“Why Data Governance Is Now a Logistics Imperative and How Platform Ownership Reduces Revenue Leakage”- Olayinka

By Timothy Tokendo

In Nigeria’s freight forwarding and cross-border logistics ecosystem, the shift to cloud platforms has improved visibility and speed, but it has also exposed a recurring weakness: weak governance over the data that drives clearance, documentation, billing, and customer commitments. When shipment records, customs documentation, and financial transactions are not governed under one authoritative system, inconsistencies multiply across departments and external stakeholders. The results are familiar across the Nigerian trade corridor: delayed invoicing and cash conversion, billing disputes, documentation rework, demurrage and storage costs from avoidable delays, and heightened compliance exposure at a time when regulators and enterprise customers demand stronger traceability. As Nigeria works to improve port efficiency and trade competitiveness, data governance has become a frontline operational capability. In this interview, Oluwakemi Temitope Olayinka explains why platform ownership, access controls, workflow standards, and analytics are now essential to reliable logistics execution without compromising speed.

Many logistics firms have adopted platforms, yet revenue leakage and compliance failures still happen. What is the reason for this??

Oluwakemi : Digitization alone does not create control. Revenue leakage and compliance gaps often come from inconsistent data definitions, uncontrolled edits, and workflow steps that happen outside the system. When operations, finance, and customer service are working from different versions of the truth, invoicing slows down, exceptions increase, and disputes become normal. A platform becomes a system of record only when it is governed with clear standards, ownership, and enforcement.

In simple terms, what does “data governance” mean inside a freight forwarding operation?

Oluwakemi : It is the rules that make data reliable. It includes what fields must be captured, who is accountable for them, how they are validated, and who can approve changes. In logistics, governance also means traceability. If you cannot identify who changed a record, when it was changed, and why it was changed, then audit readiness is weak. Governance is what turns data into something the business can rely on for compliance and revenue workflows.

With your experience at AMG Logistics which involved CargoWise and WebTracker, how would you describe the “system of record” from a global perspective?

Oluwakemi : It means the platform becomes the authoritative source for shipment execution, regulated documentation, and the financial processes tied to those operational events. The goal is to eliminate parallel records that conflict with the system. If teams keep maintaining side spreadsheets and informal trackers, the business ends up reconciling instead of executing. When the platform is governed as the system of record, it supports consistency across departments and improves confidence in reporting.

What does effective platform ownership look like, beyond a job title? Also, many digital projects struggle with adoption. How do you think this can be remedied?

Oluwakemi : It is accountability for the platform’s operating model. Platform ownership includes defining data standards, configuring workflows, managing permissions, and ensuring adoption across business units. It also means translating operational risk, compliance requirements, and customer needs into system configurations that the organization can consistently follow. A platform owner is responsible for the platform being reliable, auditable, and usable for the entire business, not just technically available.

Governance fails when people try to sidestep it. If teams do not understand workflow logic, data standards, and the reasons behind controls, they will create workarounds. Adoption requires structured training by workflow and role, not generic training. It also requires monitoring. When you track exceptions, incomplete records, and frequent rework areas, you can correct the real friction points. Governance is continuous, not a one-time configuration.

What is the real business impact when data governance fails in freight forwarding, especially in the Nigerian context?

Oluwakemi : The impact shows up fast in cash flow and service reliability. When documentation and shipment milestones are inconsistent, invoices get delayed, disputes increase, and working capital stays trapped. In Nigeria’s environment, where port processes, exchange rate volatility, and high demurrage exposure can already strain operations, weak data governance adds friction that companies cannot afford. It turns routine execution into constant reconciliation and escalations.

How does governance relate to customs compliance and audit readiness in the Nigerian trade corridor?

Oluwakemi : In cross-border logistics, compliance is operational. If the system cannot show who changed a record, when it changed, and why, then the audit trail is weak and the organization is exposed. Governance creates traceability across documents, approvals, and status changes. That helps teams respond quickly to queries, reduces documentation rework, and strengthens confidence that the records match what was declared and executed.

Nigeria’s supply chains support manufacturers, FMCG, pharmaceuticals, and energy inputs. Where does data governance fit into national resilience?

Oluwakemi : Logistics platforms carry the data that determines whether essential goods move predictably. When governance is strong, you reduce delays, misrouting, document gaps, and avoidable exceptions that disrupt supply. That matters for industries that depend on predictable replenishment and for goods where delays create economic loss. Governance is not paperwork; it is execution reliability.

Finally, cyber risk is rising globally. What does that mean for logistics platforms used in Nigeria?

Oluwakemi : Logistics platforms are increasingly part of critical infrastructure because they connect customers, vendors, payment workflows, and regulated documents. Weak access control and uncontrolled sharing can become a security incident, not just an operational issue. Strong governance – role-based access, permission discipline, and controlled client visibility – reduces the attack surface and protects sensitive commercial data.