After the victory of the Green Truck Award in 2024, Group-GTS submitted a file for the Digital Truck Award in 2025. A strong file in which IT manager Ruben Beckers explains in detail how the transport and logistics group from Tessenderlo-Ham shapes its digital transformation.
Central to the transformation of the IT structure includes the “best-of-wide” approach: not a comprehensive ERP package, but a smart selection of specialized software tools that integrate smoothly with each other.
In-house integration
“We have experienced that every part of our organization has its own specific requirements that a single package cannot solve,” says Ruben Beckers. “We consciously opt for software solutions that meet the specific needs of a department, and ensure efficient integration with other relevant systems.”
Every business unit has its own TMS. “On the one hand, we have Business Process Automation, which manages TMS for our container segment. On the other hand, TAS-TMS supports the conventional and logistics flow. Both systems work fully automatically from the order to invoicing and can communicate with each other if there is a conjunction of services and assignments. They act.”
What the jury also convinced is the coherent approach of eight separate digitization projects that connect nicely to each other. For example, the switch to Oracle Netsuite was chosen financially for one central accounting environment, coupled with Easy Invoice for automatic invoice processing. This combination makes the classic accounting an automated and analytically controlled process.
Group-GTS also took major steps on HR plane with the introduction of AFAS Software HRIS, an HR platform in which employees can manage their file digitally, including wage letters, evaluations, training courses and even bicycle leasing. The integration with the Trimble tool and the social secretariat Acerta was realized in-house. “The integration of three large software packages required a team effect from the whole company,” said R. Beckers. “Thanks to their cooperation, we were quickly operational.”
Mygts for drivers
The company also developed its own internal communication app to actively involve drivers in the company. “Mygts is a white label version of Speakap,” says R. Beckers. “Through mygts, drivers receive company news in their mother tongue, they can get to know colleagues, give feedback and digitally on-on-on. It replaces the proliferation of WhatsApp groups and has become indispensable for the feeling of connectedness in the company.”
Another example of increased digital efficiency is the use of tablets in the trucks. “These tablets replaced the classic on -board computers three years ago. This means that the drivers can use MyGTS and have access to all necessary tools: Route planning, CMRs scanning and sending, consulting performance via NxTriver, registering holiday requests, and so on.”
Artificial Intelligence
Anyone who says digitization cannot ignore AI today. And with that, Group-GTS has already taken steps. Ai, for example, supports the recognition of invoices and detection of anomalies, while data -driven analyzes also become a new standard. Within HR there is experimentation with AI-controlled workflows and a chatbot that supports employees with practical questions about their file and company policy. Through an internal portal, built up in collaboration with up-to-date web design, employees can use AI for translations, summaries, image generation and more.
Marketing employees use AI as a creative sparring partner for content creation. “They use AI as a structural tool to increase speed, consistency and quality.”
Group-GTS is currently developing a completely new website, which will become a platform for interaction with customers and suppliers. The site gets a modern structure with new content, photography and a focus on user -friendliness. “Innovative to this website is also the use of AI to help employees create content in line with the company DNA,” says R. Beckers. “The launch is provided for the second quarter of 2025, and forms the digital final piece of the wider transformation strategy of Group-GTS.”
Group-GTS in short
• Head office: Tessenderlo-Ham
• Management: Ben Geybels (CEO), Roel Smets (COO)
• branches in the Netherlands, Germany and Poland
• Specialties: conventional and container transport, logistics services
• Turnover (in Belgium): EUR 98.09 million (2024)
• Personnel file (in Belgium): 223 employees, 243 drivers (+ 346 drivers in subcontracting)
• Fleet (in Belgium): 234 tractors, 944 trailers/trailers
• ICT investments in 2024: 1.15 million euros
