It has also taken advantage of the advancement of humans,

capitalizing on innovative creations and methods to provide better service. The modules

presented are examples of those changes. However, the unique features that will be

implemented in the system will propel the client's business above and create an efficient

and successful process and outcomes.

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 Chapter 3

METHODOLOGY

This section of the paper outlines the systematic approach for developing and

conducting the study, including details on the participants, techniques used, and the process

for evaluating data in a logical order. The methods employed include requirement analysis,

project design, project development, data gathering, statistical treatment, sampling

techniques, and testing.

3.1. Requirements Specification

Requirement analysis involves determining the needs and conditions for

developing and assessing the success or failure of a system. It covers Operational

Feasibility, Technical Feasibility, Economic Feasibility, and Schedule Feasibility

specifications.

3.1.1. Operational Feasibility

Operational feasibility refers to the extent to which a proposed system or

solution can be implemented and used effectively within an organization. It

considers factors such as the organization's resources, processes, and culture, as

well as the technical and functional requirements of the solution.

43
 Freight forwarding is operationally feasible because it involves a well-

established set of processes and workflows that can be automated and optimized

using technology. Here are some key factors to consider when evaluating the

operational feasibility of a freight forwarding solution:

Business Processes: Freight forwarding involves a complex set of

processes, including order management, shipment tracking, customs clearance, and

documentation management. A practical solution should be able to automate these

processes and provide real-time visibility into the status of shipments.

Integration: A freight forwarding solution should integrate with other

systems, such as transportation management systems, warehouse management

systems, and customer relationship management systems. Integration improves

communication and collaboration among different teams and stakeholders,

reducing the risk of miscommunication and errors.

Stakeholder Needs: Freight forwarding involves multiple stakeholders,

including shippers, carriers, customs brokers, and freight forwarders. A practical

solution should be designed to serve the needs of all these stakeholders and provide

real-time visibility and collaboration tools that enable them to work together more

effectively and efficiently.

44
 Technology: A freight forwarding solution should be built using reliable,

scalable, and secure technology. The technology used should also be user-friendly

and easy to learn and use by the stakeholders involved.

Benefits: A freight forwarding solution should provide measurable benefits

to the organization, including increased efficiency, reduced costs, improved

customer service, and better risk management. The system should be able to

generate reports and analytics that provide insights into key performance indicators,

such as delivery times, transit times, and shipment volumes.

In conclusion, freight forwarding is operationally feasible because it

involves a well-established set of processes that can be automated and optimized

using technology. A well-designed freight forwarding solution should consider

factors such as business processes, integration, stakeholder needs, technology, and

benefits to ensure that it meets the organization's requirements and provides

measurable benefits.

45
 Figure 12. Functional Decomposition Diagram - Web

Figure 12 displays the functional decomposition diagram for the web

version where its functions are divided into three user services: the customer,

admin, and staff. Customers are given functions to access, inquire, create, and

manage shipments in the web application. While the services for the two users, staff

and admin, focuses on management and monitoring of business operations of the

company. Staff services handles day-to-day operations management and admin

services oversees the system and receives reports about different transactions and

data collected by the system.

Figure 13. Functional Decomposition Diagram - Mobile

Figure 13 shows the functional decomposition diagram for the mobile

version of the system. Its services are divided into three users which are the

customer services, driver services, and admin services. Customer services are the

46
same with the web application but with an additional access to a module which is

the tracking module. It allows users to see the location of the shipment in real-time

while it is being delivered. Staff services in the web application are replaced with

driver services with functions focusing on delivery operations such as viewing

shipment details, getting directions to various delivery locations, and giving the

customer a precise location of their delivery.

3.1.2. Technical Feasibility

The technical feasibility of the system would be assessed by

evaluating whether the system can handle the logistics of freight

forwarding, including transportation, customs clearance, and

documentation. This would involve assessing whether the system has the

necessary functionality and scalability to manage freight forwarding

operations and evaluating the reliability, security, and compatibility of the

system with existing hardware and software systems.

3.1.2.1. Hardware Requirements

Computer hardware specifications provide a detailed breakdown of

the components and operations of a computer system, including vital factors

like processor speed, model, and manufacturer. For businesses of any size,

having hardware specifications that support their management system is

crucial as it can help expand their online sales potential and drive revenue

growth.

47
 Table 1. Hardware Specifications

Table 1 outlines the minimum requirements for potential users to run a

system, including storage, processor, RAM, operating system, and connection

requirements. These requirements are essential for optimal performance and a

seamless user experience.

3.1.2.2 Software Requirements

The specifications for the software describe how the proposed

program will operate about its integration with the user interface, operating

speed, hardware, software portability across different platforms, and other

relevant features.

Table 2. Software Requirements for Deployment

48
 Table 2 displays the software requirements for the

deployment will include using browsers such as Microsoft Edge,

Google Chrome, Mozilla Firefox, Safari, etc. The operating system

could be MacOS or Windows for the web application and Android

5.0 or higher for the mobile application. In web hosting, it must hold

at least 250 GB SSD of storage with unlimited bandwidth.

Table 3. Software Requirements for the Design and Development

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 Table 3 displays several software tools and applications. In terms of

designing, The first two rows of the table show Figma and Canva to create

and edit visual designs for web and mobile applications. The web browser

and the XAMPP application will serve as the testing environment for the

system, allowing developers to preview and test their work in progress.

Visual Studio Code, a popular code editor, will be used to develop web and

mobile applications. PHP with HTML, CSS, and JavaScript will be

combined with Laravel as the framework for the web application. Dart with

Flutter will be used as the framework for the mobile application. Finally,

Firebase will be the chosen database solution for the system, providing

secure and scalable storage for all the relevant data. These software tools

and applications will enable efficient and effective system development,

ensuring a high-quality and user-friendly final product.

3.1.3. Schedule Feasibility

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 The concept of "schedule feasibility" pertains to whether the researchers can

finish the project within a reasonable timeframe.

Figure 14. Gantt Chart

Figure 14 showcases the timetable of how the proponents will progress in

the project and what deliverables will be developed at a set time. The chart will

guide the proponents in creating their project and is based on the capstone project

timeframe.

3.1.4 Economic Feasibility

The economic feasibility of the system would be assessed by evaluating the

costs and benefits of the system. This would involve assessing the development and

implementation costs of the system, as well as evaluating the potential cost savings

and benefits that the system could provide, such as increased efficiency and

accuracy of the freight forwarding process.

Tangible

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 • Increased efficiency

• Reduced costs

• Improved accuracy

• Enhanced reporting capabilities

Intangible

• Improved customer satisfaction

• Better collaboration

• Increased agility

• Improved employee satisfaction

3.2 Project Design

The section on project design contains multiple diagrams that illustrate

different system flows.

3.2.1 System Architecture

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Figure 15. System Architecture of the Developed System (Web)

Figure 15 presents the project's system architecture and

management system's structure and functionality for the Web version. Users

can access the site using a browser-equipped device and connect to the

internet. The internet serves as the medium connecting users and servers.

The user's requests, entered through the browser, will be sent to the server,

which will then process and fulfill the demands by collecting data from the

database and returning it to the user via the web server.

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Figure 16. System Architecture of the Developed System (Mobile)

Figure 16 presents the project's system architecture and

management system's structure and functionality for the Mobile Version.

Users can access the system using a mobile application connected to the

internet. The internet serves as the medium connecting users and servers.

The user's requests, entered through the browser, will be sent to the server,

which will then process and fulfill the demands by collecting data from the

database and returning it to the user via the web server. The driver’s

application also serves as the means to use the tracking module utilizing

GPS.

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3.2.2 Context Flow Diagram

Figure 17. Context Diagram - Web

Figure 17 illustrates the context flow diagram for the web application, revolving

around three users: customer, staff, and admin. The web version emphasizes monitoring

and managing the company's business operations, and each user has a distinct level of

access and responsibility within the system. The diagram provides a clear overview of the

web version's functionality, user roles, and the system's design that maintains appropriate

security and data privacy levels.

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 Figure 18. Context Flow Diagram – Mobile

The context diagram for the mobile version of the system illustrated in Figure 18,

is primarily designed for customers’ and drivers’ use and their interaction with the

company or each other, with the driver's platform on the mobile version. . Thus, all actions

the driver is allowed to perform are only in the mobile version. The diagram outlines the

system's design, security, and data flow levels, providing a clear overview of its

functionality and user roles.

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 3.2.3 Data Flow Diagram

Figure 19. Admin Data Flow Diagram - Web

Figure 19 shows the admin data flow diagram for the web version. The admin has

the ability to perform CRUD operations on all records on the database. They can access all

modules in the system except for the tracking module which is only included in the mobile

application. Admin receives periodic reports and summaries from the reporting module and

allows them to monitor transactions through the dashboard module.

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 Figure 20. Admin Data Flow Diagram - Mobile

Figure 20 depicts the admin data flow diagram for the mobile version. In the mobile

application, they can only perform view operations on data unlike they do on the web

application, and they cannot access the dashboard and reporting modules which are the

main monitoring and information module. However, they gain access to the tracking

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module which allows them to track different shipments currently in progress.

Figure 21. Customer Data Flow Diagram - Web

Figure 21 illustrates the customer data flow diagram for the web version. Customers

can create an account or login through the account module and also get or edit their account

information. Users can browse the landing page and use the quotation module without

creating an account. In the quotation module, customers can enter shipment details without

making an order and get an accurate quotation based on their input. The ability to create

orders is inside the services modules where they can make a shipment or view their

shipment status and details. Lastly, the payment module allows them to choose their

payment method and receive confirmation when their payment has been verified.

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 Figure 22. Customer Data Flow Diagram - Mobile

Figure 22 shows the mobile version for the customer. The functions and services

are the same as the web version except for an additional access to one module which is the

tracking module. Customers can see in real-time where their shipments are traveling during

delivery by using the module.

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 Figure 23. Staff Data Flow Diagram - Web

Figure 23 shows the staff data flow. The staff is concerned with daily

operations and management compared to the admin user level. The staff can update

and view shipment information, update resource status, verify and send payment

confirmations to customers, and access the dashboard module.

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 Figure 24. Driver Data Flow Diagram - Mobile

Figure 24 depicts the data flow diagram of the drivers. Drivers’ access in the system

is only through the mobile version as it is the primary platform for them to use. They have

access to 3 modules which is the accounts module for logging in, and viewing or editing

their account information. They get notified by the services module if they are assigned a

delivery and view the shipment details there. Updating delivery status is also the

responsibility of the driver such as if the parcel is successfully delivered. The Tracking

module is the driver’s way of informing the customer on where their parcel is through their

phone for GPS location tracking which is reflected on the module.

3.2.3 Use Case Diagram

A use case diagram is a type of UML (Unified Modeling Language)

diagram used to visualize the different ways users or actors interact with a system

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or software application. It is a high-level representation of the system that illustrates

the freight forwarding system's boundaries, actors, and use cases.

Figure 25. Use Case Diagram (Web)

In Figure 25., The case diagram shows the type of users that will use the

system in the web version. The users are the admin, the staff, and the customer.

Customers can create an account, edit their account information, avail services, get

an example quotation, and see the progress of their orders on the web. The staff can

create an account, edit their account information, confirm the customer's order, see

the company's schedule, and view past transactions via the report module. The

admin can do everything, from managing the accounts to adding/deleting items

from the modules.

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 Figure 26. Use Case Diagram (Mobile)

The case diagram shows the type of users that will use the system in the

mobile version. The users are the admin, the driver, and the customer. Customers

can create an account, edit their account information, avail services, get an example

quotation, see the progress of their orders and track their orders if it is out for

delivery. The driver can create an account, edit their account information, see the

order details, and get tracked using the application. Like in the web version, the

admin can do everything, from managing the accounts to adding/deleting items

from the modules.

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3.2.4 System Flowchart

Figure 27. System Admin Flowchart - Web

Figure 27 shows the process of how an admin can login until handling some

features of the website. The admin can have access to edit the orders and account

details of the customers.

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 Figure 28. System Customer Flowchart - Web

Figure 28 shows how the customer processes from loading the landing page

to accessing other features that they are allowed. In the web application, users do

not need to login in order to see the landing page. They can also access the quotation

module without logging in but an account is required for order creation, order

management, and profile management.

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 Figure 29. System Staff Flowchart -Web

Figure 29 shows the process of staff when logging in to the website. By

logging in, they have access to editing and order details only and processing orders.

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 Figure 30. System Driver Flowchart - Mobile

Figure 30 interprets the process of the driver through logging in and viewing

the tasks available and delivery routes using the mobile application. Drivers must

login in order to access the system and perform actions such as viewing the tasks

and delivery routes.

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 Figure 31. System Customer Flowchart - Mobile

Figure 31 shows the customer processes for the mobile version. Unlike the

web application, an account is required in order to proceed with using the mobile

application. They can access, create, and manage orders, inquire about quotations,

manage their profile, and an additional feature is tracking where they can locate

where their shipment in real-time.

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 Figure 32. System Admin Flowchart - Mobile

Figure 32 interprets the process of the admin through logging in and

viewing all order available using the mobile application. Admins must login in

order to access the system and perform actions such as viewing the tasks, confirm

payments and delivery routes.

3.2.5. Entity Relationship Diagram

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 Figure 33. Entity Relationship Diagram

Figure 33 illustrates the entities and attributes needed for the system. As

shown in the figure, the accounts entity can be registered as an admin, staff, or a

customer. Driver entity is separated from the accounts entity as it possesses

different properties and contains data that the scheduling algorithm will base upon.

Driver vehicles entity contains a list of vehicle types and their frequency of usage

in deliveries conducted by a specific driver. The handling entity contains a list of

goods categories that contain the ratings evaluated by the staff and is also distinct

for each driver. The consignee entity is the result of the creation of an order by the

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customer which represents the receiving body of the shipment. Each order from

every user is gathered in the order entity containing every information entered by

the user.

3.2.6 User Interface Design

The project's goals can be achieved and the sequence of each process can

be envisioned with the aid of the user interface designs produced by the researchers.

3.2.6.1 Web Application

Figure 34. Login Page

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 Figure 34 shows the login page of the website. By entering the user and

password, they would be granted access to their profiles. Saving details for

automatic input of their username and password is also available by clicking the

check button of “Save my details.” New customers can also register an account by

clicking the “Don’t have an account? Register Now!” link.

Figure 35. Registration Page

Figure 35 shows the registration page of the website. After clicking the

"Don't have an account? Register Now!" link, customers are led to the registration

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page. Customers are required to fill up the Information needed to create their

account. After completing the forms, the customers should click the sign-up button

to create their accounts.

Figure 36. Landing Page

Figure 36 shows the landing page of the website. After successfully logging

in, customers would first see this default browser page when they search the

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company’s website. In the navigation menu, customers can see buttons directing

them to the about us page, services page, book an order page, and get a quote page.

The header displays information about the company. Below the header, buttons for

the view account page, payment page, and shipping rates page.

Figure

37.

Services Page

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 Figure 37 shows the services page. The services offered by the company are

seen here. Clicking one of the services would direct the customer to the order page.

Figure 38. Quotation Page

Figure 38 shows the quotation page. The quotation page can be used as a

reference by the customer before booking an order to generate a price and test their

budget. Using the company’s price ranges, factors such as the destination, service

type, packaging, goods category, and item quantity and dimensions are considered.

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 Figure 39. Order Page

Figure 39 shows the book an order page. Customers must fill out the item’s

description based on what’s needed such as the quantity, goods category, service

type, packaging, and dimensions of it. Once you have completed the details, you’ll

get a total price of your order and you can click confirm button to proceed to the

next page.
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78
 Figure 40. Checkout Page

Figure 40 shows the checkout page. Customers must fill out the recipient’s

contact information and address. If the recipient is the account user themselves,

clicking a switch button would automatically fill out the contact information details

based on their account details. When the customer is done they can proceed to the

next page.

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 Figure 41. Payment Page

Figure 41 showcases the payment page. It offers two options for the

company’s payment method: credit/debit card and Cash-on-Delivery. Clicking an

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option would show the company’s bank account number, where customers can

transfer the funds needed. The Cash-on-Delivery option would change the fund

required by charging only a down payment. If the customer chose Bank Transfer as

the payment method, they will proceed to a different page with the account number

of Lebria Transport.

Figure 42. Login page for Staff/Admin

Figure 42 shows the website login page for the staff/admin side. The URLs

differ for the companies' employees, but the login page's purpose remains the same.

By entering the user and password, they would be granted access to their profiles.

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Saving details for automatic input of their username and password is also available

by clicking the check button of "Save my details”.

Figure 43. Dashboard Page for Admin

Figure 43 displays the dashboard page for the Admin side. It includes an

overview of the daily transactions that happened in the company such as the sales

report, new transactions report, new users report, current status of the transactions,

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vehicle status and recent action reports. Admins have the access of editing the

orders button which would direct them to the order page.

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 Figure 44. Order Page for Admin

Figure 44 displays the order page for the admin side. Orders created in the

system are shown here, along with the account responsible for the order, the order's

item category, and the current status. As an admin of the system, they can view and

edit the orders created.

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 Figure 45. Payment Module for Admin

Figure 45 shows the Payment Module for the admin side. System

administrators can confirm an order's payment status here by clicking on an order

and pressing "Confirm Payment." The mode of payment preferred by the customer

is visible as well.

Figure 46. Scheduler Page for Admin

Figure 46 shows the scheduler page for the admin side. The scheduler page

shows the vehicles owned by the company, their availability, and if used, the driver
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in charge. Admin, has the right to change the status of the vehicles and the driver

used. The scheduler page features the manpower resource allocation using a best-

fit algorithm. The algorithm features criteria to select the best from the vehicles and

the driver. The criteria for the vehicle have factors such as the vehicle's type,

availability, and last usage. The criteria for the driver create the best-fit driver by

looking at the driver's ability on the vehicle needed, availability, experience on

driving the said vehicle, ratings, and the last time the driver delivered. By following

the decision tree for the automatic allocation of vehicles and drivers, the system can

automatically assign a vehicle and a driver to the order.

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 Figure 47. Reports Page for Admin

Figure 47 displays the records page for the admin side. Here are records of

the company with filters to arrange them into weekly, monthly and yearly records.

Clicking on a record would expound to showcase a much more detailed report about

it.

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 Figure 48. Dashboard Page for Staff

Figure 48 displays the dashboard page for the staff side. Just like on the

admin side, it includes an overview of the daily transactions in the company, such

as the sales report, new transactions report, new users report, current status of the

transactions, and vehicle status. The staff, however, need to be an admin to be able

to edit orders and are only permitted to be viewers.

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 Figure 49. Order Page for Staff

Figure 49 displays the order page for the staff side. Orders created in the

system are shown here, along with the account responsible for the order, the order's

item category, and the current status. As system staff, they can view the order's

details to use it to their advantage in communicating and collaborating.

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 Figure 50. Payment Module for Staff

Figure 50 shows the Payment Module for the staff side. Like system

administrators, staff can confirm an order's payment status here by clicking on an

order and pressing "Confirm Payment." The mode of payment preferred by the

customer is visible as well.

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 Figure 51. Scheduler Page for Staff

Figure 51 shows the scheduler page for the staff side. Like on the admin

side, the scheduler page shows the vehicles owned by the company, their

availability, and the driver in charge, if used. The automatic manpower resource

allocation using best-fit algorithm is still utilized and shown for the staff's end;

however, they can never edit anything and are permitted only as viewers.

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 Figure 52. Records Page for Staff

Figure 52 displays the records page for the staff side. Just like on the admin

side, company records are shown at the staff's end with filters to arrange them into

monthly and yearly records. Clicking on a record would expound to showcase a

much more detailed report about it.

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3.2.6.2 Mobile Application

Figure 53. Login Page for Customer

Figure 53 shows the login page for the customer. The login page is the first

page customers would see in the mobile application. An existing email and

password are needed to proceed, while new customers can create an account using

the "Don't have an account? Register now!" link.

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 Figure 54. Registration Page for Customer

Figure 54 shows the registration page for the customer. New customers are

directed here after clicking the "Don't have an account? Register Now!" link. They

must fill out Information about themselves to create an account.

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 Figure 55. Home Page for Customer

Figure 55 shows the home page for the customer. After logging in,

customers arrive at the home page. Buttons directing to the creation of order,

tracking their order, and getting a quotation is shown. Clicking the “Me” button

would direct customers to their user profile.

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 Figure 56. Quotation Page for Customer

Figure 56 shows the quotation page for the customer. Customers can test

the price range of their delivery by putting their location and shipment

specifications such as packaging and its quantity, goods category, service type, and

the dimensions of the packaging itself.

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 Figure 57. Order Page for Customer

Figure 57 shows the order page for the customer. Customers can order by

picking the order type, goods category, and order type. The customers then place

descriptions of their items, such as what item, the quantity, and the dimensions. The

customers can then proceed to the next part.

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 Figure 58. Payment Page for Customer

Figure 58 shows the Payment page for the customer. The destination of the

shipment can also be seen here, as well as the payment options. Along with A

breakdown of pricing details of how much the total cost would be. The company's

bank account number is displayed when the option bank transfer is selected. Same

with the option cash on delivery, replacing the bank details with the recipient's

name and contact number. The customers then input where the shipment would be

delivered by filling out the location details. After the payment page, the customer

is directed to the progress report.

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 Figure 59. View Order Page for Customer

Figure 59 shows the Order Page for the customer. It shows the order details,

such as recipients, payment status, item descriptions, destination, and an option to

cancel. A "View Progress" button would direct the customer to the progress report.

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 Figure 60. Progress Page for Customer

Figure 60 shows the progress page for the customer. The page displays the

dates and times with the six stages of the shipment process. The stages are:

Shipment Order Created, Arrived at the Branch, Under examination, Preparing for

Shipping, Out for Delivery, and Delivery Completed.

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 Figure 61. Tracking Page for Customer

Figure 61 shows the tracking page for the customer. The tracking button is

seen on the home page of the customer. By clicking the tracking page, the customer

selects the order they want to check (assuming the customer has made many

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orders). The map then shows the current location of their shipment, utilizing an

application programming interface (API) to provide customers with real-time

updates on the status of their shipments. As soon as a package is loaded onto the

delivery vehicle, its location is automatically updated in the mobile app. This

information is then transmitted to the tracking module, which associates it with the

correct customer account. The customer can then view the package's status and

location through the company's mobile app. As the driver begins transporting the

package to its destination address, the tracking module's API receives GPS data

from the driver's mobile app, tracking the package's location in real time. The

tracking module updates the package's status to reflect its current location. When a

customer logs in to their account on the mobile app, the tracking module requests

the tracking system's API, retrieving any packages associated with the customer's

account. The API responds with the relevant tracking information displayed on the

customer's mobile device.

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 Figure 62. Login Page for Admin/Driver

Figure 62 shows the login page for the admin and driver. By typing their

credentials, the admin/driver of the company can get inside the mobile application.

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 Figure 63. Home Page for Admin

Figure 63 shows the home page for the admin. The homepage shows orders

that have assigned drivers/and vehicles. Clicking on an order would direct you to

that specific order page.

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 Figure 64. Order Page for Admin

Figure 64 shows the Order Page for the admin. It shows the order details,

such as the sender and recipients, payment status, item descriptions, destination,

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and driver details. A "View Progress" button would direct the admin to the progress

report

Figure 65. Progress Page for Admin

Figure 65 shows the Progress page for the admin. Like the customer's view

in progress page, the admin sees the page's progress based on the dates and times

with the six stages of the shipping process.

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 Figure 66. Tracking Page for Admin

Figure 66 shows the tracking page for the admin. The tracking page of the

admin can track the selected order the same way the customers can track their order.

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 Figure 67. Home Page for Driver

Figure 67 shows the home page for the driver. Drivers can see their

deliveries on top of the home page. Clicking the order will expand it to show the

driver's delivery details.

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 Figure 68. Order Page for Driver

Figure 68 shows the order page for the driver. The order page displays the

sender and recipient, payment status, item description, shipping details, and vehicle

description. A "View Map" button would direct the driver to the map.

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 Figure 69. Tracking Page for Driver

Figure 69 shows the tracking page for the driver. The tracking page allows

the driver to be tracked by the customer and the admin. The map will also help the

driver have a route toward the shipment's destination.

3.2.8 Best-Fit Algorithm

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 The automatic scheduler of the system bases its decisions on a set of criteria

to automatically assign drivers and vehicles to shipments.

The basis for allocating drivers are the following: (1) Driver availability-

checks if a driver is on standby before adding it to the pool of choices to choose

from. (2) Vehicles able to drive - Capability of the driver to drive the assigned

vehicle for shipment. (3) Frequency of driving - This criterion dictates how many

times the driver conducted a delivery on the vehicle. (4) Goods Category - The type

of goods that will be handled such as perishable goods, fragile material, electronic

items, etc. The system will choose among the drivers with a good rating (listed by

the staff) on delivering a category and assign them to the shipment. (5) Date of last

delivery - This criterion serves as a priority value for each driver. In order to avoid

assigning shipments to the same driver multiple times and prevent lower experience

drivers not getting any assignments.

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 Figure 71. Driver Automatic Assignment Decision Tree

The figure above demonstrates the flow of decision making of the algorithm

to assign a specific driver to a shipment. The first check is to see if the driver is able

to drive the vehicle requested by the customer. If not, they are not chosen by the

system but if they are able, the decision flow goes to the next step. The system

checks for the availability of the driver, if it is not currently doing deliveries. If they

are not available, the system ignores that driver, if otherwise, the system proceeds

with that driver to the next step. The System looks at the number of deliveries by

the driver using the vehicle type in the second step. If they made few deliveries

with reference to the average from all drivers, they can still be chosen by the system

but at low priority. Otherwise, they are taken to the next decision step. Fourth

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criteria is based on their rating assigned by the staff on deliveries involving a

specific goods category. If their rating is below moderate, they can still be chosen

by the system but with low priority, but if they have a high rating, they proceed to

the last decision step. The last check is their last delivery task date. This criteria

serves as a control value to prevent repeated assignments to same drivers and avoid

giving no assignments to newly hired drivers. The driver with the oldest date picked

in accordance with the previous steps will be picked while the driver with the most

recent delivery date will not be picked by the algorithm.

The criteria for allocating vehicles are the following: (1) Vehicle type- the

type of vehicle the company owns such as 40 feet chassis container trucks, 20 feet

chassis container trucks, 10-wheeler trucks, wing vans, pickup trucks, 4-wheeler

closed vans, or 6-wheeler closed vans. (2) Vehicle availability- system checks if

the vehicle is not currently being used for a shipment. (3) Date of last usage - This

also serves the same purpose as the “date of last delivery” criteria for the drivers to

make use of all the vehicles of the company.

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 Figure 72. Driver Automatic Assignment Decision Tree

The figure above illustrates the decision flow of the scheduler algorithm for

assigning vehicles to the shipment. The first criteria is if the vehicle matches the

vehicle type requested by the customer in their order. If it does not match, it is not

assigned but otherwise, the system proceeds to the next decision. Vehicle

availability is checked to see if the vehicle is being used in a delivery or not. If it

does, it is discarded from the pool of choices but if it is available, the system

proceeds to the last criteria. Last date of delivery’s purpose is also the same concept

with the decision flow for driver allocation. Vehicles with more recent date have

the lower priority to be picked while vehicles with older dates of last delivery have

higher priority to be chosen.

3.3. Project Development Model

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 Project development is the process of converting an idea or concept into a

fully functional project. It is a structured approach used by researchers to provide a

solution to a specific problem or a set of requirements. For successful project

development, it is essential to identify the problem's root cause, determine the best

approach, and select the optimal solution to achieve the desired outcome.

3.3.1. Scrum Methodology

Figure 73 . SCRUM Process

The proponents will utilize the Scrum methodology to develop the project as it is

adaptable to changes. Scrum is an Agile framework used in software development that

helps teams work together to develop, deliver, and maintain complex products. It uses an

iterative approach to provide incremental value in small increments, called sprints. The

team plans, designs, develops, tests, and provides a working product increment during a

sprint. The Scrum process involves several roles, including the Product Owner, Scrum

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Master, and Development Team. It uses specific events, such as the Product Backlog,

Sprint Planning, Sprint Review, and Sprint Retrospective, to facilitate communication and

collaboration among team members. The Scrum methodology emphasizes flexibility,

adaptability, and continuous improvement. The methodology applies to the project because

it allows the client to issue changes while developing the project. Scrum is also appropriate

because of the schedule and setting of the researchers, developers, and clients.

User

The Scrum process begins with the system user, which includes Lebria

Transport's customers and those who will use the product, such as the admin,

employees, and drivers.

Product Owner

The Scrum development process starts with an individual who can think

like the consumer and the stakeholder involved. In the project’s case, the co-owner

of Lebria’s Transport is the product owner. The product owner should be

knowledgeable about the business, the marketplace, and the trend to contribute

successful changes to the project. The client should first check the Interface and

features of the project before the deployment process. The product owner would

also break down the concept of the product, the intended users, the problems the

system must solve, and why the solutions offered would benefit the company.

Software Development Team

The software development team is the proponents themselves. The team

comprises individuals with different expertise that combines to complete the task

at hand. The team must complete the modules, which are the proposed project

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solutions, to deliver a successful system to the client. The team must also have

teamwork to support each other to do tasks easier and faster.

SCRUM Meeting

The team has a meeting that lasts at least 30 minutes a day. This updates

everyone on their status and progress, to know who’s doing which and what task

and to ask for help from others.

Product Backlog

The system's development begins with the proponents interviewing the

client to know which specifications and features are needed/asked for the project.

This allows the proponents also to create a prioritized list of tasks to serve as a

guide.

Sprint Planning

Sprint planning is a crucial event in the Scrum framework, where the team

comes together to plan and prepare for the upcoming sprint. Sprint planning

typically occurs at the beginning of each sprint and involves the entire Scrum team,

including the Product Owner, the Scrum Master, and the Development Team.

During sprint planning, the Scrum team decides which individuals will work on

items from the product backlog during the upcoming sprint. The product backlog

is a prioritized list of features, functions, and requirements for the product the team

is developing. The first 30-day sprint will consist of developing the account,

service, and payment module. The second 30-day sprint creates the tracking,

dashboard, and scheduler module. The last 30-day sprint will be for making the

quotation and report module.

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Sprint Backlog

The Sprint Backlog is created during the sprint planning meeting, where the

Scrum team selects the items from the product backlog that they will work on

during the sprint. The Development Team then breaks down the chosen items into

smaller, more manageable tasks and estimates the effort required to complete each

task. The Sprint Backlog is a living document updated throughout the sprint as

progress is made, new information is discovered, or requirements change. The

Scrum team should regularly review the Sprint Backlog during the Daily Scrum

meeting to ensure they are on track to meet their sprint goal.

Sprint Review

Sprint Review is an important Scrum event that occurs at each sprint's end.

It is a collaborative meeting where the Scrum team presents the work they have

completed during the sprint to stakeholders, the product owner, and other interested

parties. The review aims to showcase the progress made towards achieving the

sprint and overall project goals, present completed work and added product features

and functionality, and provide an opportunity for stakeholders to ask questions and

provide feedback. Additionally, it allows the team to receive feedback, which is

then incorporated into their product backlog to guide their work in the next sprint.

Sprint Retrospective

The Retrospective is a time-boxed meeting, meaning it has a fixed duration,

typically between 1-2 hours, depending on the length of the sprint. The Scrum team,

including the Product Owner, Scrum Master, and Development Team, all

participate in the Retrospective. By regularly conducting Retrospectives, the Scrum

118
team can improve their processes, address challenges, and work together more

efficiently and effectively. The Retrospective is essential for creating a culture of

continuous improvement within the Scrum team.

3.4. Software Testing

The researcher is responsible for conducting software testing to assess the

performance of a software program, ensuring that the generated software meets the

established criteria, and identifying errors to produce a high-quality product. Upon

completing the development phase, the researchers will evaluate the system using

alpha, beta, and user acceptance testing.

3.4.1 Alpha Testing

Alpha testing is a crucial stage in the software development process

where the developers test the software before being released to end users. It

is the first round of testing done after the software's development phase, and

the objective is to identify and fix any bugs, issues, or potential

improvements in the system. Typically, the development team conducts

alpha testing in a simulated environment to ensure the software is error-free

and meets the intended specifications.

3.4.2 Beta Testing

Beta testing is software testing performed by real users in a real-

world environment after completing Alpha testing. Beta testing aims to

evaluate the software's functionality, usability, and overall performance and

119
 gather user feedback to identify bugs, glitches, and other issues needed to

be addressed before releasing the software to the public.

3.4.3 User Acceptance Testing

User acceptance testing (UAT) is the final phase of software testing

in which actual end-users test the software in a real-world environment to

determine whether it meets the specified requirements and is fit for purpose.

The primary goal of UAT is to ensure that the software meets the needs of

the intended users, is easy to use, and performs as expected in a real-world

scenario. UAT is performed after alpha and beta testing before releasing the

software to the public.

3.5. Software Evaluation Model

ISO 9126 is an international standard for software quality that provides a

comprehensive model for evaluating software. This model offers a framework for

evaluating software that is widely recognized and accepted across the globe. The

system will be evaluated using the following metrics by the proponents:

Efficiency

This characteristic quality measures how well the software utilizes its

resources to complete tasks. Efficiency can be evaluated in terms of criteria such as

response time, throughput (i.e., how many tasks the software can complete in a

given period), and resource utilization (i.e., how much computing power or memory

the software requires to run).

Functionality

120
 This quality characteristic focuses on how much the software meets

its specified functional requirements. Functionality can be evaluated in

terms of criteria such as accuracy, completeness, interoperability, and

compliance with standards.

Reliability

This quality characteristic refers to the software's ability to perform

its intended functions consistently and correctly under various conditions.

Reliability can be evaluated in terms of criteria such as fault tolerance (i.e.,

the software's ability to handle errors), recoverability (i.e., the ability to

restore the system after a failure), and the ability to maintain data integrity

(i.e., the ability to ensure that data is accurate and consistent).

Usability

This quality characteristic focuses on the software's ease of use and

the user experience. Usability can be evaluated in terms of criteria such as

understandability, learnability, operability, and user error protection (i.e.,

whether the software helps prevent users from making mistakes).

Maintainability

This quality characteristic describes the ease with which the

software can be modified or adapted. Maintainability can be evaluated in

terms of criteria such as analyzability (i.e., whether the software can be

easily analyzed to find and fix problems), modifiability (i.e., whether the

software can be easily modified to add new features or fix bugs), and

121
 testability (i.e., whether the software can be easily tested to ensure that

changes do not introduce new problems).

Portability

This quality characteristic refers to the software's ability to be

transferred from one environment to another. Portability can be evaluated

in terms of criteria such as adaptability (i.e., whether the software can be

easily adapted to work in different environments), installability (i.e.,

whether the software can be easily installed on other systems), and

replaceability (i.e., whether the software can be easily replaced with another

software product).

3.6. Data Gathering

The proponents interviewed the co-owner of Lebria Transport to be able to collect

information and ask questions for the system to be developed. Communication between the

two parties has been constant for accurate data to be collected. To properly prepare for

creating the system, the proponents searched the internet, read books and research relevant

to our studies, and watched tutorials. These components will be a massive help to the

project.

3.7. Sampling Technique

Sampling is a statistical method that involves selecting a more minor but

representative data group from a larger population. The researchers will use purposive

sampling to assess the system's acceptance among each user mentioned in the study.

Purposive sampling is when researchers intentionally select individuals or cases relevant

122
to their research question or objective. It helps to save time and reduce the cost of data

collection by focusing only on the most relevant participants or cases.

3.8. Respondents of the Study

At least two (2) IT experts, twenty (20) customers, two (2) owners/admins, five (5)

drivers, and five (5) staff members will be the target respondents for the sampling. The

sampling aims to test the functionality of Lebria Transport's Management systems.

Researcher knowledge is critical for this sampling strategy, but the sample selection

process is relatively straightforward.

3.9. Statistical Treatment

The researchers will utilize the weighted mean formula to interpret the gathered

data and derive an understanding of the answers.

3.9.1 Frequency Distribution

A frequency distribution shows the number of observations in intervals,

which depend on the data and analyst goals. To create it, divide values/categories

into intervals, then count comments in each gap. The count in each interval

represents the frequency distribution.

3.9.2 Arithmetic Mean

The mean is essential in this study as it provides the average rating of the

system. It is calculated by adding all the values and dividing the sum by the

parameter count.

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 A = arithmetic mean

n = number of values

ai = data set values

Table 4. Likert Scale

Table 4 presents a Likert scale that the researchers will use to evaluate the

system's performance. The scale provides degrees of opinion that aid in identifying

verbal interpretations of the response scale. Respondents will rate their agreement

with a statement on a five-point scale, which is interpreted in the survey as excellent

(five), good (four), fair (three), poor (two), and very poor (one).

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 Table 5. Table of Interpretation for Mean Range

Table 5 displays the evaluation ranges for respondents' survey answers. It correlates

numerical score ranges with verbal interpretations of the participants' ratings. By

calculating the average scores from all the surveys, we can interpret the respondents'

overall perception of the framework using the table mentioned above.

125
 BIBLIOGRAPHY

Brennen, S., & Kreiss, D. (2014). Digitalization and digitization. Culture Digitally.

Ceruzzi, P. E. (2018). GPS. MIT Press.

Chui, M., & Miremadi, M. (2017). MGI-A-future-that-works-executivesummary.

Garg, R., Kiwelekar, A. W., & Netak, L. D. (2021). Logistics and Freight Transportation
Management: An NLP based Approach for Shipment Tracking. Pertanika Journal of
Science & Technology.

Gnimpieba, Z. D. R., Nait-Sidi-Moh, A., Durand, D., & Fortin, J. (2015). Using internet of
things technologies for a collaborative supply chain: Application to tracking of pallets
and containers. Procedia Computer Science. https://doi.org/10.1016/j.procs.2015.07.251

Gunasekaran, A., Subramanian, N., & Papadopoulos, T. (2017). Information technology for
competitive advantage within logistics and supply chains: A review. Transportation
Research Part E: Logistics and Transportation Review.

He, W., Tan, E. L., Lee, E. W., & Li, T. Y. (2009). A solution for integrated track and trace in
supply chain based on RFID & GPS. In 2009 IEEE Conference on Emerging
Technologies & Factory Automation (pp. 1-6). IEEE Publishing.
https://doi.org/10.1109/ETFA.2009.5347146

Kersten, W., Seiter, M., See, B. v, Hackius, N., & Maurer, T. (2017). Chancen der digitalen
Transformation. Trends Und Strategien in Logistik Und Supply Chain Management.

Lehmacher, W. (2020, January 14). Digital logistics platforms: the future of the industry.
Quicargo. https://quicargo.com/blog/digital-networks-the-future-of-
logistics/#:~:text=What%20is%20the%20use%20of,chain%20end%2Dto%2Dend.

Liu, W., Chen, Q., Li, Y., & Wu, Z. (n.d.). Application of GPS tracking for understanding
recreational flows within urban park. Urban Forestry & Urban Greening.

Marchenko, R., & Babyr, A. (n.d.). Digitalization of Arctic logistics management systems for
oil transportation. Transportation Research Procedia.

Marciniak – Neider, D., & Neider, J. (n.d.). Podręcznik spedytora. . ISiL, 35.

Marek, R. (2019). The Analysis of Five Competitive Forces of Marine Container

Terminal Industry Based on Polish Market. Economic and Social Development. Book
of Proceedings.

126
Mendoza Alcantara, A., Fernandes, A. M., & Hillberry, R. H. (n.d.). Understanding the
operations of freight forwarders: evidence from Serbia. World Bank Policy Research
Working Paper.

Mordor Intelligence. (n.d.). Philippines Freight & Logistics Market Analysis - Industry Report
- Trends, Size & Share. Retrieved March 3, 2023, from
https://www.mordorintelligence.com/industry-reports/philippines-freight-and-logistics-
market

Ng, G. C., Cruz, R. I. A., Rosario, M. T., & Gomez, G. F. (2018). AN AGILE DRIVEN
DESIGN AND IMPLEMENTATION OF SALES, INVENTORY, AND LOGISTICS
SYSTEM. Innovatus.

Pernestål, A., Engholm, A., Bemler, M., & Gidofalvi, G. (2020). How will digitalization
change road freight transport? Scenarios tested in Sweden. Sustainability, 13(1), 304.

PwC. (2019). Five forces transforming transport & logistics PwC CEE transport & logistics
trend book 2019. PwC. www.pwc.pl

Shankaran, J. (2022, October 7). How forwarders are looking at the future. The Stat Trade
Times. https://www.stattimes.com/air-cargo/how-forwarders-are-looking-at-the-future-
1346672#:~:text=As%20a%20result%2C%20forwarders%20will,world%20of%20compl
ex%20logistical%20challenges.%22&text=Shekhar%20of%20DSV%20adds%3A%20%
22Forwarding,period%20(2022%20%2D%202027).

Shukla, T., & Bansal, M. R. (2013). Adoption of Freight Management System (FMS) in
Logistics: An Exploratory Study. In Driving the Economy through Innovation and
Entrepreneurship: Emerging Agenda for Technology Management.

Skiba, S., & Karas, A. (2022). The changing role of a freight forwarder in modern supply
chains.

Sultana, S., Tahsin, M., Reza, T., & Hossam-E-Haider, M. (2016). An innovative
implementation of indoor positioning system using GPS. In 2016 3rd International
Conference on Electrical Engineering and Information Communication Technology
(ICEEICT) (pp. 1-4). IEEE Publishing. https://doi.org/10.1109/ CEEICT.2016.7873117

The Digital Transformation of Freight Forwarders: Key Trends in the Future. (2021). The
Digital Transformation of Logistics: Demystifying Impacts of the Fourth Industrial
Revolution.

127
Topalidi, V., Yusupov, U., & Allaberganov, S. (2022, June). Improving the efficiency of
transport logistics support. In AIP Conference Proceedings (Vol. 2432, No. 1, p.
030072). AIP Publishing LLC.

UNCTAD. (2018). Review of Maritime Transport 2018.

Vatansever, S., & Butun, I. (2017). A broad overview of GPS fundamentals: Now and future.
In 2017 IEEE 7th Annual Computing and Communication Workshop and Conference
(CCWC) (pp. 1-6). IEEE.

Vyas, K. (2018, September 27). How GPS Tracking Can Help To Transportation & Logistics
Business? Customer Think. https://customerthink.com/how-gps-tracking-can-help-to-
transportation-logistics-business/

Wang, H., & Bei, X. (2022, June). Real-time driver-request assignment in ridesourcing. In
Proceedings of the AAAI Conference on Artificial Intelligence (Vol. 36, No. 4, pp. 3840-
3849). AAAI Conference on Artificial Intelligence.

Wasielewska-Marszałkowska, I. (2015). Directions of development of new forms of

performance of logistics functions by forwarding (freight forwarders) in modern supply
chains. Torun Business Review.

YCP Solidiance. (2020). Digitalization in the Philippine Logistics Industry. YCP

Solidiance. https://ycpsolidiance.com/white-paper/digitalization-in-the-philippine-
logistics-industry

Brennen, S., & Kreiss, D. (2014). Digitalization and digitization. Culture Digitally.

Ceruzzi, P. E. (2018). GPS. MIT Press.

Chui, M., & Miremadi, M. (2017). MGI-A-future-that-works-executivesummary.

Garg, R., Kiwelekar, A. W., & Netak, L. D. (2021). Logistics and Freight Transportation
Management: An NLP based Approach for Shipment Tracking. Pertanika Journal of
Science & Technology.

Gnimpieba, Z. D. R., Nait-Sidi-Moh, A., Durand, D., & Fortin, J. (2015). Using internet of
things technologies for a collaborative supply chain: Application to tracking of pallets
and containers. Procedia Computer Science. https://doi.org/10.1016/j.procs.2015.07.251

Gunasekaran, A., Subramanian, N., & Papadopoulos, T. (2017). Information technology for
competitive advantage within logistics and supply chains: A review. Transportation
Research Part E: Logistics and Transportation Review.

128
He, W., Tan, E. L., Lee, E. W., & Li, T. Y. (2009). A solution for integrated track and trace in
supply chain based on RFID & GPS. In 2009 IEEE Conference on Emerging
Technologies & Factory Automation (pp. 1-6). IEEE Publishing.
https://doi.org/10.1109/ETFA.2009.5347146

Kersten, W., Seiter, M., See, B. v, Hackius, N., & Maurer, T. (2017). Chancen der digitalen
Transformation. Trends Und Strategien in Logistik Und Supply Chain Management.

Lehmacher, W. (2020, January 14). Digital logistics platforms: the future of the industry.
Quicargo. https://quicargo.com/blog/digital-networks-the-future-of-
logistics/#:~:text=What%20is%20the%20use%20of,chain%20end%2Dto%2Dend.

Liu, W., Chen, Q., Li, Y., & Wu, Z. (n.d.). Application of GPS tracking for understanding
recreational flows within urban park. Urban Forestry & Urban Greening.

Marchenko, R., & Babyr, A. (n.d.). Digitalization of Arctic logistics management systems for
oil transportation. Transportation Research Procedia.

Marciniak – Neider, D., & Neider, J. (n.d.). Podręcznik spedytora. . ISiL, 35.

Marek, R. (2019). The Analysis of Five Competitive Forces of Marine Container

Terminal Industry Based on Polish Market. Economic and Social Development. Book
of Proceedings.

Mendoza Alcantara, A., Fernandes, A. M., & Hillberry, R. H. (n.d.). Understanding the
operations of freight forwarders: evidence from Serbia. World Bank Policy Research
Working Paper.

Mordor Intelligence. (n.d.). Philippines Freight & Logistics Market Analysis - Industry Report
- Trends, Size & Share. Retrieved March 3, 2023, from
https://www.mordorintelligence.com/industry-reports/philippines-freight-and-logistics-
market

Ng, G. C., Cruz, R. I. A., Rosario, M. T., & Gomez, G. F. (2018). AN AGILE DRIVEN
DESIGN AND IMPLEMENTATION OF SALES, INVENTORY, AND LOGISTICS
SYSTEM. Innovatus.

Pernestål, A., Engholm, A., Bemler, M., & Gidofalvi, G. (2020). How will digitalization
change road freight transport? Scenarios tested in Sweden. Sustainability, 13(1), 304.

PwC. (2019). Five forces transforming transport & logistics PwC CEE transport & logistics
trend book 2019. PwC. www.pwc.pl

129
Shankaran, J. (2022, October 7). How forwarders are looking at the future. The Stat Trade
Times. https://www.stattimes.com/air-cargo/how-forwarders-are-looking-at-the-future-
1346672#:~:text=As%20a%20result%2C%20forwarders%20will,world%20of%20compl
ex%20logistical%20challenges.%22&text=Shekhar%20of%20DSV%20adds%3A%20%
22Forwarding,period%20(2022%20%2D%202027).

Shukla, T., & Bansal, M. R. (2013). Adoption of Freight Management System (FMS) in
Logistics: An Exploratory Study. In Driving the Economy through Innovation and
Entrepreneurship: Emerging Agenda for Technology Management.

Skiba, S., & Karas, A. (2022). The changing role of a freight forwarder in modern supply
chains.

Sultana, S., Tahsin, M., Reza, T., & Hossam-E-Haider, M. (2016). An innovative
implementation of indoor positioning system using GPS. In 2016 3rd International
Conference on Electrical Engineering and Information Communication Technology
(ICEEICT) (pp. 1-4). IEEE Publishing. https://doi.org/10.1109/ CEEICT.2016.7873117

The Digital Transformation of Freight Forwarders: Key Trends in the Future. (2021). The
Digital Transformation of Logistics: Demystifying Impacts of the Fourth Industrial
Revolution.

Topalidi, V., Yusupov, U., & Allaberganov, S. (2022, June). Improving the efficiency of
transport logistics support. In AIP Conference Proceedings (Vol. 2432, No. 1, p.
030072). AIP Publishing LLC.

UNCTAD. (2018). Review of Maritime Transport 2018.

Vatansever, S., & Butun, I. (2017). A broad overview of GPS fundamentals: Now and future.
In 2017 IEEE 7th Annual Computing and Communication Workshop and Conference
(CCWC) (pp. 1-6). IEEE.

Vyas, K. (2018, September 27). How GPS Tracking Can Help To Transportation & Logistics
Business? Customer Think. https://customerthink.com/how-gps-tracking-can-help-to-
transportation-logistics-business/

Wang, H., & Bei, X. (2022, June). Real-time driver-request assignment in ridesourcing. In
Proceedings of the AAAI Conference on Artificial Intelligence (Vol. 36, No. 4, pp. 3840-
3849). AAAI Conference on Artificial Intelligence.

Wasielewska-Marszałkowska, I. (2015). Directions of development of new forms of

performance of logistics functions by forwarding (freight forwarders) in modern supply
chains. Torun Business Review.
130
YCP Solidiance. (2020). Digitalization in the Philippine Logistics Industry. YCP Solidiance.
https://ycpsolidiance.com/white-paper/digitalization-in-the-philippine-logistics-industry

131
 APPENDICES

APPENDIX A

Communication Letters

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 APPENDIX B

Client Approval Letters

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APPENDIX C

Client Business Letters

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 APPENDIX D

Transcript of Interview

142
Ablao (PM): You wanna do English or..?

Lebria (client):Yeah, I think it’s easier to understand if I speak in English

Ablao (PM): Hello good evening, what is your name and what is the business your
company is in.

Lebria (client): Hello, my name is Matthew Gerald D.C. Lebria, I am one of the co-
owners of the Lebria Transport & Allied Services Corporation. Our business offers
freight forwarding services and it’s been running for 3 decades. We have over 80
employees, all have been working for at least a decade with us and they are flexible, they
can drive, they can manage shipments, and others.

Ablao (PM): So everyone in the company can fill up any position?

Lebria (client): Yes, so we call them and assign them whenever we get orders, whoever is
available at that moment, let’s say I called you and ask you to drive, on your next job,
you might be managing at the branch so yeah, everyone can perform every task.

Ablao (PM): What difficulties do you face in the business that you think needs a
solution?

Lebria (client): I think that our business did not adapt to the modern freight forwarding
business. We still do everything by paper. The client has to contact us and either by the
phone or..them going to one of our branches, we negotiate on the shipment details and the
prices, if they need anything of course like special instructions and stuff is included there.
So yeah I think how we are old school.

Ablao (PM): so old school means, everything is still manually do everything?

Lebria (client): Yeah! You know how almost every freight forwarding company has like
a computer system that stores their data, we use excel to do everything, from the data, the
schedule. We use papers or word to store information about the client, the shipment and
other stuff.

Ablao (PM): Who are the usual customers you get and how do you price a shipment?

Lebria (client): Well customers are usually those who need to move items from books,
magazines, personal belongings, you know, the small ones and the big ones such as
machinery, liquors and wines, feed additives are just some to name. We also have
customers that have been using our services for a long time. In terms of pricing, we based
the price off freight charge, which includes the type and numbers of packaging multiplied
by the weight of the packaging, the type of vehicle used because we offer the small
vehicles like pickup trucks and 4 wheeler vehicles, then we have those 6 wheeler and 10
143
wheeler vans and then there’s the tractor heads that can carry 20ft and 40ft chassis. So the
bigger the vehicle, the bigger the pricing, along side the destination with the gas needed.

Ablao (PM): So the type of vehicle multiplied by the type of packaging, the number and
weight of that packaging, the destination and the gas the driver will need? Did I get it
correct?

Lebria (client): Yes so now you calculated freight charge, we also have insurance cost
which is usually calculated using 2% of the total value of your goods, then the service
charge which also depends on the type of vehicle because some require higher types of
license so we take those into consideration. Then that’s it, freight charges plus insurance
cost plus service charge is the subtotal, then you get 20% of that subtotal and add it to the
subtotal then you get the total shipping cost.

Ablao (PM): So that’s the calculation of pricing?

Lebria (client): Yes, congrats you now know how to calculate shipments. After
calculating those, they either pay a down payment which is half the price or they pay in
full. They usually pay through bank transfer or if it’s cash-on-delivery, they pay the down
payment when they negotiate with us and then pay the rest when the shipments arrive.

Ablao (PM): How do they get updates about their shipments?

Lebria (client): We usually call them to update them if it’s in the branch, if we are
checking it or packaging it, the driver will be on a call with them if they will inform them
that they are on the way.

Ablao (PM): Do you guys use a software or website So how does the website operate
how long have you been using the website for the business what problems do the website
face?

Lebria (client): We have a website that was created many years ago, I think around 2010,
there you can find the services we offer and how to contact us like our branches. The
problem I guess that I can say is that customers have to contact us to get a quote, unlike
the others that can quote it themselves.

Ablao (PM): Is there any other ways for the customers to avail services aside from
contacting the business?

Lebria (client): No, not at the moment.

Ablao (PM): Supposed that we have a proposed solution for your business, what kind of
features do you want implemented.

144
Lebria (client): Well number one thing is, for a system that allows the customers to get a
sample quote using our pricing, as well as ordering there. A system that would also store
data will greatly help our employees so that they won’t scramble around papers trying to
look for that one order. If possible, a GPS system so that the drivers can focus on
delivering the goods.

Ablao (PM): Anything else?

Lebria (client): Well I heard your specialization is mobile so maybe make a system for
that one as well.

145
 APPENDIX E

UI Screen Captures of the System

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 APPENDIX F

Project Adviser/Mentor Endorsement Form

184
185
 APPENDIX G

Mentoring Forms / Progress Reports /Mock Defense Gradesheet

186
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 APPENDIX H

Functional Requirements Specifications

194
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 APPENDIX I

Sample Survey Question

196
For Customers

How satisfied are you with the level of communication provided by the freight
forwarding management system?

How satisfied are you with the transparency of the shipment tracking information
provided in the freight forwarding management system?

How easy was it to access and view the shipment information in the freight forwarding
management system?

How satisfied are you with the accuracy and completeness of the shipment information
displayed in the freight forwarding management system?

How satisfied are you with the timeliness of delivery for your shipments using the freight
forwarding management system?

For IT Experts

How satisfied are you with the level of control and flexibility provided by the freight
forwarding management system?

How satisfied are you with the speed and efficiency of the freight forwarding
management system in generating reports?

How satisfied are you with the accuracy and completeness of the financial and
accounting information provided in the freight forwarding management system?

How easy was it to learn and navigate the features of the freight forwarding management
system as an admin?

How satisfied are you with the level of automation and streamlining provided by the
freight forwarding management system for managing admin tasks?

For Staff

197
How satisfied are you with the level of training and support provided for using the freight
forwarding management system?

How satisfied are you with the accuracy and completeness of the shipment information
displayed in the freight forwarding management system?

How easy was it to access and view the shipment information in the freight forwarding
management system?

How satisfied are you with the timeliness of the delivery information provided by the
freight forwarding management system?

How satisfied are you with the level of automation and streamlining provided by the
freight forwarding management system for managing your daily tasks?

For Driver

How satisfied are you with the ease of use of the freight forwarding management system
for viewing and managing delivery schedules?

How satisfied are you with the accuracy and completeness of the delivery information
displayed in the freight forwarding management system?

How easy was it to access and view the delivery information in the freight forwarding
management system?

How satisfied are you with the level of automation and streamlining provided by the
freight forwarding management system for managing your daily tasks?

How satisfied are you with the level of communication provided by the freight
forwarding management system between drivers and staff members?

198
 APPENDIX J

Title Defense Grade sheets

199
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202
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 APPENDIX K

Pictures During Planning

204
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 APPENDIX L

Curriculum Vitae

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