“Treasurers in transportation and logistics manage the most duties among their peers in other sectors but remain underrecognized by other department heads.” These are just some of the findings stated in the survey report, “The Impact of Misunderstood Treasurers in the Transportation Sector,” a PYMNTS Intelligence and Citi collaboration.

The report assesses treasurers’ involvement in decision-making and its impact on financial outcomes in transportation and logistics companies. The survey data provides insights into treasurers perceived influence, collaboration barriers, and opportunities to improve interdepartmental alignment.

Some of the key findings of the survey include the following:

Most transportation and logistics department heads do not consider treasurers highly influential

PYMNTS Intelligence’s latest survey finds that “Treasurers in transportation and logistics handle the broadest responsibilities among sectors, averaging five duties beyond cash management, including policy reviews. Despite their extensive involvement, only 33% of other department heads recognize treasurers as highly influential.”

By comparison, 60% of treasurers in this sector view themselves as key strategic players. The consequences? Transportation and logistics companies are failing to fully leverage their treasurer’s expertise, which could enhance cash flow predictability, lower debt and improve operational efficiency.

The need for interdepartmental collaboration

The disconnect between department heads of transportation and logistics firms—who underestimate their treasurers’ strategic value—and treasurers in this sector, who consider themselves highly influential, underscores the need for interdepartmental collaboration.

Corroborating this assertion, nearly half (49%) of department heads in transportation and logistics believe their companies require greater interdepartmental alignment—the highest share among surveyed sectors, according to the PYMNTS Intelligence survey report.

However, transportation treasurers report significant barriers to alignment, including “Limited access to leaders, exclusion from meetings, and inadequate information.” These gaps hinder collaboration, reducing treasury’s ability to contribute effectively to stronger financial performance.

The survey report recommends that addressing these issues can enhance communication, build trust, and increase awareness of treasury’s contributions. By fostering closer collaboration, treasurers can elevate their visibility within the organization, seamlessly integrate into strategic decision-making, and unlock their full potential. As per the survey report, this alignment will also improve cash flow visibility, reduce debt burdens, and accelerate cash conversion cycles, ultimately driving financial and operational growth.

Given these challenges, transportation and logistics firms must recognize that treasurers’ involvement is not just an operational necessity but a strategic imperative—especially as businesses navigate ongoing financial volatility and economic uncertainty.

The risk of underutilizing treasurers’ expertise

Data indicates that treasurers play a vital role, managing key financial functions such as cash flow management, liquidity planning, and risk mitigation, while also handling broader responsibilities like policy reviews and interdepartmental financial strategy, the survey report explains.

In recent times, corporate treasurers have gained increased prominence due to tariff and trade uncertainties, geopolitical tensions, inflationary pressures, and high interest rates. As they take on greater strategic responsibilities, organizations that recognize and utilise their treasurer’s expertise are achieving higher financial stability and long-term growth.

In this context, failing to capitalize on the treasurer’s expertise represents a significant missed opportunity. According to the PYMNTS Intelligence study, “Transportation and logistics firms risk missing critical financial opportunities if they fail to fully leverage their treasurers’ expertise”—potentially weakening their operational resilience, profitability, and ability to adapt to economic challenges.

In conclusion, as treasurers’ importance within corporations grows, they are poised to deliver even greater value and financial impact. Strengthening collaboration with department heads can result in significant organizational gains—ranging from increased profit margins and greater cash flow predictability to a higher return on investment.

This deeper alignment would also empower treasurers to embrace a more forward-looking approach—turning obstacles into strategic advantages and driving sustainable growth while reinforcing the organization’s financial strength.