Reorganising Logistics Operations Under Automation: A Case Study on Autonomous Truck Implementation in Road Freight

Abstract

The development of autonomous trucks has the potential to transform road freight transport, but the implementation of the vehicles involves more than the introduction of new vehicle technology. This study investigates how logistics service providers (LSPs) may need to reorganise their operations when autonomous trucks are introduced. Additionally, the thesis focuses on vehicle operations, customer interactions, value creation and implementation barriers. The study is based on a qualitative single case study of DFDS, combining semi-structured interviews with industry practitioners and experts with a thematic analysis approach. The Business Model Canvas (BMC) is used as an analytical framework to examine how the current business model may be changed during autonomous transport conditions. The results indicate that the truck driver currently functions as a bundled operational resource, combining driving, coordination, communication, and problem-solving tasks. When this role is reduced or removed, these functions do not disappear but must be redistributed across digital systems, new organisational roles, and predefined workflows. This indicates that implementation requires a change and reorganisation of vehicle operations rather than a technical substitution. The study further shows that customer interaction is expected to shift towards system-based and data-driven communication, while still requiring human coordination for handling unexpected situations and maintaining trust. Value creation is enhanced through improved efficiency, reliability, and vehicle utilisation. Although the core value proposition of transporting goods from point A to B remains unchanged. In addition, the findings identify regulatory constraints, organisational readiness, and ecosystem coordination as the primary barriers to implementation. The results suggest that autonomous trucks represent a systematic transformation where value creation becomes increasingly dependent on digital infrastructure, inter-organisational coordination, and institutional alignment.