Freightos Launches the First International Freight Marketplace to Power $2 Trillion in U.S. Annual Imports

Recommendation: Your executive team should adopt Freightos’ first international freight marketplace to standardize documents, align sazby, and shorten the cycle for cross-border decisions with a forward-looking view.

The platform directly connects ocean shipments with multiple participants, enabling a single, comparable view of proposed sazby z každé provider and reducing approval times across the supply chain, while serving only as a complement to ERP systems.

From a leadership team in aviv, a corporation důstojník-led group outlines a roadmap that spans years, with clear milestones for onboarding suppliers and digitizing essential documents such as bills of lading, commercial invoices, and packing lists.

With a focus on risk control and efficiency, the system stores verified documents in a secure vault and prompts users to approve a decision before data moves onward, against delays caused by missing paperwork.

In practice, the platform targets a multi-year expansion to serve thousands of participants across major markets, with annual import value approaching $2 trillion in the United States.

Action steps for corporate buyers: 1) appoint an executive sponsor and an důstojník-led project team; 2) map current documents and align them to the platform’s templates; 3) configure rate cards with the navržený values; 4) pilot with a limited set of routes, including islands and coastal ports; 5) measure days saved in documents processing and rate comparisons.

Governance shall establish a clear decision framework to approve new routes, maintain data integrity across years, and keep a transparent provider catalog so partners can grow together.

For supply-chain leaders, treat the marketplace as a strategic tool for visibility, not merely a pricing channel, and set a target to reduce landed cost variance within the first 18 months.

Practical outline for analyzing Freightos’ international marketplace rollout and related strategic moves

Recommendation: establish a public advisory board and publish a quarterly performance record to align funders, customers, and operators around clear milestones.

1. Governance and funding framework
   • Form a public advisory board for Freightos’ international marketplace rollout, including Schreiber as an advisor, with a formal charter and a vote on milestones to keep decisions accountable.
   • Define funding channels, including private funding and public investments, with a transparent capex plan and a four-quarter runway to reach first milestones.
   • Create geshers of 5–7 members drawn from importersexporters, logistics players, and tech startups to ensure broad connection and good coverage across markets.
   • Document performance expectations for the board and track progress against a final set of targets to build trust with investors and customers.
2. Strategic market mapping and performance metrics
   • Identify key players and potential partners to shape the ecosystem, including forwarders, carriers, and e-commerce merchants, and map their roles along the value chain.
   • Track bookings, pricing, and delivery performance; publish a concise record of progress each quarter, including cross-market comparisons across annual cycles.
   • Assess circumstances of diverse markets, including island markets, and adjust prioritization and investments accordingly to maximize early wins.
   • Ensure the data stream is used to surface actionable insights for the board and the advisor team, keeping the authority for decisions centralized.
3. Rollout plan, product localization, and pricing strategy
   • Launch in core corridors first, then scale to additional routes over the next two quarters, ensuring connection to local regulators and importersexporters associations.
   • Align pricing, place, and service levels by jurisdiction; offer transparent pricing for bookings and a clear path for serving small and mid-market players.
   • Engage with startups to prototype features and iterate quickly; use real-world pilots to validate product-market fit across diverse circumstances.
   • Maintain a good balance between standard offerings and local adaptations to maximize adoption across islands and remote markets.
4. Competitive landscape and strategic partnerships
   • Monitor competing marketplaces and traditional freight platforms; identify differentiators in rate transparency, speed, and reliability.
   • Form partnerships with logistics networks, customs authorities, and trade associations to strengthen the platform’s legitimacy and scale.
   • Involve schreiber input on partnership governance and ensure the board can vote on co-investment opportunities when warranted.
5. Operational signals, data discipline, and governance
   • Maintain a centralized pricing authority and a clear policy framework to prevent mispricing and ensure fair competition.
   • Establish a robust data-collection program that feeds bookings, performance indicators, and risk signals into the advisory process.
   • Ensure ongoing connections with regulators and industry bodies to streamline compliance and accelerate approvals when expanding into new regions.
6. Final recommendations and ongoing review cadence
   • Define a core KPI set: bookings volume, average margin per shipment, conversion rate from inquiry to booking, and on-time delivery performance across markets.
   • Publish a quarterly update package for the board, including investments status, risk factors, and mitigation steps, to keep stakeholders aligned.
   • Plan annual reviews of strategy with a vote by the board to adjust priorities based on performance data and changing market conditions.

How the marketplace unlocks $2 trillion in U.S. annual imports and who benefits

Start by migrating core shipment data into a single platform-driven database and adopting a standardized pricing matrix along with clear service rules. This reduces manual steps by up to 30%, speeds quote generation by roughly 2x, and makes the number of viable options easy to read for business buyers and sellers.

These changes affect affected participants across the industrys: shippers, carriers, forwarders, and brokers – as they gain visibility, more predictable pricing, and shorter sale cycles.

The platform aggregates data into proxies for rates, transit times, and service levels. With a simple read interface, teams can compare options side by side, review historical records, and negotiate with confidence.

Globally, the technology ties together the worlds of ocean, air, and rail with U.S. states and importers, expanding reach while preserving compliance.

Regarding governance, authority and regulatory bodies can rely on shared rules to keep data secure and auditable. The database records who touched each record, when, and under which terms, helping ensure fair pricing and reduce risk.

Subject to high-quality data, the platform makes collaboration easier: good carriers and other partners can become preferred participants as visibility improves and contracts become more predictable.

Recommendations: configure a baseline catalog of services, feed the database with timely updates from proxies and carriers, and monitor the number of transactions by state, route, and lane to measure impact. Read these guidelines to ensure data regarding these fields stays accurate.

How booking and payment automation improves reliability and cash flow for shippers and freight forwarders

Adopt automated booking and payment flows now to reduce delays and strengthen cash flow. Automated booking lowers manual data entry, trims errors, and speeds confirmations, lifting reliability across the network by up to 60% in pilot cases.

Payment automation compresses days outstanding (DSO) from typical 30–45 days to 15–25 days for many shippers, improving liquidity and predictability.

A unified record across orders, invoices, and cargo docs reduces disputes and accelerates settlements, boosting transparency.

For forwarding teams, a beta rollout with a small set of partners demonstrates a 20–40% reduction in manual tasks, freeing employees for higher-value work.

Key steps: map the booking life cycle, connect ERP and WMS via API, enable auto-reconciliation and e-invoicing, and establish automatic dispute resolution flags.

Security and compliance: encryption, role-based access, and immutable audit trails guard data and keep customers confident that payments land with the intended recipients.

Long-term impact includes steady growth, lower churn among clients, and a clear, real-time view of performance across teams through transparent dashboards.

In context, aviv-backed platforms can serve as a backbone for forwarding operations, relating to continuous expansion, supporting beta gains and improving record-keeping consistency.

What the Gesher I Acquisition Corp deal means for growth capital, liquidity, and going public

Recommendation: Treat the Gesher I Acquisition Corp deal as the primary route to accelerate growth capital, unlock liquidity, and provide a clear path toward going public. The transaction would align funding with a disciplined use of proceeds, support the existing strategy, and give the company a credible vehicle for expansion across years.

For growth capital, the deal creates a dedicated funding channel that the entity can deploy to accelerate product development, scale the marketplace, and broaden the customer base. With additional liquidity from a public listing, the company can pursue opportunities to invest in data capabilities, onboarding, and international registration processes across years.

Liquidity improves as the SPAC structure leads to a public registration and price discovery; those who held shares pre-close would become holders in the post-close entity, creating a tradable asset and opening opportunities for additional funding rounds.

The registration and governance framework in the target jurisdiction must be aligned with forward-looking metrics and transparent disclosure. The geshers team, as sponsor, will influence the terms of the transaction and the target price, shaping the post-close entity’s capital structure, governance, and ability to serve customers across geographies.

Within the freight ecology, the SPAC-backed entity could attract players and new entrants alike, serving customers across regions. These moves would read as signals to readread the market that the platform intends to scale both the core marketplace and value-added services, creating opportunities for data-driven pricing and partnerships that cross these years.

To execute well, management should map the target price to achievable milestones, publish a clear use of proceeds, and align with the existing customer base to maintain retention. The outcome would be an accessible market listing, enabling the company to become a public entity with broader funding capacity.

What WebCargoNet’s Spain-based acquisition adds to Freightos’ regional coverage and digital network

Recommendation: Freightos should capitalize on WebCargoNet’s Spain-based asset by prioritizing Iberian onboarding, integrating local carriers and forwarding providers, and aligning price and service commitments across the regional network now.

The move expands coverage across the Iberian Peninsula and into Southern Europe, giving Freightos a direct channel to Spanish and Portuguese carriers, forwarders, and customs providers. This strengthens the supply chain for shipments moving through Europe toward Latin America and beyond, while accelerating access to regional documentation and port-to-door workflows.

By integrating WebCargoNet’s technologies, Freightos builds a unified digital network with standardized data feeds, real-time capacity updates, and consistent service levels. Operators can find routes faster, compare prices more accurately, and quote with confidence – a win for carriers seeking efficiency and for shippers seeking predictability across multiple markets. aviv, an officer at WebCargoNet, notes that the Spain-based base enables smoother onboarding and faster value realization for both provider and customer ecosystems.

The prospectus associated with the acquisition highlights strong commitments across the board: expanding the carrier and provider roster, tightening governance, and delivering clearer price signals to buyers and brokers. This is a tangible step toward pricing transparency and streamlined negotiations in a global chain where every day brings new changes in regulatory and market conditions. The sale adds liquidity to the network, with dollars and other currencies flowing through a more integrated flow of cargo data and bookings, and it offers a clearer path for businesses to scale their freight operations across borders.

From a governance perspective, the board aligns on expanding authority for regional teams, ensuring compliance with local regulations, and maintaining open communication with users. The integration supports more accurate proxies for capacity and service levels, helping customers plan weeks in advance and adapt to shifting trade flows. Taken together, these changes strengthen Freightos’ position as a trusted provider in the freight market, ready to serve growing industrys demand for speed, transparency, and reliability in an increasingly complex supply landscape.

Step-by-step rollout plan for users: onboarding, integration, and measurable milestones over the next 6–12 months

Recommendation: Start with a two‑week onboarding sprint for each pilot user, assign an executive sponsor, provision their platform account, and deliver a focused training kit with 5 core use cases to accelerate getting value immediately.

Onboarding cadence targets: verify eligibility, gather company data, assign roles, set permission tiers, and establish a single connection to the platform. Provide onboarding checklists, a dedicated advisor, and self‑serve resources to reduce time to first shipment.

Integration plan: deliver API keys and a sandbox, guide teams through mapping fields into their ERP/WMS, tests for rate fetching and order creation, and proxies to simulate partner responses. Ensure data is encrypted in transit and audit logs are available for executives.

Three‑month milestones: number of beta customers reaches 5–8, beta adapters in place, logistics partners added across markets. Target a rate improvement of 5–10% on quote processing and a public demo of integration results.

In months 4–6, expand to additional customers, add more carriers, and expand coverage across industries, including airways suppliers, to reach broader annual volumes. Aim for a doubling of daily transaction rate and demonstrate good cost savings in final reports.

Public vs private data: publish a public dashboard on platform performance; keep sensitive rate sheets as proxies; provide capital and investments visibility path and enable customers to compare against industry benchmarks.

Network effects and governance: each new customer expands the network; with more carriers and shippers, the potential grows, so maintain weekly advisor reviews with executive sponsors, and set realistic milestones aligned to final outcomes.

6–12 month wrap‑up: combine data from industries and markets to improve matchmaking, ensure getting better rate quotes, and maintain well‑controlled risk profiles. Continue investments in platform improvements and advisor guidance to sustain momentum and realize ongoing results.