Welcome back to the eFTI Insights series! This initiative is part of our effort to bring in external perspectives from professionals outside the eFTI project community and gather their views on what eFTI means in practice and for the future of the industry.
Our host for this edition is Ilarion Khapin, Business Development Officer at Hegelmann Group, who kindly accepted to share with us his thoughts. Enjoy your reading!
As a major logistics group operating across multiple EU countries, how do you interpret the eFTI Regulation — as a compliance milestone or as part of a broader digital transformation journey?
From our perspective, the eFTI Regulation is not just a compliance requirement — it is a catalyst for a broader digital transformation.
While compliance is the initial driver, the real value lies in the standardisation and digitalisation of freight data across the entire logistics chain. For large, multi-country logistics groups, this creates a clear opportunity to move away from fragmented, document-based processes and towards structured, real-time data flows.
In our case, eFTI fits directly with ongoing initiatives such as e-CMR and AI-driven ERP automation. It supports a shift from reactive, document-driven operations to a more proactive, data-driven way of managing logistics.
What concrete impact does eFTI have on the internal organisation of a large, multi-entity logistics group — in terms of processes, governance and IT architecture?
The impact is significant and touches several areas at once. On processes, companies need to move from paper-based or partially digital workflows to fully digital and standardised ones. This affects the whole transport lifecycle, from execution to document handling and even invoicing readiness.
In terms of governance, eFTI introduces the need for stronger and more centralised data management. That means clear ownership of data, shared quality standards and consistent compliance monitoring across different entities within the group.
On the IT side, it pushes organisations towards more interoperable systems, API-based data exchange and deeper integration between transport platforms, telematics and ERP systems. For many large groups, this also means rethinking legacy systems and moving towards a more unified digital environment.
Implementing regulatory digital requirements is rarely just a technical adjustment. What kind of complexities should logistics companies realistically anticipate?
It is definitely not just a technical upgrade. Companies should expect a mix of operational, organisational and integration challenges.
One key issue is ensuring that data is captured correctly at the source — for example by drivers or subcontractors. Without reliable input, the rest of the system struggles.
There is also the challenge of aligning across borders. Different levels of digital maturity across countries and partners can create friction. At the same time, employees need to adapt to a new way of working, moving from document handling to managing exceptions, which requires both training and a cultural shift.
Integration is another major area. Connecting eFTI requirements with existing ERP, TMS and telematics systems is often more complex than expected. On top of that, companies may face some uncertainty due to different interpretations of requirements across jurisdictions and control authorities.
From your perspective, how is the European logistics sector prepared for 2027? Where do you see the biggest gaps today?
The sector is moving forward, but it is not fully ready yet.
There are clear strengths. Adoption of e-CMR is increasing, companies are investing more in digital platforms, and there is growing awareness of the regulatory direction.
However, important gaps remain. Data models are not yet fully standardised across stakeholders, and interoperability between systems is still limited. Adoption is uneven, especially when it comes to SMEs and subcontractors, and alignment between private companies and control authorities is not always strong enough.
Overall, the biggest gap is not technology — it is the lack of synchronisation across the ecosystem.
In your view, what conditions will contribute to a successful implementation of digital freight information exchange between economic operators and Control Authorities?
Success will depend on a combination of factors working together.
Standardisation is key, with clear and unified data standards across the EU. Interoperability is just as important, ensuring smooth communication between platforms, systems and authorities.
There also needs to be regulatory clarity, with consistent interpretation and enforcement across Member States. At the same time, adoption must extend across the entire value chain, including carriers, subcontractors and logistics partners.
Reliable data capture at source is essential, supported for example by e-CMR and telematics. And finally, strong collaboration between the private sector and control authorities will be critical to make the system work effectively.
Looking beyond compliance, how do you see eFTI contributing to long-term efficiency, transparency and competitiveness in European logistics?
Beyond compliance, eFTI has the potential to reshape the industry in a very practical way.
On efficiency, it can reduce administrative workload, speed up invoicing and lower operational costs. On transparency, it enables real-time visibility of transport operations and improves auditability and compliance.
But perhaps most importantly, it strengthens competitiveness. Companies that move towards fully digital workflows will have a clear advantage. They will be better positioned to scale automation and AI, and to respond more quickly to market changes.
In the long term, eFTI supports a broader shift towards fully digital and automated logistics ecosystems, where data — rather than documents — becomes the foundation of operations.
Ilarion Khapin is a senior manager with over seven years of experience in top corporate roles, including CIO, CPO and BDO, across international logistics environments. He has a strong track record in driving organisational transformation, aligning operations and improving performance through data-driven approaches and process redesign. At Hegelmann Group, he leads digital transformation and efficiency initiatives, focusing on integrating technology into core business operations.
Missed our first interview? Read it here!
