Digital transformation in international physical distribution is often constrained by fragmented customer, documentary, operational, fleet, cost, and financial information in transport firms operating in emerging economies. Although ERP and CRM systems have been widely studied, their integration is rarely operationalized as a measurable decision-support capability for Lean–Agile logistics. This article addresses this gap by proposing a KPI-based ERP–CRM framework structured around process-fragmentation diagnosis, ERP–CRM functional architecture, KPI operationalization, scenario-based comparison of digital integration configurations, and sensitivity analysis. The framework is evaluated through a case-based design science research approach using aggregated and anonymized company records from January to December 2025. KPIs cover commercial, documentary, operational, fleet, cost, financial, and documentation-related dimensions, and scenarios range from S0 baseline to S5 ERP–CRM with alerts. Under the defined scenario assumptions, the global performance index increases from 100.0 to 132.9, quotation cycle time decreases from 18.50 to 12.76 h, and operating cost decreases from USD 3.05 to 2.35 million. ERP-focused configurations improve documentary control, fleet coordination, and cost visibility, while CRM-focused configurations strengthen quotation management and customer responsiveness. Overall, integrated ERP–CRM coordination produces a more balanced KPI performance pattern and strengthens logistics–financial visibility, while green implications remain limited to documentation-related process outcomes.