Feature Stories Archives - Inbound Logistics https://www.inboundlogistics.com/articles/category/feature-stories/ Tue, 29 Jul 2025 19:56:06 +0000 en-US hourly 1 https://wordpress.org/?v=6.8.1 https://www.inboundlogistics.com/wp-content/uploads/cropped-favicon-32x32.png Feature Stories Archives - Inbound Logistics https://www.inboundlogistics.com/articles/category/feature-stories/ 32 32 2025 Inbound Logistics Perspectives: 3PL Market Research Report https://www.inboundlogistics.com/articles/2025-inbound-logistics-perspectives-3pl-market-research-report/ Tue, 29 Jul 2025 15:05:32 +0000 https://www.inboundlogistics.com/?post_type=articles&p=44458 Amid policy shifts and uncertainty, geopolitical volatility, and fast-rising new technology solutions, third-party logistics (3PL) providers are adopting and evolving to serve the changing needs of their clients. The 2025 Inbound Logistics 3PL Perspectives report highlights how recent adjustments are shaping 3PL services and operations, while also revealing shifts in the diverse shipper landscape they support.

This year, which marks the 20th year of the report, we see some formerly trending topics such as sustainability and blockchain losing traction, while others—artificial intelligence, of course—gaining steam. It also shows that even as 3PLs point to the increased difficulty of finding and retaining clients in the current climate, they are enjoying profitability at a higher rate than one year ago.

After you read the report, peruse our list of the 2025 Top 100 3PLs (page 74) to learn more about the leaders in the field and the vital role that they play for shippers, helping to manage supply chains that grow more complex—and critical—with every passing year.

ABOUT THE 3PL RESPONDENTS

ASSET-BASED OR NON-ASSET BASED:
Both: 57%
Non-asset: 36%
Asset-based: 7%
GEOGRAPHIC COVERAGE:
North America: 41%
Global: 35%
U.S. Only: 24%

This year’s participating 3PL respondents report a total of more than $196 billion in gross sales in 2024 (though not all participants share sales numbers). That number is up $2 billion from last year, a relatively modest increase compared to the $21-billion uptick that was reflected in the 2023 survey. Nevertheless the data suggests that despite global friction, total revenues have increased from 2023.

Of this year’s respondents, 57% of 3PLs offer both asset-based and non-asset based services, 36% define themselves as non-asset-based, and a mere 7% are asset-based only. Meanwhile, 41% focus their coverage on North America, 35% offer global coverage, and 24% service the U.S. only.

MARKETS SERVED:
Transportation: 90%
Manufacturing: 83%
Retail: 83%
Ecommerce: 68%
Wholesale: 67%
Services/Government: 52%

Transportation remains the leading market served, with 90% of 3PLs reporting it as one of their primary areas of operation. Other top verticals served include manufacturing (83%, down four percentage points from last year) and retail (83%, down a sharp eight percentage points from 2023). Ecommerce holds steady in the fourth spot, though the 68% of providers serving it marks a six-point decline from two years ago.

Notably, the survey shows a stark drop in providers serving the wholesale market, declining from 83% in 2023 to 76% last year, and all the way to 67% in this year’s report. Meanwhile, the services/government sector remains the most underserved of the categories captured on the survey, with just 52% of providers including it in their clientele—down five points from last year.

Top Challenges Shippers Face

Shippers are contending with an array of challenges, but this year’s survey respondents seem to be less concerned than they were last year. For instance, cutting transport costs continues to be the most-cited challenge, but the percentage of shippers who view it that way dropped from 41% to 32% in one year. Other top shipper challenges also show marked declines in the past year, including business process improvement (22%, down 11 percentage points), improving customer service (18%, down 10 points) and supply chain visibility (16%, down nine points).

Also mentioned at a lower rate than last year are: managing inventory (15%, down four points); reducing labor costs (14%, down five points); expanding to new markets via selling (11%, down one point); finding, training, and retaining qualified labor (11%, down five points,); and technology strategy and implementation (10%, down three points).

Top Challenges 3PLs Face

When it comes to challenges facing 3PLs, the top of this year’s survey looks like the top of last year’s survey: rising operational costs remain well-entrenched at No. 1, receiving a vote from 72% of respondents—down just one point from 2024. However, in general, the survey shows major shifts in 3PL challenges.

For instance, technology investment lands well back in the No. 2 slot at 56%, reflecting a decline of 10 percentage points in two years as more 3PLs become comfortable in that area. Meanwhile, heading in the opposite direction, the third-biggest challenge among respondents this year is finding and retaining customers—surging 13 points to 46% in two years, suggesting the competition for clients has grown more intense.

Other 3PL challenges logging major declines include finding, training, and retaining qualified labor (46%, down 13 points since 2023—a hopeful sign for the enduring staffing issues that have afflicted many in the industry); capacity (31%, down 15 points); and corporate responsibility, including sustainability (21%, down a striking 17 points as policy shifts undermine the previous emphasis in that area). Not everything has gotten easier, though. Compliance/regulations (43%, up 11 points), contingency planning/risk management (39%, up 12 points), and making a profit (30%, up 14 points) have all grown harder in the past two years, according to 3PL respondents.

Special Services 3PLs Offer

The top five special services 3PLs offer this year are logistics/transportation consulting (83%), direct to store (71%), reverse logistics/product lifecycle management (69%), import/export/customs (57%), and sustainability/green logistics (54%). Those were also the five most-popular special services in last year’s survey, but sustainability/green logistics dropped 12 points from one year ago and fell from third to fifth in the rankings—another sign of a shift away from that once-ascendant priority. Among the big movers lower down the rankings, foreign trade zone jumped 14 points to 43% in the past two years, highlighting a growing area of opportunity for providers.

Shippers, What is the Top Reason for a Failed 3PL Partnership?

Shippers, Is Price or Service More Important?

Two years ago, a whopping 60% of shipper respondents listed poor customer service as the top reason for a failed 3PL partnership, but that number declined to 36% last year and dropped another two points to 34% this year. However, it still is shippers’ No. 1 reason for a failed partnership, topping failed expectations (28%) and cost (22%). Shippers overwhelmingly consider service to be more important than price by a count of 72% to 28%.

Strategies Shippers and 3PLs Use to Manage Challenges

When navigating challenges, shippers and 3PLs use a host of approaches. This year, 59% of respondents point to nearshoring or reshoring as a strategy they favor, while close behind, 58% say they use supply chain design. Other common strategies include DC network optimization and realignment (54%), lean best practices (54%), and strategic sourcing strategies (50%). Supply chain decentralization posted the largest jump in the category, rising eight percentage points to 26% in one year.

Should Shippers Partner with One or More 3PLs?

On the question of whether shippers should partner with more than one 3PL, the replies are nearly identical to last year’s survey, with 40% saying it depends, 33% saying they should stick to one 3PL, and 27% saying more than one is preferrable.

Those who advocate for just one 3PL point to the value of consistency of processes, while those who see the benefits of working with multiple 3PLs note the advantages of a diversification of providers and the possible need for different areas of specialization.

Services Shippers Buy

The services shippers purchase have shifted significantly over the past two years, with many seeing dramatic declines in the 2025 survey. Motor freight, at 78%, ranks highest among respondents. Logistics technology, TMS, and WMS, ranks second at 62%, which reflects a 10-point drop from last year.

Other critical services, cited by more than half of respondents, include third-party logistics solutions (59%, down 10 points from last year) and expedited, small package deliveries (51%, down 23 points). Among services seeing the steepest declines are warehousing, fulfillment DC services (down 28 points to 36%); ocean/ocean intermodal (down 16 points to 28%); air freight, expedited (down 33 points to 21%); global shipping, freight forwarding solutions (down 21 points to 19%); and materials handling equipment & solutions (down 21 points to 14%). No area saw a similarly notable increase in the report.

3PL Services & Capabilities

The transportation services and capabilities 3PLs provide have remained steady over the past three years. Truckload (90%) and LTL (86%) are the clear No. 1 and No. 2, with intermodal (69%), rail (65%), and dedicated contract carriage (64%) rounding out the top five. The most common logistics services and capabilities are inbound logistics (90%), inventory management (72%), just in time (69%), 4th-party logistics (61%), and omnichannel logistics (61%).

Electronic data interchange (94%) repeats again this year as No. 1 among technology services and capabilities offered by 3PLs, followed by visibility (86%), transportation management system (84%), optimization (77%), and ERP integration (75%).

3PL respondents report healthy sales during their most recent measurement period. Twelve percent cite sales growth of 20% or more, while 13% say they are up approximately 15%. Another 45% report growth of 5% or 10%. The most significant shifts from last year appear at the lower end of the sales spectrum. Only 3% of respondents report a sales decline of 10% or more—down from 13% in 2024. But that doesn’t mean everyone experienced strong growth: 20% report flat sales, a six-point increase over last year. Among those who saw no growth or a loss, some point to a soft freight demand environment as keeping sales muted.

Meanwhile, growth in customer base this year is very similar to 2024: 11% of respondents say their customer base increased 20% or more—matching last year—and 5% report growth at the 15% threshold, down 2 points from 2024. Of interest, only 2% indicate a drop of 10% or more to their customer base, the smallest number in the past three surveys.

Profits are decidedly up among respondents, with 69% reporting profit of some kind in the most recent measurement period, a jump of nine points from one year ago. That includes 16% seeing growth of 20% or more, a full seven points higher than 2024.

Only 5% of respondents saw profits drop by 10% or more—down from 13% last year. While inflation pressured margins, many credit gains to improved efficiency through technology and automation.

Most Impactful Technologies


Artificial intelligence’s dramatic impact on the 3PL sector is undeniable (see chart below for the increase in usage since 2020). Respondents show AI as the clear-cut winner when asked about the most impactful technologies in the field, garnering 94% of replies. This marks an increase of 10 percentage points in the past two years.

Ranking in a distant second place (46%)among impactful technologies is driverless vehicles. Other technologies on the impactful list have faded in prominence since last year, according to respondents, especially Internet of Things (24%, down 16 points in two years), blockchain (18%, down 10 points), and wearable technology (13%, down 10 points).

The post 2025 Inbound Logistics Perspectives: 3PL Market Research Report appeared first on Inbound Logistics.

]]> Amid policy shifts and uncertainty, geopolitical volatility, and fast-rising new technology solutions, third-party logistics (3PL) providers are adopting and evolving to serve the changing needs of their clients. The 2025 Inbound Logistics 3PL Perspectives report highlights how recent adjustments are shaping 3PL services and operations, while also revealing shifts in the diverse shipper landscape they support.

This year, which marks the 20th year of the report, we see some formerly trending topics such as sustainability and blockchain losing traction, while others—artificial intelligence, of course—gaining steam. It also shows that even as 3PLs point to the increased difficulty of finding and retaining clients in the current climate, they are enjoying profitability at a higher rate than one year ago.

After you read the report, peruse our list of the 2025 Top 100 3PLs (page 74) to learn more about the leaders in the field and the vital role that they play for shippers, helping to manage supply chains that grow more complex—and critical—with every passing year.

ABOUT THE 3PL RESPONDENTS

ASSET-BASED OR NON-ASSET BASED:
Both: 57%
Non-asset: 36%
Asset-based: 7%
GEOGRAPHIC COVERAGE:
North America: 41%
Global: 35%
U.S. Only: 24%

This year’s participating 3PL respondents report a total of more than $196 billion in gross sales in 2024 (though not all participants share sales numbers). That number is up $2 billion from last year, a relatively modest increase compared to the $21-billion uptick that was reflected in the 2023 survey. Nevertheless the data suggests that despite global friction, total revenues have increased from 2023.

Of this year’s respondents, 57% of 3PLs offer both asset-based and non-asset based services, 36% define themselves as non-asset-based, and a mere 7% are asset-based only. Meanwhile, 41% focus their coverage on North America, 35% offer global coverage, and 24% service the U.S. only.

MARKETS SERVED:
Transportation: 90%
Manufacturing: 83%
Retail: 83%
Ecommerce: 68%
Wholesale: 67%
Services/Government: 52%

Transportation remains the leading market served, with 90% of 3PLs reporting it as one of their primary areas of operation. Other top verticals served include manufacturing (83%, down four percentage points from last year) and retail (83%, down a sharp eight percentage points from 2023). Ecommerce holds steady in the fourth spot, though the 68% of providers serving it marks a six-point decline from two years ago.

Notably, the survey shows a stark drop in providers serving the wholesale market, declining from 83% in 2023 to 76% last year, and all the way to 67% in this year’s report. Meanwhile, the services/government sector remains the most underserved of the categories captured on the survey, with just 52% of providers including it in their clientele—down five points from last year.

Top Challenges Shippers Face

Shippers are contending with an array of challenges, but this year’s survey respondents seem to be less concerned than they were last year. For instance, cutting transport costs continues to be the most-cited challenge, but the percentage of shippers who view it that way dropped from 41% to 32% in one year. Other top shipper challenges also show marked declines in the past year, including business process improvement (22%, down 11 percentage points), improving customer service (18%, down 10 points) and supply chain visibility (16%, down nine points).

Also mentioned at a lower rate than last year are: managing inventory (15%, down four points); reducing labor costs (14%, down five points); expanding to new markets via selling (11%, down one point); finding, training, and retaining qualified labor (11%, down five points,); and technology strategy and implementation (10%, down three points).

Top Challenges 3PLs Face

When it comes to challenges facing 3PLs, the top of this year’s survey looks like the top of last year’s survey: rising operational costs remain well-entrenched at No. 1, receiving a vote from 72% of respondents—down just one point from 2024. However, in general, the survey shows major shifts in 3PL challenges.

For instance, technology investment lands well back in the No. 2 slot at 56%, reflecting a decline of 10 percentage points in two years as more 3PLs become comfortable in that area. Meanwhile, heading in the opposite direction, the third-biggest challenge among respondents this year is finding and retaining customers—surging 13 points to 46% in two years, suggesting the competition for clients has grown more intense.

Other 3PL challenges logging major declines include finding, training, and retaining qualified labor (46%, down 13 points since 2023—a hopeful sign for the enduring staffing issues that have afflicted many in the industry); capacity (31%, down 15 points); and corporate responsibility, including sustainability (21%, down a striking 17 points as policy shifts undermine the previous emphasis in that area). Not everything has gotten easier, though. Compliance/regulations (43%, up 11 points), contingency planning/risk management (39%, up 12 points), and making a profit (30%, up 14 points) have all grown harder in the past two years, according to 3PL respondents.

Special Services 3PLs Offer

The top five special services 3PLs offer this year are logistics/transportation consulting (83%), direct to store (71%), reverse logistics/product lifecycle management (69%), import/export/customs (57%), and sustainability/green logistics (54%). Those were also the five most-popular special services in last year’s survey, but sustainability/green logistics dropped 12 points from one year ago and fell from third to fifth in the rankings—another sign of a shift away from that once-ascendant priority. Among the big movers lower down the rankings, foreign trade zone jumped 14 points to 43% in the past two years, highlighting a growing area of opportunity for providers.

Shippers, What is the Top Reason for a Failed 3PL Partnership?

Shippers, Is Price or Service More Important?

Two years ago, a whopping 60% of shipper respondents listed poor customer service as the top reason for a failed 3PL partnership, but that number declined to 36% last year and dropped another two points to 34% this year. However, it still is shippers’ No. 1 reason for a failed partnership, topping failed expectations (28%) and cost (22%). Shippers overwhelmingly consider service to be more important than price by a count of 72% to 28%.

Strategies Shippers and 3PLs Use to Manage Challenges

When navigating challenges, shippers and 3PLs use a host of approaches. This year, 59% of respondents point to nearshoring or reshoring as a strategy they favor, while close behind, 58% say they use supply chain design. Other common strategies include DC network optimization and realignment (54%), lean best practices (54%), and strategic sourcing strategies (50%). Supply chain decentralization posted the largest jump in the category, rising eight percentage points to 26% in one year.

Should Shippers Partner with One or More 3PLs?

On the question of whether shippers should partner with more than one 3PL, the replies are nearly identical to last year’s survey, with 40% saying it depends, 33% saying they should stick to one 3PL, and 27% saying more than one is preferrable.

Those who advocate for just one 3PL point to the value of consistency of processes, while those who see the benefits of working with multiple 3PLs note the advantages of a diversification of providers and the possible need for different areas of specialization.

Services Shippers Buy

The services shippers purchase have shifted significantly over the past two years, with many seeing dramatic declines in the 2025 survey. Motor freight, at 78%, ranks highest among respondents. Logistics technology, TMS, and WMS, ranks second at 62%, which reflects a 10-point drop from last year.

Other critical services, cited by more than half of respondents, include third-party logistics solutions (59%, down 10 points from last year) and expedited, small package deliveries (51%, down 23 points). Among services seeing the steepest declines are warehousing, fulfillment DC services (down 28 points to 36%); ocean/ocean intermodal (down 16 points to 28%); air freight, expedited (down 33 points to 21%); global shipping, freight forwarding solutions (down 21 points to 19%); and materials handling equipment & solutions (down 21 points to 14%). No area saw a similarly notable increase in the report.

3PL Services & Capabilities

The transportation services and capabilities 3PLs provide have remained steady over the past three years. Truckload (90%) and LTL (86%) are the clear No. 1 and No. 2, with intermodal (69%), rail (65%), and dedicated contract carriage (64%) rounding out the top five. The most common logistics services and capabilities are inbound logistics (90%), inventory management (72%), just in time (69%), 4th-party logistics (61%), and omnichannel logistics (61%).

Electronic data interchange (94%) repeats again this year as No. 1 among technology services and capabilities offered by 3PLs, followed by visibility (86%), transportation management system (84%), optimization (77%), and ERP integration (75%).

3PL respondents report healthy sales during their most recent measurement period. Twelve percent cite sales growth of 20% or more, while 13% say they are up approximately 15%. Another 45% report growth of 5% or 10%. The most significant shifts from last year appear at the lower end of the sales spectrum. Only 3% of respondents report a sales decline of 10% or more—down from 13% in 2024. But that doesn’t mean everyone experienced strong growth: 20% report flat sales, a six-point increase over last year. Among those who saw no growth or a loss, some point to a soft freight demand environment as keeping sales muted.

Meanwhile, growth in customer base this year is very similar to 2024: 11% of respondents say their customer base increased 20% or more—matching last year—and 5% report growth at the 15% threshold, down 2 points from 2024. Of interest, only 2% indicate a drop of 10% or more to their customer base, the smallest number in the past three surveys.

Profits are decidedly up among respondents, with 69% reporting profit of some kind in the most recent measurement period, a jump of nine points from one year ago. That includes 16% seeing growth of 20% or more, a full seven points higher than 2024.

Only 5% of respondents saw profits drop by 10% or more—down from 13% last year. While inflation pressured margins, many credit gains to improved efficiency through technology and automation.

Most Impactful Technologies


Artificial intelligence’s dramatic impact on the 3PL sector is undeniable (see chart below for the increase in usage since 2020). Respondents show AI as the clear-cut winner when asked about the most impactful technologies in the field, garnering 94% of replies. This marks an increase of 10 percentage points in the past two years.

Ranking in a distant second place (46%)among impactful technologies is driverless vehicles. Other technologies on the impactful list have faded in prominence since last year, according to respondents, especially Internet of Things (24%, down 16 points in two years), blockchain (18%, down 10 points), and wearable technology (13%, down 10 points).

The post 2025 Inbound Logistics Perspectives: 3PL Market Research Report appeared first on Inbound Logistics.

]]> 2025 Top 100 3PLs https://www.inboundlogistics.com/articles/top-100-3pls/ Mon, 21 Jul 2025 13:31:31 +0000 https://www.inboundlogistics.com/?post_type=articles&p=37337

AIT Worldwide Logistics

630-766-8300 | aitworldwide.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Allen Lund Company

818-790-8412 | allenlund.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, TMS

Alliance Shippers

708-802-7000 | alliance.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, JIT, Shared Services
WAREHOUSING SERVICES: Crossdocking, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, TMS, Visibility

Allstates WorldCargo

407-633-7123 | allstates-worldcargo.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, TL, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Import/Export/Customs
TECHNOLOGY: EDI, ERP Integration, GTM, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

Amazon Freight

freight.amazon.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. Only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services
WAREHOUSING SERVICES: Bulk Storage, Auto-Replenishment, Omnichannel Distribution
TRANSPORTATION SERVICES: Air, Ocean, Truckload, LTL, Intermodal, Rail, Final Mile
SPECIAL SERVICES: Supply Chain by Amazon
TECHNOLOGY: Real-Time Network, GPS Tracking, Optimization Algorithms, Machine Learning, AI-Enabled Solutions, Smart Trailer Sensors, Online Booking and Tracking Portal, Digital Pricing and Invoicing, Predictive Disruption Resolution

APL Logistics

602-606-8861 | apllogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Intermodal, Ocean, Rail
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Approved Freight Forwarders

951-490-6383 | approvedforwarders.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, Optimization, RFID, Supply Chain Design, TMS, WMS

ArcBest

800-610-5544 | arcb.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, JIT, Omnichannel Logistics, Supply Chain Finance, Vendor Management
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Arvato

847-970-1673 | arvato.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, LTL, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

Ascent Global Logistics

800-614-1348 | ascentlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, TMS, Visibility

Associated Logistics Group

877-744-7254 | associatedlogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, JIT, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility

Atlanta Bonded Warehouse

678-322-3120 | atlantabonded.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Supply Chain Design, TMS, Visibility, WMS

Automated Logistics Systems

800-551-9399 | automatedlogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, JIT, Supply Chain Finance
WAREHOUSING SERVICES: Crossdocking, Fulfillment, Pick/Pack, Subassembly
TRANSPORTATION SERVICES: Air, Bulk, DCC, LTL, Ocean, Truckload,
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Import/Export/Customs
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Supply Chain Design, TMS, Visibility, WMS

Barrett Distribution Centers

724-355-1804 | barrettdistribution.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Equipment/Drivers, Final Mile, LTL, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Bender Warehouse Company

775-788-8800 | bendergroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Fleet Acquisition, LTL, Ocean, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Optimization, Supply Chain Design, Visibility, WMS

BlueGrace Logistics

800-697-4477 | mybluegrace.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Supply Chain Finance
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility

Brown Integrated Logistics

770-882-8082 | brownwestlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Rail, Small Package, TL, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Supply Chain Design, TMS, Visibility, WMS

Capstone Logistics

678-385-4189 | capstonelogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Logistics Process Reengineering, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Small Package, TL, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, Labor Mgmt., Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, TMS, WMS

C.H. Robinson

952-221-4615 | chrobinson.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Import/Export/Customs, Logistics/Transport Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

CJ Logistics America

800-372-1960 | america.cjlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global, North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Comprehensive Logistics

239-494-4800 | complog.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Services/Government, Transportation
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Rail, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/Product Lifecycle Management, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Covenant Logistics

423-821-1212 | covenantlogistics.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, LTL, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, ERP Integration, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, WMS

Crowley

800-276-3599 | crowley.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, Just-in-Time, Logistics Process Reengineering, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

CT Logistics

216-267-2000 | ctlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Wholesale
LOGISTICS SERVICES: Inbound Logistics, JIT, Logistics Process Reengineering, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, DCC, Equipment/Drivers, Intermodal, LTL, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: EDI, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility

CTSI-Global

888-836-5135 | ctsi-global.com/book-a-demo

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Supply Chain Finance
SPECIAL SERVICES: Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility

DHL Supply Chain North America

614-865-8500 | dhl.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: LLP/4th-Party Logistics, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Dimerco Express Group

886-227-96366 | dimerco.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Distribution Technology

704-587-5633 | distributiontechnology.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, JIT, Omnichannel Logistics
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, LTL, Rail, Small Package, TL
SPECIAL SERVICES: Direct to Home/Store, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

EASE Logistics

614-553-7007 | easelogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, LTL, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, IoT/IIoT Enablement, Optimization, Predictive Analytics, TMS, Visibility, WMS

Echo Global Logistics

855-747-3246 | echo.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

ELM Global Logistics

631-299-3595 | elmlogistics.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

eShipping

816-505-0198 | eshipping.biz

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., Shared Services, Supply Chain Finance, Vendor Mgmt.
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, TMS, Visibility

Evans Distribution Systems

313-322-3800 | evansdist.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Fidelitone

847-487-7269 | fidelitone.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, Global Expansion, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

FLS Transportation Services

855-297-9197 | flstransport.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, JIT, Omnichannel Logistics
WAREHOUSING SERVICES: Crossdocking, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: EDI, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility

General Dynamics

800-424-0230 | www.supplychainmanagement-GDIT

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Transportation, Services/Government
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, Final Mile, LTL, Ocean, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

GEODIS

615-514-0331 | geodis.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Mgmt.
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

GPA Logistics Group

909-349-4769 | gpalogisticsgroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: LTL, Truckload
SPECIAL SERVICES: FTZ, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: EDI, ERP Integration, Optimization, Visibility, WMS

Green Worldwide Shipping

404-974-2910 | greenworldwide.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

GXO

203-489-1287 | gxo.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: LLP/4th Party Logistics, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Holman Logistics

253-872-7140 | holmanusa.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Hub Group

800-377-5833 | hubgroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

J.B. Hunt Transport Services

800-452-4868 | jbhunt.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Jarrett

877-392-9811 | gojarrett.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: Air, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: ERP Integration, Optimization, Predictive Analytics, TMS, Visibility, WMS

Kenco

800-758-3289 | kencogroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Landstar System

877-696-4507 | landstar.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, JIT
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/Product Lifecycle Management
TECHNOLOGY: CRM/SRM, EDI, Optimization, Predictive Analytics, TMS, Visibility

Legacy Supply Chain

800-361-5028 | legacyscs.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Import/Export/Customs, Labor Mgmt., Logistics/Transport Consulting, Reverse Logistics/PLM
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

Logistics Plus

866-564-7587 | logisticsplus.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Supply Chain Finance, Vendor Mgmt.
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Logistix Company, The

401-595-3865 | thelogistixco.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inventory Management, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, Global Trade Management, Optimization, Predictive Analytics, Supply Chain Design, TMS, WMS

Loup Logistics

800-303-4544 | louplogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Lynden

888-596-3361 | lynden.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: EDI, Optimization, RFID, Visibility

Mallory Alexander International Logistics

901-367-9400 | mallorygroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, Logistics Process Reengineering
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, RFID, TMS, Visibility, WMS

Matson Logistics

630-203-3500 | matsonlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, TMS, Visibility, WMS

MD Logistics

317-838-8900 | mdlogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Retail, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Ecommerce, Fulfillment, Pick/Pack, Subassembly, VMI
TRANSPORTATION SERVICES: Air, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

MODE Global

800-434-8881 | modeglobal.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

NFI

877-634-3777 | nfiindustries.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, Logistics Process Reengineering, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/Product Lifecycle Management, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Novo Logistics

803-334-3024 | novo-usa.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, LTL, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Labor Management, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Supply Chain Design, Visibility, WMS

NRS

404-662-6511 | nrs3pl.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, LTL, Ocean, Small Package, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Labor Management
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, TMS, Visibility, WMS

NXTPoint Logistics

833-835-1201 | nxtpointlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

ODW Logistics

614-549-5000 | odwlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Intermodal, LTL, Rail, Small Package, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Odyssey Logistics

888-352-4409 | odysseylogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

Pegasus Logistics Group

467-671-0300 | pegasuslogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Penske Logistics

800-529-6531 | penskelogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Phoenix Logistics

414-253-8010 | phoenix3PL.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Supply Chain Design, TMS, Visibility, WMS

Polaris Transportation Group

905-671-3100 | polaristransport.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: LTL, Truckload
SPECIAL SERVICES: Direct to Store, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Predictive Analytics, TMS, Visibility, WMS

Prosponsive Logistics

800-533-3922 | prosponsive.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: LLP, Global Trade Services, Inbound Logistics
WAREHOUSING SERVICES: JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management, Crossdocking, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management

PSA BDP

215-629-8900 | psabdp.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, Vendor Managed Inventory
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

R2 Logistics

214-451-4671 | r2logistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, JIT, Logistics Process Reengineering, Omnichannel Logistics
TRANSPORTATION SERVICES: Air, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Direct to Store, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: EDI, Optimization, Supply Chain Design, TMS, Visibility

RBW Logistics

912-215-6080 | rbwlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, LTL, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Import/
Export/Customs, Labor Management,
Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

RedStone Logistics

888-733-5030 | redstonelogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Site Selection
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility

Redwood Logistics

884-467-3396 | redwoodlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inventory Management, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Pick/Pack, Subassembly, Vendor Managed Inventory
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, Optimization, Visibility, WMS

Regal Logistics

253-922-2250 | regallogistics.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Fleet Acquisition, LTL, Rail, Truckload, White Glove
SPECIAL SERVICES: Direct to Store, FTZ, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, RFID, Supply Chain Design, TMS, Visibility, WMS

Rinchem Company

505-345-3655 | www.rinchem.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Supply Chain Finance
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Predictive Analytics, Supply Chain Design, TMS, Visibility, Warehouse Management System

Romark Logistics

908-789-2800 | romarklogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, TMS, Visibility, WMS

RSI Logistics

517-349-7713 | rsilogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Transportation
LOGISTICS SERVICES: Inbound Logistics, Supply Chain Finance
WAREHOUSING SERVICES: Transloading
TRANSPORTATION SERVICES: Intermodal, Rail, White Glove
SPECIAL SERVICES: Logistics & Transport Consulting
TECHNOLOGY: EDI, ERP Integration, Optimization, TMS, Visibility

Ruan

515-245-2565 | ruan.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Transportation
LOGISTICS SERVICES: Inventory Management, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Truckload
SPECIAL SERVICES: Direct to Store, Marketing/Customer Service/Call Center, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Ryder System

305-500-3726 | ryder.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Saddle Creek Logistics Services

888-878-1177 | sclogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, DCC, Intermodal, LTL, Rail, Small Package, Truckload
SPECIAL SERVICES: Direct to Home, Direct to Store, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, Predictive Analytics, RFID, TMS, Visibility, WMS

Scan Global Logistics

180-044-4029 | www.scangl.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, TMS, Visibility, WMS

Schneider

920-370-7188 | schneider.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility

SEKO Logistics

630-919-4800 | sekologistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Source Logistics

323-887-3884 | sourcelogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Standard Logistics

833-739-2008 | standardls.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Manufacturing, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics
WAREHOUSING SERVICES: Fulfillment
TRANSPORTATION SERVICES: Equipment/Drivers, Truckload
SPECIAL SERVICES: Direct to Store
TECHNOLOGY: EDI, Optimization, Predictive Analytics, TMS, Visibility, WMS

Sunland Logistics Solutions

864-688-0350 | sunlandlogisticssolutions.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Rail, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, Visibility, WMS

Sunset Transportation

800-849-6540 | sunsettrans.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Syfan Logistics

855-287-8485 | syfanlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Wholesale
LOGISTICS SERVICES: Inbound Logistics, JIT
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Intermodal, LTL, Small Package, White Glove
SPECIAL SERVICES: Logistics/Transport Consulting
TECHNOLOGY: EDI, Optimization, Predictive Analytics, TMS, Visibility

Taylor Logistics

513-771-1850 | taylorlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail
LOGISTICS SERVICES: Inventory Management, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Intermodal, LTL, Rail, Truckload
SPECIAL SERVICES: Logistics/Transport Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

TRAFFIX

905-875-0708 | www.traffix.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Supply Chain Finance, Vendor Mgmt.
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Rail, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Predictive Analytics, TMS, Visibility, WMS

Tucker Company Worldwide

856-317-9600 | tuckerco.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Services/Government, Transportation
LOGISTICS SERVICES: Inbound Logistics
TRANSPORTATION SERVICES: Bulk, Final Mile, Intermodal, LTL, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, TMS, Visibility

UniGroup Logistics

636-305-5000 | unigrouplogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Transportation
LOGISTICS SERVICES: Inbound Logistics, JIT, Logistics Process Reengineering, Omnichannel, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, LTL, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, Optimization, Supply Chain Design, TMS, Visibility

Universal Logistics Holdings

586-920-0100 | universallogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, Ocean, TL
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

UPS Supply Chain Solutions

800-742-5727 | ups.com/supplychain

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: LLP, Global Trade Services, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, VMI
TRANSPORTATION SERVICES: Air, Bulk, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, TL, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, GTM, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Venture Logistics

586-216-2420 | venturelogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Direct to Store, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Verst Logistics

800-978-9307 | verstlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Mgmt., JIT, Omnichannel, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Direct to Home, Direct to Store, Labor Management, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, TMS, Visibility, WMS

Wagner Logistics

317-402-5634 | wagnerlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, LTL, Rail, Truckload
SPECIAL SERVICES: Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

Weber Logistics

877-624-2700 | weberlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, LTL, Small Package, Truckload
SPECIAL SERVICES: Direct to Home/Store, Labor Mgmt., Logistics/Transport Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

Wen-Parker Logistics

718-553-2828 | wen-parker.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Retail, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, Intermodal, LTL, Ocean, Rail, TL, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, TMS, Visibility, WMS

Werner Enterprises

402-895-6640 | werner.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

WSI

920-830-5000 | wsinc.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Bulk, DCC, Final Mile, Intermodal, LTL, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: FTZ, Labor Management
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, TMS, Visibility, WMS

Yusen Logistics

551-254-4091 | yusen-logistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

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AIT Worldwide Logistics

630-766-8300 | aitworldwide.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Allen Lund Company

818-790-8412 | allenlund.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, TMS

Alliance Shippers

708-802-7000 | alliance.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, JIT, Shared Services
WAREHOUSING SERVICES: Crossdocking, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, TMS, Visibility

Allstates WorldCargo

407-633-7123 | allstates-worldcargo.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, TL, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Import/Export/Customs
TECHNOLOGY: EDI, ERP Integration, GTM, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

Amazon Freight

freight.amazon.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. Only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services
WAREHOUSING SERVICES: Bulk Storage, Auto-Replenishment, Omnichannel Distribution
TRANSPORTATION SERVICES: Air, Ocean, Truckload, LTL, Intermodal, Rail, Final Mile
SPECIAL SERVICES: Supply Chain by Amazon
TECHNOLOGY: Real-Time Network, GPS Tracking, Optimization Algorithms, Machine Learning, AI-Enabled Solutions, Smart Trailer Sensors, Online Booking and Tracking Portal, Digital Pricing and Invoicing, Predictive Disruption Resolution

APL Logistics

602-606-8861 | apllogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Intermodal, Ocean, Rail
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Approved Freight Forwarders

951-490-6383 | approvedforwarders.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, Optimization, RFID, Supply Chain Design, TMS, WMS

ArcBest

800-610-5544 | arcb.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, JIT, Omnichannel Logistics, Supply Chain Finance, Vendor Management
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Arvato

847-970-1673 | arvato.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, LTL, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

Ascent Global Logistics

800-614-1348 | ascentlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, TMS, Visibility

Associated Logistics Group

877-744-7254 | associatedlogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, JIT, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility

Atlanta Bonded Warehouse

678-322-3120 | atlantabonded.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Supply Chain Design, TMS, Visibility, WMS

Automated Logistics Systems

800-551-9399 | automatedlogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, JIT, Supply Chain Finance
WAREHOUSING SERVICES: Crossdocking, Fulfillment, Pick/Pack, Subassembly
TRANSPORTATION SERVICES: Air, Bulk, DCC, LTL, Ocean, Truckload,
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Import/Export/Customs
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Supply Chain Design, TMS, Visibility, WMS

Barrett Distribution Centers

724-355-1804 | barrettdistribution.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Equipment/Drivers, Final Mile, LTL, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Bender Warehouse Company

775-788-8800 | bendergroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Fleet Acquisition, LTL, Ocean, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Optimization, Supply Chain Design, Visibility, WMS

BlueGrace Logistics

800-697-4477 | mybluegrace.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Supply Chain Finance
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility

Brown Integrated Logistics

770-882-8082 | brownwestlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Rail, Small Package, TL, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Supply Chain Design, TMS, Visibility, WMS

Capstone Logistics

678-385-4189 | capstonelogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Logistics Process Reengineering, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Small Package, TL, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, Labor Mgmt., Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, TMS, WMS

C.H. Robinson

952-221-4615 | chrobinson.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Import/Export/Customs, Logistics/Transport Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

CJ Logistics America

800-372-1960 | america.cjlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global, North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Comprehensive Logistics

239-494-4800 | complog.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Services/Government, Transportation
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Rail, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/Product Lifecycle Management, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Covenant Logistics

423-821-1212 | covenantlogistics.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, LTL, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, ERP Integration, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, WMS

Crowley

800-276-3599 | crowley.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, Just-in-Time, Logistics Process Reengineering, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

CT Logistics

216-267-2000 | ctlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Wholesale
LOGISTICS SERVICES: Inbound Logistics, JIT, Logistics Process Reengineering, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, DCC, Equipment/Drivers, Intermodal, LTL, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: EDI, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility

CTSI-Global

888-836-5135 | ctsi-global.com/book-a-demo

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Supply Chain Finance
SPECIAL SERVICES: Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility

DHL Supply Chain North America

614-865-8500 | dhl.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: LLP/4th-Party Logistics, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Dimerco Express Group

886-227-96366 | dimerco.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Distribution Technology

704-587-5633 | distributiontechnology.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, JIT, Omnichannel Logistics
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, LTL, Rail, Small Package, TL
SPECIAL SERVICES: Direct to Home/Store, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

EASE Logistics

614-553-7007 | easelogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, LTL, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, IoT/IIoT Enablement, Optimization, Predictive Analytics, TMS, Visibility, WMS

Echo Global Logistics

855-747-3246 | echo.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

ELM Global Logistics

631-299-3595 | elmlogistics.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

eShipping

816-505-0198 | eshipping.biz

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., Shared Services, Supply Chain Finance, Vendor Mgmt.
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, TMS, Visibility

Evans Distribution Systems

313-322-3800 | evansdist.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Fidelitone

847-487-7269 | fidelitone.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, Global Expansion, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

FLS Transportation Services

855-297-9197 | flstransport.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, JIT, Omnichannel Logistics
WAREHOUSING SERVICES: Crossdocking, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: EDI, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility

General Dynamics

800-424-0230 | www.supplychainmanagement-GDIT

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Transportation, Services/Government
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, Final Mile, LTL, Ocean, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

GEODIS

615-514-0331 | geodis.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Mgmt.
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

GPA Logistics Group

909-349-4769 | gpalogisticsgroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: LTL, Truckload
SPECIAL SERVICES: FTZ, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: EDI, ERP Integration, Optimization, Visibility, WMS

Green Worldwide Shipping

404-974-2910 | greenworldwide.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

GXO

203-489-1287 | gxo.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: LLP/4th Party Logistics, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Holman Logistics

253-872-7140 | holmanusa.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Hub Group

800-377-5833 | hubgroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

J.B. Hunt Transport Services

800-452-4868 | jbhunt.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Jarrett

877-392-9811 | gojarrett.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: Air, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: ERP Integration, Optimization, Predictive Analytics, TMS, Visibility, WMS

Kenco

800-758-3289 | kencogroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Landstar System

877-696-4507 | landstar.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, JIT
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/Product Lifecycle Management
TECHNOLOGY: CRM/SRM, EDI, Optimization, Predictive Analytics, TMS, Visibility

Legacy Supply Chain

800-361-5028 | legacyscs.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Import/Export/Customs, Labor Mgmt., Logistics/Transport Consulting, Reverse Logistics/PLM
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

Logistics Plus

866-564-7587 | logisticsplus.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Supply Chain Finance, Vendor Mgmt.
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Logistix Company, The

401-595-3865 | thelogistixco.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inventory Management, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, Global Trade Management, Optimization, Predictive Analytics, Supply Chain Design, TMS, WMS

Loup Logistics

800-303-4544 | louplogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Lynden

888-596-3361 | lynden.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: EDI, Optimization, RFID, Visibility

Mallory Alexander International Logistics

901-367-9400 | mallorygroup.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, Logistics Process Reengineering
WAREHOUSING SERVICES: Crossdocking, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, RFID, TMS, Visibility, WMS

Matson Logistics

630-203-3500 | matsonlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, TMS, Visibility, WMS

MD Logistics

317-838-8900 | mdlogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Retail, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Ecommerce, Fulfillment, Pick/Pack, Subassembly, VMI
TRANSPORTATION SERVICES: Air, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

MODE Global

800-434-8881 | modeglobal.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

NFI

877-634-3777 | nfiindustries.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, Logistics Process Reengineering, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/Product Lifecycle Management, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Novo Logistics

803-334-3024 | novo-usa.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, LTL, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Labor Management, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Supply Chain Design, Visibility, WMS

NRS

404-662-6511 | nrs3pl.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, LTL, Ocean, Small Package, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Labor Management
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, TMS, Visibility, WMS

NXTPoint Logistics

833-835-1201 | nxtpointlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, Supply Chain Design, TMS, Visibility, WMS

ODW Logistics

614-549-5000 | odwlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Intermodal, LTL, Rail, Small Package, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Odyssey Logistics

888-352-4409 | odysseylogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

Pegasus Logistics Group

467-671-0300 | pegasuslogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Penske Logistics

800-529-6531 | penskelogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Phoenix Logistics

414-253-8010 | phoenix3PL.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Supply Chain Design, TMS, Visibility, WMS

Polaris Transportation Group

905-671-3100 | polaristransport.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: LTL, Truckload
SPECIAL SERVICES: Direct to Store, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Predictive Analytics, TMS, Visibility, WMS

Prosponsive Logistics

800-533-3922 | prosponsive.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: LLP, Global Trade Services, Inbound Logistics
WAREHOUSING SERVICES: JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management, Crossdocking, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management

PSA BDP

215-629-8900 | psabdp.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, Vendor Managed Inventory
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

R2 Logistics

214-451-4671 | r2logistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, JIT, Logistics Process Reengineering, Omnichannel Logistics
TRANSPORTATION SERVICES: Air, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Direct to Store, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: EDI, Optimization, Supply Chain Design, TMS, Visibility

RBW Logistics

912-215-6080 | rbwlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, LTL, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Import/
Export/Customs, Labor Management,
Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

RedStone Logistics

888-733-5030 | redstonelogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Site Selection
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility

Redwood Logistics

884-467-3396 | redwoodlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inventory Management, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Pick/Pack, Subassembly, Vendor Managed Inventory
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, Optimization, Visibility, WMS

Regal Logistics

253-922-2250 | regallogistics.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Fleet Acquisition, LTL, Rail, Truckload, White Glove
SPECIAL SERVICES: Direct to Store, FTZ, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, RFID, Supply Chain Design, TMS, Visibility, WMS

Rinchem Company

505-345-3655 | www.rinchem.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Supply Chain Finance
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Predictive Analytics, Supply Chain Design, TMS, Visibility, Warehouse Management System

Romark Logistics

908-789-2800 | romarklogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, TMS, Visibility, WMS

RSI Logistics

517-349-7713 | rsilogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Transportation
LOGISTICS SERVICES: Inbound Logistics, Supply Chain Finance
WAREHOUSING SERVICES: Transloading
TRANSPORTATION SERVICES: Intermodal, Rail, White Glove
SPECIAL SERVICES: Logistics & Transport Consulting
TECHNOLOGY: EDI, ERP Integration, Optimization, TMS, Visibility

Ruan

515-245-2565 | ruan.com

ASSET/NON-ASSET: Asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Transportation
LOGISTICS SERVICES: Inventory Management, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Truckload
SPECIAL SERVICES: Direct to Store, Marketing/Customer Service/Call Center, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Ryder System

305-500-3726 | ryder.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Saddle Creek Logistics Services

888-878-1177 | sclogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: Air, DCC, Intermodal, LTL, Rail, Small Package, Truckload
SPECIAL SERVICES: Direct to Home, Direct to Store, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, Predictive Analytics, RFID, TMS, Visibility, WMS

Scan Global Logistics

180-044-4029 | www.scangl.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, TMS, Visibility, WMS

Schneider

920-370-7188 | schneider.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility

SEKO Logistics

630-919-4800 | sekologistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Final Mile, Intermodal, LTL, Ocean, Small Package, Truckload, White Glove
SPECIAL SERVICES: Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Source Logistics

323-887-3884 | sourcelogistics.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Final Mile, Intermodal, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

Standard Logistics

833-739-2008 | standardls.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Manufacturing, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics
WAREHOUSING SERVICES: Fulfillment
TRANSPORTATION SERVICES: Equipment/Drivers, Truckload
SPECIAL SERVICES: Direct to Store
TECHNOLOGY: EDI, Optimization, Predictive Analytics, TMS, Visibility, WMS

Sunland Logistics Solutions

864-688-0350 | sunlandlogisticssolutions.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Rail, Truckload
SPECIAL SERVICES: Direct to Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, Visibility, WMS

Sunset Transportation

800-849-6540 | sunsettrans.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Intermodal, LTL, Ocean, Rail, Truckload
SPECIAL SERVICES: FTZ, Global Expansion, Import/Export/Customs, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Syfan Logistics

855-287-8485 | syfanlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Wholesale
LOGISTICS SERVICES: Inbound Logistics, JIT
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Intermodal, LTL, Small Package, White Glove
SPECIAL SERVICES: Logistics/Transport Consulting
TECHNOLOGY: EDI, Optimization, Predictive Analytics, TMS, Visibility

Taylor Logistics

513-771-1850 | taylorlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail
LOGISTICS SERVICES: Inventory Management, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Intermodal, LTL, Rail, Truckload
SPECIAL SERVICES: Logistics/Transport Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

TRAFFIX

905-875-0708 | www.traffix.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Supply Chain Finance, Vendor Mgmt.
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Rail, Truckload
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, FTZ, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Predictive Analytics, TMS, Visibility, WMS

Tucker Company Worldwide

856-317-9600 | tuckerco.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Services/Government, Transportation
LOGISTICS SERVICES: Inbound Logistics
TRANSPORTATION SERVICES: Bulk, Final Mile, Intermodal, LTL, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Import/Export/Customs, Logistics/Transportation Consulting, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, TMS, Visibility

UniGroup Logistics

636-305-5000 | unigrouplogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Transportation
LOGISTICS SERVICES: Inbound Logistics, JIT, Logistics Process Reengineering, Omnichannel, Vendor Management
WAREHOUSING SERVICES: Crossdocking, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, LTL, Truckload, White Glove
SPECIAL SERVICES: Direct to Home/Store, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, Optimization, Supply Chain Design, TMS, Visibility

Universal Logistics Holdings

586-920-0100 | universallogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: Global Trade Services, Inbound Logistics, Inventory Management, JIT, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, Ocean, TL
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Store, Import/Export/Customs, Logistics/Transportation Consulting, Marketing/Customer Service/Call Center
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

UPS Supply Chain Solutions

800-742-5727 | ups.com/supplychain

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: LLP, Global Trade Services, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, VMI
TRANSPORTATION SERVICES: Air, Bulk, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, TL, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home/Store, FTZ, Global Expansion, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, GTM, IoT/IIoT Enablement, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Venture Logistics

586-216-2420 | venturelogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, DCC, Equipment/Drivers, Final Mile, Intermodal, LTL, Ocean, Rail, Truckload, White Glove
SPECIAL SERVICES: Direct to Store, Import/Export/Customs, Labor Mgmt., Logistics/Transportation Consulting, Marketing/Customer Service/Call Center, Reverse Logistics/PLM, Security Analysis
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, Supply Chain Design, TMS, Visibility, WMS

Verst Logistics

800-978-9307 | verstlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Mgmt., JIT, Omnichannel, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, VMI
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Fleet Acquisition, Intermodal, LTL, Ocean, Rail, Small Package, Truckload
SPECIAL SERVICES: Direct to Home, Direct to Store, Labor Management, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, TMS, Visibility, WMS

Wagner Logistics

317-402-5634 | wagnerlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Manufacturing, Retail, Services/Government, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Fulfillment, Pick/Pack, Subassembly, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, LTL, Rail, Truckload
SPECIAL SERVICES: Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

Weber Logistics

877-624-2700 | weberlogistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: U.S. only
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: 4PL, Inbound Logistics, Inventory Mgmt., JIT, Logistics Process Reengineering, Omnichannel, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: DCC, Equipment/Drivers, Final Mile, LTL, Small Package, Truckload
SPECIAL SERVICES: Direct to Home/Store, Labor Mgmt., Logistics/Transport Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, Predictive Analytics, RFID, TMS, Visibility, WMS

Wen-Parker Logistics

718-553-2828 | wen-parker.com

ASSET/NON-ASSET: Non-asset-based
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Retail, Transportation
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Mgmt., Omnichannel Logistics, Shared Services, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, Intermodal, LTL, Ocean, Rail, TL, White Glove
SPECIAL SERVICES: Direct to Home/Store, FTZ, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, Optimization, Predictive Analytics, TMS, Visibility, WMS

Werner Enterprises

402-895-6640 | werner.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Bulk, DCC, Equipment/Drivers, Final Mile, Fleet Acquisition, Intermodal, LTL, Rail, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, Logistics/Transportation Consulting, Reverse Logistics/PLM, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

WSI

920-830-5000 | wsinc.com

ASSET/NON-ASSET: Both
AREAS SERVED: North America
MARKETS SERVED: Ecommerce, Manufacturing, Retail, Transportation, Wholesale
LOGISTICS SERVICES: Inbound Logistics, Inventory Management, JIT, Omnichannel Logistics, Shared Services
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading
TRANSPORTATION SERVICES: Bulk, DCC, Final Mile, Intermodal, LTL, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: FTZ, Labor Management
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Optimization, RFID, TMS, Visibility, WMS

Yusen Logistics

551-254-4091 | yusen-logistics.com

ASSET/NON-ASSET: Both
AREAS SERVED: Global
MARKETS SERVED: Ecommerce, Manufacturing, Retail
LOGISTICS SERVICES: 4PL, Global Trade Services, Inbound Logistics, Inventory Management, JIT, Logistics Process Reengineering, Omnichannel Logistics, Shared Services, Supply Chain Finance, Vendor Management
WAREHOUSING SERVICES: Crossdocking, DC Management, Ecommerce, Fulfillment, Pick/Pack, Subassembly, Site Selection, Transloading, VMI
TRANSPORTATION SERVICES: Air, Bulk, Final Mile, LTL, Ocean, Rail, Small Package, Truckload, White Glove
SPECIAL SERVICES: Contingency/Crisis Planning, Direct to Home, Direct to Store, FTZ, Global Expansion, Import/Export/Customs, Labor Management, Logistics/Transportation Consulting, Reverse Logistics/PLM, Security Analysis, Sustainability/Green Logistics
TECHNOLOGY: CRM/SRM, EDI, ERP Integration, Global Trade Management, IoT/IIoT Enablement, Optimization, Predictive Analytics, RFID, Supply Chain Design, TMS, Visibility, WMS

The post 2025 Top 100 3PLs appeared first on Inbound Logistics.

]]> Ecommerce Fulfillment: How to Keep it Rolling https://www.inboundlogistics.com/articles/ecommerce-fulfillment-how-to-keep-it-rolling/ Wed, 02 Jul 2025 14:05:17 +0000 https://www.inboundlogistics.com/?post_type=articles&p=44337 Goods-to-Person Getting Complicated? Consider a Subsystem
By Rupesh Narkar, VP Sales & Systems in Logistics, BEUMER Group

The goods-to-person (G2P) approach now involves fulfilling orders for many individual consumers, often consisting of just one or two items each.Ecommerce growth has transformed operations in warehousing, distribution, and fulfillment centers. In the past, these facilities managed large bulk orders for retail stores, allowing for a predictable and planned process. However, the surge in online shopping has made sortation more complex. The goods-to-person (G2P) approach now involves fulfilling orders for many individual consumers, often consisting of just one or two items each.

G2P requires sortation facilities to perform tasks traditionally managed by retailers, such as distinguishing between item sizes and colors and managing reverse logistics. Handling returns involves multiple steps, including quality checks, relabeling, and repacking, all of which add complexity and cost.

A basic G2P system can be configured as an inventory buffer, a pick system, or both. Regardless of the configuration, most of the system’s capacity is dedicated to essential warehousing functions like receiving, storing, and picking. Post-picking processes like ship order consolidation, sortation, sequencing, and shipping require advanced system configuration or an additional high-capacity subsystem, such as a pouch system.

72% of global retailers are still confident in cross-border ecommerce sales growth, despite a complex environment, according to Asendia’s research, Beyond Borders: Cross-border Ecommerce Opportunities in a Fast-Changing World.

The top barriers retailers report include:

  • 41% Shipping costs
  • 40% Customs delays/regulations
  • 44% report being negatively impacted by tariffs.
  • One-third are investing in resource-efficient logistics and “returnless returns” strategies

Based on a March 2025 survey of 1,000 retailers across the United States, UK, Europe, and Asia-Pacific

Shifting from 1P to 3P: How to Navigate the Amazon Fulfillment Ecosystem

By Tom Wicky, Co-Founder & CEO, MyFBAPrep
Amazon opened its network to independent sellers by creating Fulfillment by Amazon (FBA) in 2006.

Amazon opened its network to independent sellers by creating Fulfillment by Amazon (FBA) in 2006.

Recent shifts in international trade policies, particularly the introduction of higher tariffs on Chinese imports, have placed increasing financial pressure on Amazon sellers.

For businesses relying on the first-party (1P) marketplace—where Amazon purchases inventory directly from suppliers—these changes have amplified the challenge of maintaining profitability. Rising costs squeeze margins, leaving many brands searching for alternative strategies to remain competitive.

As a result, an increasing number of sellers are reconsidering their approach and transitioning to the third-party (3P) marketplace. This shift allows businesses to sell directly to consumers via Amazon’s marketplace, rather than operating as wholesale suppliers to Amazon. By adopting 3P, sellers can take control of pricing, manage costs more effectively, and establish greater flexibility in their fulfillment strategies.

Why 3P Is Gaining Traction

Many brands that previously thrived under the 1P model are making the leap to 3P due to the financial and operational advantages it can provide:

1. Pricing Flexibility

Unlike 1P sellers, who must adhere to Amazon’s pricing model, 3P sellers retain full control over their pricing strategy. This autonomy allows them to adjust retail prices in response to fluctuating tariff costs and market conditions. By optimizing pricing dynamically, sellers can safeguard their profit margins and stay competitive despite rising costs.

2. Improved Profitability

One of the major drawbacks of the 1P model is Amazon’s markup on wholesale pricing. When selling as a 3P seller, brands bypass these additional costs, leading to higher margins per unit sold. Moreover, Amazon’s fees for storage and fulfillment (via FBA) can often be optimized through strategic inventory planning, further enhancing profitability.

3. Diversified Risk Exposure

Relying solely on Amazon as a wholesale buyer presents risks, especially when policy changes, supply chain disruptions, or sudden contract renegotiations occur. By shifting to 3P, sellers can diversify their sales channels across multiple platforms, including Walmart Marketplace, eBay, Shopify, and direct-to-consumer websites. This multi-channel approach not only reduces dependency on Amazon but also strengthens business resilience against external economic pressures.

Future-Proofing Your Business Against Tariff Volatility

The move from 1P to 3P is not just a short-term response to tariffs—it’s a long-term strategy for protecting margins, enhancing operational flexibility, and ensuring sustainable growth. With global trade policies continuing to evolve and the ecommerce landscape becoming increasingly complex, sellers who take proactive steps today will be better positioned to withstand future uncertainties.

Global Consumer Trends: Social Commerce to Dominate

Surveying 24,000 online shoppers across 24 global markets, the Ecommerce Trends Report 2025 from DHL eCommerce finds:

  • Social commerce rules: 70% of global consumers expect to shop primarily through social media by 2030—bypassing traditional websites entirely.
  • AI becomes essential: 7 in 10 shoppers want AI-driven shopping tools—from virtual try-ons to voice search—to guide their decisions.
  • Marketplaces are the go-to shopping spots for consumers worldwide. But preferences vary by country, and each market has its own leading platforms.

Top Ecommerce Marketplaces

UNITED STATES:

Amazon 82%
Walmart 62%
eBay 38%

GLOBAL:

Amazon 60%
Temu 32%
Shein 26%
eBay 15%
Alibaba/AliExpress 11%
Zalando 11%
Vinted 9%

Percentage of online shoppers surveyed by DHL

Goodbye, De Minimis. Hello, Local Fulfillment.

By Karin Strom, Vice President, Proxima
Operating from a U.S.-based warehouse is one ecommerce strategy for global e-tailers.

Operating from a U.S.-based warehouse is one ecommerce strategy for global e-tailers.

The elimination of the U.S. de minimis exemption—which allowed duty-free imports under $800—is forcing global retailers to rapidly reassess their supply chain strategies. This policy shift significantly affects sectors like fast fashion and electronics that rely on direct-to-consumer (DTC) models from Asia. In response, many are establishing U.S.-based subsidiaries to import goods at a wholesale or transfer price, typically lower than retail, thereby reducing the tariff burden and protecting margins.

Proactive British retailers have already moved to secure warehousing and distribution networks in the United States, giving them a competitive edge as domestic storage becomes scarce and costly. Some retailers have temporarily paused shipments from China due to unprofitability under the new rules.

Additionally, many are conducting in-depth reviews of their rules of origin, complicating processes for industries like fashion and electronics, where inputs come from multiple countries. For example, Superdry CEO Julian Dunkerton noted the chaos of managing mixed-origin shipments but said the challenge is manageable.

Meanwhile, Chinese ecommerce giant Temu (owned by PDD Holdings) has adapted quickly by transitioning to U.S.-based sellers and warehouses, effectively shifting to a local fulfillment model to reduce the new tariffs. This agility underscores a broader move toward supply chain localization and regulatory adaptation.

Retailers investing in bonded warehouses, local fulfillment centers, and nearshoring are proving more resilient amid shifting trade dynamics. Those able to localize operations and optimize tariff strategies are best positioned to remain competitive in this evolving landscape.

Overhauling Ecommerce Operations

By Craig Reed, General Manager, Cross Border, Avalara
Global ecommerce giants like Temu and Shein had relied on the de minimis rule to reduce costs by bypassing tariffs.

Global ecommerce giants like Temu and Shein had relied on the de minimis rule to reduce costs by bypassing tariffs.

Looking ahead to a world with repealed de minimis rules, ecommerce fulfillment models are set for a shake-up of customs-fueled delays, compliance hurdles, and increased costs. These emerging factors threaten to shrink profit margins, forcing companies to reevaluate their sourcing strategies.

The New Reality for Low-Value Imports

In fiscal year 2024, Customs and Border Protection (CBP) processed more than 1.36 billion de minimis shipments, reflecting businesses’ reliance on duty-free, low-value imports. For decades, the de minimis tax exemption was the silent workhorse of global trade—keeping cross-border logistics humming by allowing imports under $800 to bypass customs and duties in the United States.

Should additional international goods now require formal customs entries, Harmonized System codes (a standardized numerical method of classifying traded products), and accurate duty calculations, CBP would need to process a much higher volume of declarations.

More declarations will inevitably lead to higher clearance times and delays at distribution hubs. The added administrative burden is also expected to increase shipping costs as carriers and freight forwarders adjust pricing to account for more complex customs requirements.

Compliance complexity is another looming challenge—businesses must ensure accurate classification and documentation to prevent penalties or unexpected tariffs. This will require businesses to invest in customs brokerage services and automated trade compliance tools.

Rethinking Logistics Processes

With the de minimis exemption removed, every shipment, regardless of its value, now incurs additional duties and requires complete customs documentation, increasing operational expenses and causing potential delays.

The financial impact is significant. Removing the de minimis exemption could shrink profit margins for companies that previously relied on duty-free shipments.

To offset rising costs, businesses are exploring alternative sourcing strategies, including diversifying manufacturing outside of countries like China and increasing inventory within the United States.

While these adjustments may help absorb some financial strain in the near term, they require substantial upfront investment and a complete reassessment of supplier relationships. Even then, it is not clear that alternative supply arrangements that circumvent countries like China will not be equally targeted in future trade policy decisions.

These alternative sourcing strategies won’t only affect the businesses themselves—they’ll affect consumers as well. Shipping times for imported goods will increase, and prices for certain items could rise as businesses face higher import costs.

What’s Next? Adapt or Fall Behind

Companies must reconfigure their supply chains and manage customer expectations around longer delivery windows and price adjustments.

The de minimis shake-up is the catalyst for a broader realignment in global trade. Logistics leaders must expect more trade restrictions, closer scrutiny of country-of-origin declarations, and an ever-tightening compliance environment. With China’s uncertain response and new, more restrictive U.S. trade policies on the horizon, supply chains must become more flexible, diversified, and technologically equipped to navigate ongoing disruptions.

Businesses that take a proactive approach—investing in compliance tools, optimizing fulfillment strategies, and building supply chain resilience—will emerge stronger. Those who wait to react? You’ll find them stuck at customs.

Ecommerce Drives Retail Growth

Ecommerce drives retail growthIn 2024, U.S. ecommerce accounted for 56% of total retail goods sales growth, increasing 8% year-over-year vs. 1.8% for in-store sales, Prologis found.

Ecommerce share of new logistics real estate demand beat pre-pandemic averages. In 2024, the proportion of new leasing by ecommerce companies globally increased to more than 19%, up from both 2023 and the 18% average proportion of 2017-2019.

U.S. ecommerce penetration is projected to reach 30% by 2030, up from 24% in 2025. This share shift alone would produce a total of 250 to 350 million square feet of U.S. logistics space demand over the next five years.

Source: March 2025 Prologis paper

Tips from a Carrier: Start with the RFP

By Chris Morem, Director of Sales, Net Zero Logistics & CLDA Member

Tips from a carrier: start with the RFP.Shippers who want to improve their ecommerce fulfillment should start with their carrier selection process. It begins with the request for proposal.

Consider narrowing down your list in two rounds. The first round will be about price. That’s understandable, but the second round makes the difference in getting the right partner. Shippers who want the last mile to go smoothly need to visit the carriers they are considering. They need to see their operation firsthand and get a feel for their culture, technology, and what they do best. It’s a mistake for a shipper to try to stretch a carrier to fit their mold. That ends badly.

Take a look at the carrier’s inbound process. How are they handling orders, shortages, and damages? Find out about their chain of custody process. Are their drivers in uniform? Do their drivers have all the tools that they need to be successful? Are their drivers doing the correct things at the customer locations?

For example, if you want them to handle big and bulky, how are they going over the thresholds of homes? What steps and processes does the carrier have to ensure that their drivers are minimizing the claims damages processes? Not only does that apply to the goods being delivered, but also to the customer’s property.

You want to see the culture in the warehouse as well. Are the workers happy? Is the staff happy? Are they operating in an organized area?

Shippers should also ask to see the carrier’s financials. They should scrutinize the financial capability of the carrier. That’s due to the economic environment and where we see the marketplace going in the final mile. Ever since Amazon entered the final mile space, it has exploded. There are start-ups every day. And lots of them fail. You want a carrier that is strong financially and has a well-established reputation.

The post Ecommerce Fulfillment: How to Keep it Rolling appeared first on Inbound Logistics.

]]> Goods-to-Person Getting Complicated? Consider a Subsystem
By Rupesh Narkar, VP Sales & Systems in Logistics, BEUMER Group

The goods-to-person (G2P) approach now involves fulfilling orders for many individual consumers, often consisting of just one or two items each.Ecommerce growth has transformed operations in warehousing, distribution, and fulfillment centers. In the past, these facilities managed large bulk orders for retail stores, allowing for a predictable and planned process. However, the surge in online shopping has made sortation more complex. The goods-to-person (G2P) approach now involves fulfilling orders for many individual consumers, often consisting of just one or two items each.

G2P requires sortation facilities to perform tasks traditionally managed by retailers, such as distinguishing between item sizes and colors and managing reverse logistics. Handling returns involves multiple steps, including quality checks, relabeling, and repacking, all of which add complexity and cost.

A basic G2P system can be configured as an inventory buffer, a pick system, or both. Regardless of the configuration, most of the system’s capacity is dedicated to essential warehousing functions like receiving, storing, and picking. Post-picking processes like ship order consolidation, sortation, sequencing, and shipping require advanced system configuration or an additional high-capacity subsystem, such as a pouch system.

72% of global retailers are still confident in cross-border ecommerce sales growth, despite a complex environment, according to Asendia’s research, Beyond Borders: Cross-border Ecommerce Opportunities in a Fast-Changing World.

The top barriers retailers report include:

  • 41% Shipping costs
  • 40% Customs delays/regulations
  • 44% report being negatively impacted by tariffs.
  • One-third are investing in resource-efficient logistics and “returnless returns” strategies

Based on a March 2025 survey of 1,000 retailers across the United States, UK, Europe, and Asia-Pacific

Shifting from 1P to 3P: How to Navigate the Amazon Fulfillment Ecosystem

By Tom Wicky, Co-Founder & CEO, MyFBAPrep
Amazon opened its network to independent sellers by creating Fulfillment by Amazon (FBA) in 2006.

Amazon opened its network to independent sellers by creating Fulfillment by Amazon (FBA) in 2006.

Recent shifts in international trade policies, particularly the introduction of higher tariffs on Chinese imports, have placed increasing financial pressure on Amazon sellers.

For businesses relying on the first-party (1P) marketplace—where Amazon purchases inventory directly from suppliers—these changes have amplified the challenge of maintaining profitability. Rising costs squeeze margins, leaving many brands searching for alternative strategies to remain competitive.

As a result, an increasing number of sellers are reconsidering their approach and transitioning to the third-party (3P) marketplace. This shift allows businesses to sell directly to consumers via Amazon’s marketplace, rather than operating as wholesale suppliers to Amazon. By adopting 3P, sellers can take control of pricing, manage costs more effectively, and establish greater flexibility in their fulfillment strategies.

Why 3P Is Gaining Traction

Many brands that previously thrived under the 1P model are making the leap to 3P due to the financial and operational advantages it can provide:

1. Pricing Flexibility

Unlike 1P sellers, who must adhere to Amazon’s pricing model, 3P sellers retain full control over their pricing strategy. This autonomy allows them to adjust retail prices in response to fluctuating tariff costs and market conditions. By optimizing pricing dynamically, sellers can safeguard their profit margins and stay competitive despite rising costs.

2. Improved Profitability

One of the major drawbacks of the 1P model is Amazon’s markup on wholesale pricing. When selling as a 3P seller, brands bypass these additional costs, leading to higher margins per unit sold. Moreover, Amazon’s fees for storage and fulfillment (via FBA) can often be optimized through strategic inventory planning, further enhancing profitability.

3. Diversified Risk Exposure

Relying solely on Amazon as a wholesale buyer presents risks, especially when policy changes, supply chain disruptions, or sudden contract renegotiations occur. By shifting to 3P, sellers can diversify their sales channels across multiple platforms, including Walmart Marketplace, eBay, Shopify, and direct-to-consumer websites. This multi-channel approach not only reduces dependency on Amazon but also strengthens business resilience against external economic pressures.

Future-Proofing Your Business Against Tariff Volatility

The move from 1P to 3P is not just a short-term response to tariffs—it’s a long-term strategy for protecting margins, enhancing operational flexibility, and ensuring sustainable growth. With global trade policies continuing to evolve and the ecommerce landscape becoming increasingly complex, sellers who take proactive steps today will be better positioned to withstand future uncertainties.

Global Consumer Trends: Social Commerce to Dominate

Surveying 24,000 online shoppers across 24 global markets, the Ecommerce Trends Report 2025 from DHL eCommerce finds:

  • Social commerce rules: 70% of global consumers expect to shop primarily through social media by 2030—bypassing traditional websites entirely.
  • AI becomes essential: 7 in 10 shoppers want AI-driven shopping tools—from virtual try-ons to voice search—to guide their decisions.
  • Marketplaces are the go-to shopping spots for consumers worldwide. But preferences vary by country, and each market has its own leading platforms.

Top Ecommerce Marketplaces

UNITED STATES:

Amazon 82%
Walmart 62%
eBay 38%

GLOBAL:

Amazon 60%
Temu 32%
Shein 26%
eBay 15%
Alibaba/AliExpress 11%
Zalando 11%
Vinted 9%

Percentage of online shoppers surveyed by DHL

Goodbye, De Minimis. Hello, Local Fulfillment.

By Karin Strom, Vice President, Proxima
Operating from a U.S.-based warehouse is one ecommerce strategy for global e-tailers.

Operating from a U.S.-based warehouse is one ecommerce strategy for global e-tailers.

The elimination of the U.S. de minimis exemption—which allowed duty-free imports under $800—is forcing global retailers to rapidly reassess their supply chain strategies. This policy shift significantly affects sectors like fast fashion and electronics that rely on direct-to-consumer (DTC) models from Asia. In response, many are establishing U.S.-based subsidiaries to import goods at a wholesale or transfer price, typically lower than retail, thereby reducing the tariff burden and protecting margins.

Proactive British retailers have already moved to secure warehousing and distribution networks in the United States, giving them a competitive edge as domestic storage becomes scarce and costly. Some retailers have temporarily paused shipments from China due to unprofitability under the new rules.

Additionally, many are conducting in-depth reviews of their rules of origin, complicating processes for industries like fashion and electronics, where inputs come from multiple countries. For example, Superdry CEO Julian Dunkerton noted the chaos of managing mixed-origin shipments but said the challenge is manageable.

Meanwhile, Chinese ecommerce giant Temu (owned by PDD Holdings) has adapted quickly by transitioning to U.S.-based sellers and warehouses, effectively shifting to a local fulfillment model to reduce the new tariffs. This agility underscores a broader move toward supply chain localization and regulatory adaptation.

Retailers investing in bonded warehouses, local fulfillment centers, and nearshoring are proving more resilient amid shifting trade dynamics. Those able to localize operations and optimize tariff strategies are best positioned to remain competitive in this evolving landscape.

Overhauling Ecommerce Operations

By Craig Reed, General Manager, Cross Border, Avalara
Global ecommerce giants like Temu and Shein had relied on the de minimis rule to reduce costs by bypassing tariffs.

Global ecommerce giants like Temu and Shein had relied on the de minimis rule to reduce costs by bypassing tariffs.

Looking ahead to a world with repealed de minimis rules, ecommerce fulfillment models are set for a shake-up of customs-fueled delays, compliance hurdles, and increased costs. These emerging factors threaten to shrink profit margins, forcing companies to reevaluate their sourcing strategies.

The New Reality for Low-Value Imports

In fiscal year 2024, Customs and Border Protection (CBP) processed more than 1.36 billion de minimis shipments, reflecting businesses’ reliance on duty-free, low-value imports. For decades, the de minimis tax exemption was the silent workhorse of global trade—keeping cross-border logistics humming by allowing imports under $800 to bypass customs and duties in the United States.

Should additional international goods now require formal customs entries, Harmonized System codes (a standardized numerical method of classifying traded products), and accurate duty calculations, CBP would need to process a much higher volume of declarations.

More declarations will inevitably lead to higher clearance times and delays at distribution hubs. The added administrative burden is also expected to increase shipping costs as carriers and freight forwarders adjust pricing to account for more complex customs requirements.

Compliance complexity is another looming challenge—businesses must ensure accurate classification and documentation to prevent penalties or unexpected tariffs. This will require businesses to invest in customs brokerage services and automated trade compliance tools.

Rethinking Logistics Processes

With the de minimis exemption removed, every shipment, regardless of its value, now incurs additional duties and requires complete customs documentation, increasing operational expenses and causing potential delays.

The financial impact is significant. Removing the de minimis exemption could shrink profit margins for companies that previously relied on duty-free shipments.

To offset rising costs, businesses are exploring alternative sourcing strategies, including diversifying manufacturing outside of countries like China and increasing inventory within the United States.

While these adjustments may help absorb some financial strain in the near term, they require substantial upfront investment and a complete reassessment of supplier relationships. Even then, it is not clear that alternative supply arrangements that circumvent countries like China will not be equally targeted in future trade policy decisions.

These alternative sourcing strategies won’t only affect the businesses themselves—they’ll affect consumers as well. Shipping times for imported goods will increase, and prices for certain items could rise as businesses face higher import costs.

What’s Next? Adapt or Fall Behind

Companies must reconfigure their supply chains and manage customer expectations around longer delivery windows and price adjustments.

The de minimis shake-up is the catalyst for a broader realignment in global trade. Logistics leaders must expect more trade restrictions, closer scrutiny of country-of-origin declarations, and an ever-tightening compliance environment. With China’s uncertain response and new, more restrictive U.S. trade policies on the horizon, supply chains must become more flexible, diversified, and technologically equipped to navigate ongoing disruptions.

Businesses that take a proactive approach—investing in compliance tools, optimizing fulfillment strategies, and building supply chain resilience—will emerge stronger. Those who wait to react? You’ll find them stuck at customs.

Ecommerce Drives Retail Growth

Ecommerce drives retail growthIn 2024, U.S. ecommerce accounted for 56% of total retail goods sales growth, increasing 8% year-over-year vs. 1.8% for in-store sales, Prologis found.

Ecommerce share of new logistics real estate demand beat pre-pandemic averages. In 2024, the proportion of new leasing by ecommerce companies globally increased to more than 19%, up from both 2023 and the 18% average proportion of 2017-2019.

U.S. ecommerce penetration is projected to reach 30% by 2030, up from 24% in 2025. This share shift alone would produce a total of 250 to 350 million square feet of U.S. logistics space demand over the next five years.

Source: March 2025 Prologis paper

Tips from a Carrier: Start with the RFP

By Chris Morem, Director of Sales, Net Zero Logistics & CLDA Member

Tips from a carrier: start with the RFP.Shippers who want to improve their ecommerce fulfillment should start with their carrier selection process. It begins with the request for proposal.

Consider narrowing down your list in two rounds. The first round will be about price. That’s understandable, but the second round makes the difference in getting the right partner. Shippers who want the last mile to go smoothly need to visit the carriers they are considering. They need to see their operation firsthand and get a feel for their culture, technology, and what they do best. It’s a mistake for a shipper to try to stretch a carrier to fit their mold. That ends badly.

Take a look at the carrier’s inbound process. How are they handling orders, shortages, and damages? Find out about their chain of custody process. Are their drivers in uniform? Do their drivers have all the tools that they need to be successful? Are their drivers doing the correct things at the customer locations?

For example, if you want them to handle big and bulky, how are they going over the thresholds of homes? What steps and processes does the carrier have to ensure that their drivers are minimizing the claims damages processes? Not only does that apply to the goods being delivered, but also to the customer’s property.

You want to see the culture in the warehouse as well. Are the workers happy? Is the staff happy? Are they operating in an organized area?

Shippers should also ask to see the carrier’s financials. They should scrutinize the financial capability of the carrier. That’s due to the economic environment and where we see the marketplace going in the final mile. Ever since Amazon entered the final mile space, it has exploded. There are start-ups every day. And lots of them fail. You want a carrier that is strong financially and has a well-established reputation.

The post Ecommerce Fulfillment: How to Keep it Rolling appeared first on Inbound Logistics.

]]> 5 Key Steps to a Circular Supply Chain https://www.inboundlogistics.com/articles/5-key-steps-to-a-circular-supply-chain/ Mon, 30 Jun 2025 09:15:01 +0000 https://www.inboundlogistics.com/?post_type=articles&p=44328 Pursuing and managing a circular supply chain—one that minimizes waste by keeping materials and goods in use as long as possible, rather than discarding them prematurely—is becoming increasingly compelling to shippers.

“A circular supply chain lets you turn waste into value,” says Disney Petit, CEO and founder of LiquiDonate, a San Francisco-based company that automates donation workflows, reporting, and nonprofit matching.

“Instead of throwing away unsold or returned items, you find a second life for them—through donation, reuse, or recycling,” Petit says. “It’s better for the environment, saves companies money on landfill fees and reverse logistics, and builds brand trust with customers who care about sustainability.”

A linear supply chain that simply ends at delivery or the point of sale incentivizes brands to sell a product—not to ensure it performs.

“When brands stay connected to products after the point of sale, they’re incentivized to build products that actually solve the problem we buy them for, for as long as possible,” says Eric Casavant, director of technical marketing at Wiliot, a San Diego-based company that develops IoT technology for supply chains and asset management.

“Companies can deliver upgrades, monitor usage, and proactively support the customer,” he adds. “Businesses also have a platform to build a relationship with customers, which shifts the business model: Products are built to perform, not just sell.”

Petit is among those seeing sharply growing interest from shippers in adopting a circular supply chain. “Over the past 12–18 months, we’ve seen a real shift,” she says. “Retailers are being held accountable for waste—by customers, investors, and their own employees. At the same time, they’re looking for cost savings. Circular supply chains help with both.”

With that in mind, here are five critical steps that can help guide shippers in turning a linear supply chain into a circular one.

1. Identify the Best Opportunities — With the Help of Visibility

LiquiDonate contributes to a circular supply chain by diverting excess, returned, or unsellable goods from landfill and redistributing them to nonprofits, schools, and communities in need.

LiquiDonate contributes to a circular supply chain by diverting excess, returned, or unsellable goods from landfill and redistributing them to nonprofits, schools, and communities in need.

Start with a cost-benefit analysis to find the best opportunities for circularity. Materials that companies already use in their supply chains are often overlooked.

“Examine the materials a company already has in its supply chain and start looking at the cost of extracting and receiving them versus the cost of recovering those materials domestically and reintegrating them,” recommends John Holm, senior vice president of partnership development at Pyxera Global, where he leads the organization’s inclusive circular economy strategy.

“We already have reverse logistics for products—what about reverse logistics for materials?” he asks. “Identifying areas where costs are minimal but materials can be recovered at scale is just smart.”

Start simple and focus on systems that make sustainability actionable. “The bottom line: If you want a circular supply chain, you have to design for it,” Petit says. “Make it easy for teams to act sustainably—not just talk about it.”

To understand where actionable opportunities exist, visibility into inventory gaps is critical.

“You have to know where your excess lives,” Petit says. “That includes customer returns sitting in homes or warehouses, aging inventory in retail backrooms, marketing samples, and leftover materials from events and pop-ups.”

For instance, one of LiquiDonate’s partners, Room & Board, discovered that it could redirect items previously considered “un-donatable”—such as retired store fixtures and incomplete pieces—to nonprofits, effectively reducing waste and supporting community needs.

Shippers should also evaluate how recycling is prioritized, and whether a better solution exists.

“Recycling is part of the solution and certainly a better pathway than landfilling or incineration without energy recovery,” notes Kevin O’Donnell, vice president of corporate sustainability at Southern Glazer’s Wine and Spirits, the largest wine and spirits distributor in the United States.

“But recycling still only recovers pennies on the dollar compared to reducing waste generation or designing for reuse,” he says.

“While all have a place in the transition to circular supply chains, to tweak the three Rs: Recycling is good, Reuse is better, and Reduction is best—for both business and the environment,” O’Donnell adds.

2. Create ‘Virtuous Loops’

Room & Board, a retailer specializing in modern furniture and home decor, is committed to using 100% sustainably sourced wood. It makes more than 90% of its products in the United States, supporting local economies and reducing transportation-related emissions.

Room & Board, a retailer specializing in modern furniture and home decor, is committed to using 100% sustainably sourced wood. It makes more than 90% of its products in the United States, supporting local economies and reducing transportation-related emissions.

A foundational concept of circularity is “beginning with the end in mind,” one of Stephen Covey’s habits of highly successful people.

Companies that successfully pursue a circular supply chain create “virtuous loops” as early as possible, emphasizing network optimization, tighter supply chains, more resource-efficient buildings, and more efficient transport logistics.

“While it’s helpful to harvest the quick wins with clear ROI, don’t stop there,” O’Donnell advises. “Take a holistic view of the system and design in circularity from the start. Consider capital investment, procurement, and long-term business planning through a circular lens.”

Changing the company mindset to prioritize circular solutions is essential. For instance, it’s a mistake to assume that donation is extra work. “When done right, donation is easier than liquidation and more aligned with your brand values,” Petit says.

Disposal is often the default because it’s already built into existing systems. “To shift to a circular supply chain, donation and reuse need to be the default, not the exception,” Petit says. “That could mean flagging products for donation during return intake or integrating donation logic into reverse logistics systems.

“We’ve seen partners reroute returns to schools, shelters, and mutual aid organizations just by tweaking existing standard operating procedures,” she says.

Sticking with the familiar can be a barrier. For example, transitioning to circular packaging—durable, reusable, returnable, and refillable—is an often-overlooked but vital step.

“Circular packaging costs more upfront but provides rapid ROI and significant environmental gains,” O’Donnell says. “That’s not to say any of this is easy. There’s often more talk than action—a circularity promise versus reality gap.”

3. Consider—and Incentivize—Your Partners

At Southern Glazer’s Wine & Spirits, a comprehensive supply chain strategy emphasizes waste reduction, resource optimization, and sustainable logistics.

At Southern Glazer’s Wine & Spirits, a comprehensive supply chain strategy emphasizes waste reduction, resource optimization, and sustainable logistics.

Shippers can’t navigate a circular supply chain alone. Partners can help make the process smoother and more scalable.

“This can’t all fall on your supply chain team,” Petit says. “You need platforms that automate everything from nonprofit matching to freight coordination to real-time reporting.”

O’Donnell points to the Ellen MacArthur Foundation as a key thought leader in the space and says major consultancies are building out circularity practice areas. He also sees increasing investment from venture capital and private equity in scalable, innovative solutions.

Working collaboratively with upstream and downstream partners can unlock powerful economies of scale. “That’s when things start becoming profitable,” Holm says. “Working with both upstream and downstream partners uncovers real opportunities.”

Everyone in the product’s journey must have strong incentives. “Third-party supply chain companies need to be compensated to prevent damage and maximize returns,” Casavant says. “Customers need incentives, such as deposits or brand rewards, to care for and return products.”

4. Track Impact and Ensure Compliance

By minimizing environmental impact and conserving resources eco-friendly packaging contributes to a sustainable supply chain.

By minimizing environmental impact and conserving resources eco-friendly packaging contributes to a sustainable supply chain.

As with all aspects of the modern supply chain, data is essential. Modeling and measuring ROI is crucial.

“Businesses need to model break-even points for recovery, measure each link’s performance, and continuously adjust incentives and messaging,” Casavant says. “When done well, the payoff is significant, with increased brand loyalty, higher customer lifetime value, and longer-lasting engagement.”

In the case of donations, traceability is key for ESG reporting and tax benefits. “Donation is great for ESG metrics, community impact, and your tax position, but only if it’s traceable,” Petit says. “Ensure your systems, or your partners, provide SKU-level reporting, donation receipts, and audit-ready documentation.”

Cutting corners on traceability and automation is costly long-term. “The upfront investment is often less expensive than the lost inventory, assets, or credibility when you can’t prove what happened,” Casavant warns. “Circularity adds complexity in terms of more touchpoints and potential disputes. That’s where traceability pays off: It reduces manual work, smooths returns, and speeds issue resolution.”

5. Empower and Align Your Teams

The biggest barrier to circularity is internal alignment. “If your merchandising team is working toward markdowns, operations is focused on speed, and ESG is off to the side, it’s hard to execute,” Petit says. “Donations can feel messy without the right tools.”

Circularity should be a cross-functional goal. “The best programs come from collaboration among operations, legal, finance, brand, marketing, and ESG,” Petit says.

Holm agrees that understanding internal operations and fully committing to circularity are essential. “Materials can feel like the most challenging part of the supply chain,” he says. “People get lost or annoyed. Thinking of the supply chain not as a confusing mess of shiny objects but as a value-adding business model changes everything.”

“Circularity is not just a green buzzword,” Holm adds. “In many ways, it’s a cost-efficient way to make the most of the materials you’ve already sourced. That’s the shift in thinking we’re working toward.”

In the end, circularity doesn’t have to be complicated, especially when considered alongside its advantages. “If you have the right partners and a little buy-in, you can make a real impact, and track it,” Petit says. “What used to take months of manual work, we can now automate in minutes. That’s how we move from good intentions to real outcomes.”

Photo of a team of young professionals working around a table.

Get Ahead of the Circularity Curve

By Mauro Erriquez, Senior Partner; Peter Spiller, Partner; and Johan Bengtsson, Partner, McKinsey & Company

Disruption in global trade and supply chains presents a critical opportunity for organizations to embed more circular business practices.

The case for circularity is compelling: reuse, recycle, and reintroduce materials to reduce costs and boost performance. McKinsey research finds that $2.6 trillion worth of material in fast-moving consumer goods—80% of material value—is discarded. Another study estimates that a circular economy could unlock over $1 trillion in revenue in Europe alone by 2050.

Companies that embrace environmental, social, and governance (ESG) metrics will also be better positioned to navigate regulatory changes, such as Europe’s Carbon Border Adjustment Mechanism (CBAM) and Emissions Trading Schemes (ETS 1 and 2). Sustainability rules may significantly raise input costs—another incentive to rethink resource use.

One core challenge: Current systems are built for linear use of resources. Circularity, by contrast, aligns with strategic priorities such as resilience, efficiency, and carbon reduction. With geopolitical tensions and shifting trade dynamics, circularity offers real, practical benefits.

Global businesses need new skills—and a renewed sense of purpose. Companies often overlook how purpose and engagement drive transformation. A North American heavy-equipment manufacturer, for example, saved $100 million and reduced CO2 by 40,000 metric tons through carbon-focused workshops, which also gave employees a meaningful cause to support.

Labor markets are tight, and Gen Z workers consistently cite “meaningful work” as a key factor in employment decisions. A focus on sustainability can help attract and retain talent.

There’s no single entry point to circularity. Some organizations start with a carbon lens, others with cost—but with the right teams and innovation, the two quickly align. One global automotive manufacturer used carbon targets to drive material innovation and redesign, ultimately doubling savings from earlier efforts.

Circularity should be part of broader business transformation. Consider product returns: disassembly, reuse, and resale require redesign, clear guidance, and operational overhaul. It’s a mini-industrial revolution.

Procurement, logistics, IT, and supply chain professionals are uniquely positioned to lead. They bring the technical and operational expertise needed for transformation. Circularity isn’t greenwashing—it’s essential for long-term success, competitiveness, and resilience.

The post 5 Key Steps to a Circular Supply Chain appeared first on Inbound Logistics.

]]> Pursuing and managing a circular supply chain—one that minimizes waste by keeping materials and goods in use as long as possible, rather than discarding them prematurely—is becoming increasingly compelling to shippers.

“A circular supply chain lets you turn waste into value,” says Disney Petit, CEO and founder of LiquiDonate, a San Francisco-based company that automates donation workflows, reporting, and nonprofit matching.

“Instead of throwing away unsold or returned items, you find a second life for them—through donation, reuse, or recycling,” Petit says. “It’s better for the environment, saves companies money on landfill fees and reverse logistics, and builds brand trust with customers who care about sustainability.”

A linear supply chain that simply ends at delivery or the point of sale incentivizes brands to sell a product—not to ensure it performs.

“When brands stay connected to products after the point of sale, they’re incentivized to build products that actually solve the problem we buy them for, for as long as possible,” says Eric Casavant, director of technical marketing at Wiliot, a San Diego-based company that develops IoT technology for supply chains and asset management.

“Companies can deliver upgrades, monitor usage, and proactively support the customer,” he adds. “Businesses also have a platform to build a relationship with customers, which shifts the business model: Products are built to perform, not just sell.”

Petit is among those seeing sharply growing interest from shippers in adopting a circular supply chain. “Over the past 12–18 months, we’ve seen a real shift,” she says. “Retailers are being held accountable for waste—by customers, investors, and their own employees. At the same time, they’re looking for cost savings. Circular supply chains help with both.”

With that in mind, here are five critical steps that can help guide shippers in turning a linear supply chain into a circular one.

1. Identify the Best Opportunities — With the Help of Visibility

LiquiDonate contributes to a circular supply chain by diverting excess, returned, or unsellable goods from landfill and redistributing them to nonprofits, schools, and communities in need.

LiquiDonate contributes to a circular supply chain by diverting excess, returned, or unsellable goods from landfill and redistributing them to nonprofits, schools, and communities in need.

Start with a cost-benefit analysis to find the best opportunities for circularity. Materials that companies already use in their supply chains are often overlooked.

“Examine the materials a company already has in its supply chain and start looking at the cost of extracting and receiving them versus the cost of recovering those materials domestically and reintegrating them,” recommends John Holm, senior vice president of partnership development at Pyxera Global, where he leads the organization’s inclusive circular economy strategy.

“We already have reverse logistics for products—what about reverse logistics for materials?” he asks. “Identifying areas where costs are minimal but materials can be recovered at scale is just smart.”

Start simple and focus on systems that make sustainability actionable. “The bottom line: If you want a circular supply chain, you have to design for it,” Petit says. “Make it easy for teams to act sustainably—not just talk about it.”

To understand where actionable opportunities exist, visibility into inventory gaps is critical.

“You have to know where your excess lives,” Petit says. “That includes customer returns sitting in homes or warehouses, aging inventory in retail backrooms, marketing samples, and leftover materials from events and pop-ups.”

For instance, one of LiquiDonate’s partners, Room & Board, discovered that it could redirect items previously considered “un-donatable”—such as retired store fixtures and incomplete pieces—to nonprofits, effectively reducing waste and supporting community needs.

Shippers should also evaluate how recycling is prioritized, and whether a better solution exists.

“Recycling is part of the solution and certainly a better pathway than landfilling or incineration without energy recovery,” notes Kevin O’Donnell, vice president of corporate sustainability at Southern Glazer’s Wine and Spirits, the largest wine and spirits distributor in the United States.

“But recycling still only recovers pennies on the dollar compared to reducing waste generation or designing for reuse,” he says.

“While all have a place in the transition to circular supply chains, to tweak the three Rs: Recycling is good, Reuse is better, and Reduction is best—for both business and the environment,” O’Donnell adds.

2. Create ‘Virtuous Loops’

Room & Board, a retailer specializing in modern furniture and home decor, is committed to using 100% sustainably sourced wood. It makes more than 90% of its products in the United States, supporting local economies and reducing transportation-related emissions.

Room & Board, a retailer specializing in modern furniture and home decor, is committed to using 100% sustainably sourced wood. It makes more than 90% of its products in the United States, supporting local economies and reducing transportation-related emissions.

A foundational concept of circularity is “beginning with the end in mind,” one of Stephen Covey’s habits of highly successful people.

Companies that successfully pursue a circular supply chain create “virtuous loops” as early as possible, emphasizing network optimization, tighter supply chains, more resource-efficient buildings, and more efficient transport logistics.

“While it’s helpful to harvest the quick wins with clear ROI, don’t stop there,” O’Donnell advises. “Take a holistic view of the system and design in circularity from the start. Consider capital investment, procurement, and long-term business planning through a circular lens.”

Changing the company mindset to prioritize circular solutions is essential. For instance, it’s a mistake to assume that donation is extra work. “When done right, donation is easier than liquidation and more aligned with your brand values,” Petit says.

Disposal is often the default because it’s already built into existing systems. “To shift to a circular supply chain, donation and reuse need to be the default, not the exception,” Petit says. “That could mean flagging products for donation during return intake or integrating donation logic into reverse logistics systems.

“We’ve seen partners reroute returns to schools, shelters, and mutual aid organizations just by tweaking existing standard operating procedures,” she says.

Sticking with the familiar can be a barrier. For example, transitioning to circular packaging—durable, reusable, returnable, and refillable—is an often-overlooked but vital step.

“Circular packaging costs more upfront but provides rapid ROI and significant environmental gains,” O’Donnell says. “That’s not to say any of this is easy. There’s often more talk than action—a circularity promise versus reality gap.”

3. Consider—and Incentivize—Your Partners

At Southern Glazer’s Wine & Spirits, a comprehensive supply chain strategy emphasizes waste reduction, resource optimization, and sustainable logistics.

At Southern Glazer’s Wine & Spirits, a comprehensive supply chain strategy emphasizes waste reduction, resource optimization, and sustainable logistics.

Shippers can’t navigate a circular supply chain alone. Partners can help make the process smoother and more scalable.

“This can’t all fall on your supply chain team,” Petit says. “You need platforms that automate everything from nonprofit matching to freight coordination to real-time reporting.”

O’Donnell points to the Ellen MacArthur Foundation as a key thought leader in the space and says major consultancies are building out circularity practice areas. He also sees increasing investment from venture capital and private equity in scalable, innovative solutions.

Working collaboratively with upstream and downstream partners can unlock powerful economies of scale. “That’s when things start becoming profitable,” Holm says. “Working with both upstream and downstream partners uncovers real opportunities.”

Everyone in the product’s journey must have strong incentives. “Third-party supply chain companies need to be compensated to prevent damage and maximize returns,” Casavant says. “Customers need incentives, such as deposits or brand rewards, to care for and return products.”

4. Track Impact and Ensure Compliance

By minimizing environmental impact and conserving resources eco-friendly packaging contributes to a sustainable supply chain.

By minimizing environmental impact and conserving resources eco-friendly packaging contributes to a sustainable supply chain.

As with all aspects of the modern supply chain, data is essential. Modeling and measuring ROI is crucial.

“Businesses need to model break-even points for recovery, measure each link’s performance, and continuously adjust incentives and messaging,” Casavant says. “When done well, the payoff is significant, with increased brand loyalty, higher customer lifetime value, and longer-lasting engagement.”

In the case of donations, traceability is key for ESG reporting and tax benefits. “Donation is great for ESG metrics, community impact, and your tax position, but only if it’s traceable,” Petit says. “Ensure your systems, or your partners, provide SKU-level reporting, donation receipts, and audit-ready documentation.”

Cutting corners on traceability and automation is costly long-term. “The upfront investment is often less expensive than the lost inventory, assets, or credibility when you can’t prove what happened,” Casavant warns. “Circularity adds complexity in terms of more touchpoints and potential disputes. That’s where traceability pays off: It reduces manual work, smooths returns, and speeds issue resolution.”

5. Empower and Align Your Teams

The biggest barrier to circularity is internal alignment. “If your merchandising team is working toward markdowns, operations is focused on speed, and ESG is off to the side, it’s hard to execute,” Petit says. “Donations can feel messy without the right tools.”

Circularity should be a cross-functional goal. “The best programs come from collaboration among operations, legal, finance, brand, marketing, and ESG,” Petit says.

Holm agrees that understanding internal operations and fully committing to circularity are essential. “Materials can feel like the most challenging part of the supply chain,” he says. “People get lost or annoyed. Thinking of the supply chain not as a confusing mess of shiny objects but as a value-adding business model changes everything.”

“Circularity is not just a green buzzword,” Holm adds. “In many ways, it’s a cost-efficient way to make the most of the materials you’ve already sourced. That’s the shift in thinking we’re working toward.”

In the end, circularity doesn’t have to be complicated, especially when considered alongside its advantages. “If you have the right partners and a little buy-in, you can make a real impact, and track it,” Petit says. “What used to take months of manual work, we can now automate in minutes. That’s how we move from good intentions to real outcomes.”

Photo of a team of young professionals working around a table.

Get Ahead of the Circularity Curve

By Mauro Erriquez, Senior Partner; Peter Spiller, Partner; and Johan Bengtsson, Partner, McKinsey & Company

Disruption in global trade and supply chains presents a critical opportunity for organizations to embed more circular business practices.

The case for circularity is compelling: reuse, recycle, and reintroduce materials to reduce costs and boost performance. McKinsey research finds that $2.6 trillion worth of material in fast-moving consumer goods—80% of material value—is discarded. Another study estimates that a circular economy could unlock over $1 trillion in revenue in Europe alone by 2050.

Companies that embrace environmental, social, and governance (ESG) metrics will also be better positioned to navigate regulatory changes, such as Europe’s Carbon Border Adjustment Mechanism (CBAM) and Emissions Trading Schemes (ETS 1 and 2). Sustainability rules may significantly raise input costs—another incentive to rethink resource use.

One core challenge: Current systems are built for linear use of resources. Circularity, by contrast, aligns with strategic priorities such as resilience, efficiency, and carbon reduction. With geopolitical tensions and shifting trade dynamics, circularity offers real, practical benefits.

Global businesses need new skills—and a renewed sense of purpose. Companies often overlook how purpose and engagement drive transformation. A North American heavy-equipment manufacturer, for example, saved $100 million and reduced CO2 by 40,000 metric tons through carbon-focused workshops, which also gave employees a meaningful cause to support.

Labor markets are tight, and Gen Z workers consistently cite “meaningful work” as a key factor in employment decisions. A focus on sustainability can help attract and retain talent.

There’s no single entry point to circularity. Some organizations start with a carbon lens, others with cost—but with the right teams and innovation, the two quickly align. One global automotive manufacturer used carbon targets to drive material innovation and redesign, ultimately doubling savings from earlier efforts.

Circularity should be part of broader business transformation. Consider product returns: disassembly, reuse, and resale require redesign, clear guidance, and operational overhaul. It’s a mini-industrial revolution.

Procurement, logistics, IT, and supply chain professionals are uniquely positioned to lead. They bring the technical and operational expertise needed for transformation. Circularity isn’t greenwashing—it’s essential for long-term success, competitiveness, and resilience.

The post 5 Key Steps to a Circular Supply Chain appeared first on Inbound Logistics.

]]> Warehouse Success: Speed Up, Spend Less https://www.inboundlogistics.com/articles/warehouse-success-speed-up-spend-less/ Fri, 23 May 2025 12:29:59 +0000 https://www.inboundlogistics.com/?post_type=articles&p=44011 While reining in costs and accelerating warehouse operations are worthy goals at any time, their importance is increasing, driven by an uncertain economy, volatile geopolitical environment, expensive real estate, and a challenging labor market.

“It’s all about cost and speed right now,” says Ashley Hetrick, principal and sourcing and supply chain segment leader with BDO.

The two goals often support each other. Moving goods in and out of a facility more quickly generally lets a company operate with fewer employees and in a smaller space, cutting both labor and real estate costs.

Many warehouse operators are foregoing capital-intensive solutions for those that incorporate relatively cost-effective tools, such as data analytics and artificial intelligence (AI). These can help companies quickly identify opportunities for improvement, for example by highlighting picking operations that take longer than average, and showing how a different layout could accelerate them.

Artificial intelligence that drives predictive analytics is also moving into the cold storage space, says Brad Hulbert, director with Grant Thornton’s business consulting group, specializing in supply chain. It can aid in forecasting demand, which is critical with many of these products, given their limited shelf life.

Also in demand are predictive models that can help in analyzing rapidly changing markets, says Nick Stuart, retail and restaurant consulting leader with RSM US. For instance, wary of ongoing supply chain disruptions, some companies are pulling inventory orders forward. This reduces the risk of stockouts, but also makes inventory volumes more volatile and planning more difficult. Predictive models can help address these challenges.

Robotic automation can offset both labor shortages and higher wages. And as their costs drop, robots are becoming more accessible to middle market companies, Stuart says.

It’s also possible to implement robotics in stages. This helps companies space out their investments, and prove the use case before making a huge commitment.

Some warehouses with slightly higher budgets are looking to access even more data and insight with smart sensors, such as RFID tags, Hetrick says. When attached at the point of manufacturing, RFID tags let a warehouse account for products as received once they cross the facility’s sensor threshold, streamlining the goods receipt operation. The tags also reduce the risk of miscounting or incorrectly scanning goods, so companies can move inventory more quickly and with a higher degree of accuracy.

Similarly, placing inspection services on site within a food or cold storage facility at a port of entry enables products that require inspection to more quickly enter the U.S. domestic market. And by evaluating their warehouse and distribution networks, companies can identify the locations that balance efficiency with customer service.

The companies highlighted here are leveraging technology and revamping processes to address the challenges their warehouses face. As they do, they’re cutting expenses and improving operations, while boosting customer service and labor efficiencies.

Signal Boost: U.S. Cellular Dials Back Costs

To address high inventory costs for its large, bulky products, U.S. Cellular consolidated from 12 to six warehouses, and boosted forecasting.

To address high inventory costs for its large, bulky products, U.S. Cellular consolidated from 12 to six warehouses, and boosted forecasting.

Several years ago, U.S. Cellular’s network supply chain group was managing one dozen warehouses across the country. Among other responsibilities, this group supports the building and maintenance of the company’s wireless network; handles strategic sourcing for building towers, fiber, and general contractors; and oversees the warehouses.

Too often, the group’s inventory wasn’t located where it was needed most. “We spent a ton of money transferring inventory between warehouses,” says Amy Augustine, senior director, network supply chain. Given the size of many of these products, the costs could quickly add up.

U.S. Cellular conducted a network distribution study, which revealed that six warehouses was “the sweet spot‚” that could support the wireless network on a timely basis, while keeping costs in check, Augustine says.

The team culled and consolidated inventory within the remaining warehouses, recycling older cabling, radios and other products. A new planning and forecasting team leveraged data from the company’s ERP system and mapping tools to assess where it made sense to stock various inventory items.

Another step was to shift from bulk ordering equipment. While this allowed for volume discounts and reduced the risk of stockouts, it often meant that equipment had to be moved from one warehouse to another.

U.S. Cellular worked with its 3PL partner to standardize processes across the warehouses. For example, instead of randomly loading equipment on a pallet, the team “Ikea-ized” it, Augustine says. Parts that will be used quickly go near the top and parts that are needed last, on the bottom. This makes it easier for the general contractors to build the site.

Among other benefits, Augustine and her team chopped about $1 million in warehouse fees within nine months. And in the first year, they also cut about $500,000 from the cost of transferring equipment from one warehouse to another.

The consumer side of U.S. Cellular, which handles mobile phones, tablets, and the like, has also been working to improve warehouse operations. Historically, the company’s devices and accessories came through a single fulfillment center. This worked well from a resource and cost effectiveness perspective, and it simplified some planning processes.

The downside was business continuity. When the pandemic hit in 2020, it became clear that an extended shutdown of the lone DC would cause trouble. “We did not have a good plan B,” says Robin Sowell, senior manager, logistics operations. In early 2022, the company opened a second facility.

The work wasn’t over, however. Initially, orders were assigned to one of the warehouses based on where the products were headed. Often, both DCs had to meet minimum order quantities when purchasing from suppliers, driving up inventory levels. Because neither DC had all the products a store might order, stores would often receive orders from both DCs. This was cumbersome for all involved.

Sowell brought together stakeholders from logistics, planning, and procurement—along with the company’s logistics and transportation partners—to brainstorm ideas. Among other conclusions, they found that trying to handle supply and demand for all channels out of both distribution centers complicated the planning process.

The team shifted to planning and fulfilling by sales channel. Bigger orders for the company’s stores are handled through the primary DC, while direct-to-consumer orders are handled from the other.

This shift allowed Sowell to move the bulk of inventory to the primary distribution center. Now, instead of six orders per day, stores receive fewer than two, on average.

The change also reduced inventory levels, cut transportation spending by 10%, and slashed carton quantity by between 35 and 50%, even as unit volume remained relatively flat or slightly down. Overall space utilized dropped by about 40%.

From a business continuity perspective, U.S. Cellular can utilize the secondary DC to fill corporate-owned stores, if necessary, Sowell adds.

Kenco’s Slotting Solution Cracks the Code

​Kenco's Slot DC is an AI-powered warehouse optimization tool that automates slotting and zoning by analyzing SKU velocity, seasonality, and operational patterns to enhance picking efficiency and reduce labor costs.

​Kenco’s Slot DC is an AI-powered warehouse optimization tool that automates slotting and zoning by analyzing SKU velocity, seasonality, and operational patterns to enhance picking efficiency and reduce labor costs.

Kenco, a third-party logistics provider, manages more than 100 distribution centers across North America. Over the past several years, as the volume of data collected from business intelligence tools grew, Kenco created a data warehouse to ensure a solid layer of data would fuel future innovations, says Satish Vadlamani, director of data science and business intelligence.

The Slot DC solution Kenco developed leverages deep learning to create heat maps that show picking trends, put-away compliance, and zone recommendations for reserve and forward pick areas. It also monitors the movement of stock-keeping units (SKUs) between non-optimal and optimal zones and analyzes how relocating a product to a more optimal position can impact the bottom line.

As Slot DC conducts its analysis, it considers sales data, as well as attributes such as product size and any hazmat restrictions. If a popular product is required to comply with hazmat restrictions, the solution searches for the optimal location within hazmat-approved areas. Slot DC is automated and doesn’t require a heavy investment in new equipment, Vadlamani says.

Kenco deployed Slot DC with a puzzle company that lacked both a consistent forward picking area and a consistent method for identifying which SKUs to assign to forward picking. Slot DC identified the changes needed and saved the company nearly $300,000 annually by optimizing its forward picking areas, Vadlamani says.

Port NOLA: Fast Freeze, Fresh Gains

Port NOLA partnered with Lineage for on-site inspection capabilities for imported food products at its temperature-controlled facility.

Port NOLA partnered with Lineage for on-site inspection capabilities for imported food products at its temperature-controlled facility.

Cold storage has long played an important role in warehousing operations at the Port of New Orleans, says Janine Moreau Mansour, director of trade development. It’s critical to the frozen poultry export market, which is the port’s second-largest containerized export.

In contrast to many U.S. ports that are working to grow their volume of exports, Port NOLA has targeted maintaining its current export business, while growing its fresh and frozen imports, Moreau Mansour says. The current 90/10 ratio of exports to imports can create equipment challenges for exporters, as they struggle to find empty refrigerated equipment containers.

One step toward this goal is the Port’s partnership with Lineage, a temperature-controlled warehousing and integrated transportation solutions provider. Lineage offers its iHouse—or within the warehouse—inspection capabilities for imported goods at one of its Port NOLA facilities. Food products that require inspection before entering the U.S. market won’t have to be transported to another site for inspection and certification.

“Onsite inspection services help get these products to market quickly and efficiently while meeting all regulatory requirements,” notes Christopher Britton, vice president, regional sales, with Lineage.

Lineage also offers blast-freezing capabilities, so shippers don’t need to invest in their own blast-freezing operation. Having this capability within a warehouse also speeds time to market.

Groceries on the Fly: Cutting Wait Times in Half

 

Exotec's Skypod solution supports both each and case picking while integrating multiple value-added functions.

Exotec’s Skypod solution supports both each and case picking while integrating multiple value-added functions.

The drive-through pick-up option offered E. Leclerc Seclin, a supermarket in France, has grown in popularity, says Maxence Maurice, the company’s CEO. Customers place their orders online and pick them up a few hours later.

As more customers used the service, wait times grew, Maurice says. Because the company lacked the capacity to handle the growing number of orders, management had to place a daily limit on them. In addition, employees traveled long distances to collect and deliver orders, which impacted their productivity and well-being.

“We needed a logistics solution that could handle and alleviate these various challenges,” Maurice says. The solution? The Next Generation Skypod robots from Exotec, a provider of warehouse robotics.

Skypods can handle up to 66 pounds within one tote, says Exotec spokesperson Anna Von Schmeling. The totes can transport nearly any type of container between racks and workstations, helping to improve workflows and efficiency.

At E. Leclerc Seclin, the Skypods transport bins filled with items ordered by customers to sorting tables; the items are then moved to bins that correspond to each customer order. Next, these bins are directed to one of three integrated Exotec buffer systems depending on the order’s temperature requirements: ambient, fresh, or frozen.

When customers arrive at the drive-through pick-up, they sign in via an external terminal, which triggers the extraction of bins from the storage areas, Maurice says. As customers pull up to a station, the bins are automatically lowered in a continuous flow, ready to be stowed directly in the boot.

With the Skypods, E. Leclerc Seclin can handle up to 1,200 orders daily, a 50% jump from the previous average. Customer wait times have dropped to about five minutes. “With the shorter wait times and greater system reliability, we’ve seen increased customer loyalty,” Maurice notes.

Flex, Fuel, Fulfill: Powering a Healthy Supply Chain

Robots from Locus Robotics support TQG’s picking, sorting, and internal transport processes.

Robots from Locus Robotics support TQG’s picking, sorting, and internal transport processes.

The Quality Group (TQG), which offers protein powders and bars and other nutrition products, handles up to 12 inbound trucks per day at its warehouses. Each year, the warehouses manage fulfillment for more than six million boxes, says Selim Tansug, COO with the Hamburg, Germany-based company.

As order volumes surged, TQG needed to scale operations efficiently while maintaining speed and accuracy. “Robotics became a natural solution to meet these growing demands,” Tansug says.

Robots from Locus Robotics currently support TQG’s picking, sorting, and internal transport processes. “They help optimize repetitive tasks, reduce physical strain on staff, and ensure a more streamlined material flow throughout the warehouse,” Tansug says. The robots helped TQG accelerate picking speed by 25%, improve order accuracy, and reduce labor costs per unit shipped.

Starting with 40 robots that operated within a specific warehouse zone and handled a select number of SKUs, TQG has since ramped up to 125 robots, says Denis Niezgoda, chief commercial officer, international, with Locus Robotics. These are on track to fulfill thousands of orders per day.

“For us, robotics aren’t just about automation—they’re about enabling agility,” Tansug says. “They’ve been instrumental in enhancing our performance during peak seasons and are a critical part of future-proofing our operations.”

Warehouse Wake-Up Call: Automate or Fall Behind

Chart showing that frontline warehouse workers report rising concerns with injuries on the warehouse floor, and stress about meeting business goals if warehouse leaders don’t embrace intelligent automation.

Frontline warehouse workers report rising concerns with injuries on the warehouse floor, and stress about meeting business goals if warehouse leaders don’t embrace intelligent automation.

Those are among the findings of Zebra Technologies Corporation’s latest warehousing vision study, Elevating Every Move: The Formula for High-Performance Warehousing.

According to the study, 63% of warehouse leaders plan to implement artificial intelligence (AI) software and augmented reality (AR) within five years. In addition, 64% plan to increase spending on warehouse modernization in the next five years, and 63% have already accelerated their modernization timelines or plan to do so by 2029.

As global warehouse expansion continues and daily order volumes increase, frontline workers share feedback suggesting that warehouse leaders need to move faster to expand workforce capacity:

  • 85% of associates say, “if my employer does not invest in technology to improve warehouse operations, we will not meet business objectives.”
  • 74% of associates are concerned they spend too much time on tasks that could be automated.
  • 72% of associates are concerned about safety on the (increasingly busy) warehouse floor, with 70% specifically worried about injuries.
  • 69% of associates report a lack of qualified staff on the warehouse floor and express concerns about fatigue and physical exhaustion.

Even warehouse leaders admit they find it challenging to maintain the fill rates (51%) and prepare orders (47%) outlined in their service level agreements, with order accuracy and outbound processes cited as the top two operational challenges in the Zebra study. Increased ecommerce activity also makes “faster delivery to the end-customer” a top challenge for warehouse teams, even as technology use is on the rise.

Given the disparity between customers’ growing expectations and warehouse operators’ limited hiring capacity, warehouse associates say it’s important that warehouses use collaborative robots, ergonomic mobile devices, communications applications, and task management tools to help solve workplace issues.

The increased availability of automation and mobile technologies would help attract and retain more warehouse associates, agree 93% of associates, while 89% say they feel more valued by their employers when provided with technology tools and automation designed to help them.

The post Warehouse Success: Speed Up, Spend Less appeared first on Inbound Logistics.

]]> While reining in costs and accelerating warehouse operations are worthy goals at any time, their importance is increasing, driven by an uncertain economy, volatile geopolitical environment, expensive real estate, and a challenging labor market.

“It’s all about cost and speed right now,” says Ashley Hetrick, principal and sourcing and supply chain segment leader with BDO.

The two goals often support each other. Moving goods in and out of a facility more quickly generally lets a company operate with fewer employees and in a smaller space, cutting both labor and real estate costs.

Many warehouse operators are foregoing capital-intensive solutions for those that incorporate relatively cost-effective tools, such as data analytics and artificial intelligence (AI). These can help companies quickly identify opportunities for improvement, for example by highlighting picking operations that take longer than average, and showing how a different layout could accelerate them.

Artificial intelligence that drives predictive analytics is also moving into the cold storage space, says Brad Hulbert, director with Grant Thornton’s business consulting group, specializing in supply chain. It can aid in forecasting demand, which is critical with many of these products, given their limited shelf life.

Also in demand are predictive models that can help in analyzing rapidly changing markets, says Nick Stuart, retail and restaurant consulting leader with RSM US. For instance, wary of ongoing supply chain disruptions, some companies are pulling inventory orders forward. This reduces the risk of stockouts, but also makes inventory volumes more volatile and planning more difficult. Predictive models can help address these challenges.

Robotic automation can offset both labor shortages and higher wages. And as their costs drop, robots are becoming more accessible to middle market companies, Stuart says.

It’s also possible to implement robotics in stages. This helps companies space out their investments, and prove the use case before making a huge commitment.

Some warehouses with slightly higher budgets are looking to access even more data and insight with smart sensors, such as RFID tags, Hetrick says. When attached at the point of manufacturing, RFID tags let a warehouse account for products as received once they cross the facility’s sensor threshold, streamlining the goods receipt operation. The tags also reduce the risk of miscounting or incorrectly scanning goods, so companies can move inventory more quickly and with a higher degree of accuracy.

Similarly, placing inspection services on site within a food or cold storage facility at a port of entry enables products that require inspection to more quickly enter the U.S. domestic market. And by evaluating their warehouse and distribution networks, companies can identify the locations that balance efficiency with customer service.

The companies highlighted here are leveraging technology and revamping processes to address the challenges their warehouses face. As they do, they’re cutting expenses and improving operations, while boosting customer service and labor efficiencies.

Signal Boost: U.S. Cellular Dials Back Costs

To address high inventory costs for its large, bulky products, U.S. Cellular consolidated from 12 to six warehouses, and boosted forecasting.

To address high inventory costs for its large, bulky products, U.S. Cellular consolidated from 12 to six warehouses, and boosted forecasting.

Several years ago, U.S. Cellular’s network supply chain group was managing one dozen warehouses across the country. Among other responsibilities, this group supports the building and maintenance of the company’s wireless network; handles strategic sourcing for building towers, fiber, and general contractors; and oversees the warehouses.

Too often, the group’s inventory wasn’t located where it was needed most. “We spent a ton of money transferring inventory between warehouses,” says Amy Augustine, senior director, network supply chain. Given the size of many of these products, the costs could quickly add up.

U.S. Cellular conducted a network distribution study, which revealed that six warehouses was “the sweet spot‚” that could support the wireless network on a timely basis, while keeping costs in check, Augustine says.

The team culled and consolidated inventory within the remaining warehouses, recycling older cabling, radios and other products. A new planning and forecasting team leveraged data from the company’s ERP system and mapping tools to assess where it made sense to stock various inventory items.

Another step was to shift from bulk ordering equipment. While this allowed for volume discounts and reduced the risk of stockouts, it often meant that equipment had to be moved from one warehouse to another.

U.S. Cellular worked with its 3PL partner to standardize processes across the warehouses. For example, instead of randomly loading equipment on a pallet, the team “Ikea-ized” it, Augustine says. Parts that will be used quickly go near the top and parts that are needed last, on the bottom. This makes it easier for the general contractors to build the site.

Among other benefits, Augustine and her team chopped about $1 million in warehouse fees within nine months. And in the first year, they also cut about $500,000 from the cost of transferring equipment from one warehouse to another.

The consumer side of U.S. Cellular, which handles mobile phones, tablets, and the like, has also been working to improve warehouse operations. Historically, the company’s devices and accessories came through a single fulfillment center. This worked well from a resource and cost effectiveness perspective, and it simplified some planning processes.

The downside was business continuity. When the pandemic hit in 2020, it became clear that an extended shutdown of the lone DC would cause trouble. “We did not have a good plan B,” says Robin Sowell, senior manager, logistics operations. In early 2022, the company opened a second facility.

The work wasn’t over, however. Initially, orders were assigned to one of the warehouses based on where the products were headed. Often, both DCs had to meet minimum order quantities when purchasing from suppliers, driving up inventory levels. Because neither DC had all the products a store might order, stores would often receive orders from both DCs. This was cumbersome for all involved.

Sowell brought together stakeholders from logistics, planning, and procurement—along with the company’s logistics and transportation partners—to brainstorm ideas. Among other conclusions, they found that trying to handle supply and demand for all channels out of both distribution centers complicated the planning process.

The team shifted to planning and fulfilling by sales channel. Bigger orders for the company’s stores are handled through the primary DC, while direct-to-consumer orders are handled from the other.

This shift allowed Sowell to move the bulk of inventory to the primary distribution center. Now, instead of six orders per day, stores receive fewer than two, on average.

The change also reduced inventory levels, cut transportation spending by 10%, and slashed carton quantity by between 35 and 50%, even as unit volume remained relatively flat or slightly down. Overall space utilized dropped by about 40%.

From a business continuity perspective, U.S. Cellular can utilize the secondary DC to fill corporate-owned stores, if necessary, Sowell adds.

Kenco’s Slotting Solution Cracks the Code

​Kenco's Slot DC is an AI-powered warehouse optimization tool that automates slotting and zoning by analyzing SKU velocity, seasonality, and operational patterns to enhance picking efficiency and reduce labor costs.

​Kenco’s Slot DC is an AI-powered warehouse optimization tool that automates slotting and zoning by analyzing SKU velocity, seasonality, and operational patterns to enhance picking efficiency and reduce labor costs.

Kenco, a third-party logistics provider, manages more than 100 distribution centers across North America. Over the past several years, as the volume of data collected from business intelligence tools grew, Kenco created a data warehouse to ensure a solid layer of data would fuel future innovations, says Satish Vadlamani, director of data science and business intelligence.

The Slot DC solution Kenco developed leverages deep learning to create heat maps that show picking trends, put-away compliance, and zone recommendations for reserve and forward pick areas. It also monitors the movement of stock-keeping units (SKUs) between non-optimal and optimal zones and analyzes how relocating a product to a more optimal position can impact the bottom line.

As Slot DC conducts its analysis, it considers sales data, as well as attributes such as product size and any hazmat restrictions. If a popular product is required to comply with hazmat restrictions, the solution searches for the optimal location within hazmat-approved areas. Slot DC is automated and doesn’t require a heavy investment in new equipment, Vadlamani says.

Kenco deployed Slot DC with a puzzle company that lacked both a consistent forward picking area and a consistent method for identifying which SKUs to assign to forward picking. Slot DC identified the changes needed and saved the company nearly $300,000 annually by optimizing its forward picking areas, Vadlamani says.

Port NOLA: Fast Freeze, Fresh Gains

Port NOLA partnered with Lineage for on-site inspection capabilities for imported food products at its temperature-controlled facility.

Port NOLA partnered with Lineage for on-site inspection capabilities for imported food products at its temperature-controlled facility.

Cold storage has long played an important role in warehousing operations at the Port of New Orleans, says Janine Moreau Mansour, director of trade development. It’s critical to the frozen poultry export market, which is the port’s second-largest containerized export.

In contrast to many U.S. ports that are working to grow their volume of exports, Port NOLA has targeted maintaining its current export business, while growing its fresh and frozen imports, Moreau Mansour says. The current 90/10 ratio of exports to imports can create equipment challenges for exporters, as they struggle to find empty refrigerated equipment containers.

One step toward this goal is the Port’s partnership with Lineage, a temperature-controlled warehousing and integrated transportation solutions provider. Lineage offers its iHouse—or within the warehouse—inspection capabilities for imported goods at one of its Port NOLA facilities. Food products that require inspection before entering the U.S. market won’t have to be transported to another site for inspection and certification.

“Onsite inspection services help get these products to market quickly and efficiently while meeting all regulatory requirements,” notes Christopher Britton, vice president, regional sales, with Lineage.

Lineage also offers blast-freezing capabilities, so shippers don’t need to invest in their own blast-freezing operation. Having this capability within a warehouse also speeds time to market.

Groceries on the Fly: Cutting Wait Times in Half

 

Exotec's Skypod solution supports both each and case picking while integrating multiple value-added functions.

Exotec’s Skypod solution supports both each and case picking while integrating multiple value-added functions.

The drive-through pick-up option offered E. Leclerc Seclin, a supermarket in France, has grown in popularity, says Maxence Maurice, the company’s CEO. Customers place their orders online and pick them up a few hours later.

As more customers used the service, wait times grew, Maurice says. Because the company lacked the capacity to handle the growing number of orders, management had to place a daily limit on them. In addition, employees traveled long distances to collect and deliver orders, which impacted their productivity and well-being.

“We needed a logistics solution that could handle and alleviate these various challenges,” Maurice says. The solution? The Next Generation Skypod robots from Exotec, a provider of warehouse robotics.

Skypods can handle up to 66 pounds within one tote, says Exotec spokesperson Anna Von Schmeling. The totes can transport nearly any type of container between racks and workstations, helping to improve workflows and efficiency.

At E. Leclerc Seclin, the Skypods transport bins filled with items ordered by customers to sorting tables; the items are then moved to bins that correspond to each customer order. Next, these bins are directed to one of three integrated Exotec buffer systems depending on the order’s temperature requirements: ambient, fresh, or frozen.

When customers arrive at the drive-through pick-up, they sign in via an external terminal, which triggers the extraction of bins from the storage areas, Maurice says. As customers pull up to a station, the bins are automatically lowered in a continuous flow, ready to be stowed directly in the boot.

With the Skypods, E. Leclerc Seclin can handle up to 1,200 orders daily, a 50% jump from the previous average. Customer wait times have dropped to about five minutes. “With the shorter wait times and greater system reliability, we’ve seen increased customer loyalty,” Maurice notes.

Flex, Fuel, Fulfill: Powering a Healthy Supply Chain

Robots from Locus Robotics support TQG’s picking, sorting, and internal transport processes.

Robots from Locus Robotics support TQG’s picking, sorting, and internal transport processes.

The Quality Group (TQG), which offers protein powders and bars and other nutrition products, handles up to 12 inbound trucks per day at its warehouses. Each year, the warehouses manage fulfillment for more than six million boxes, says Selim Tansug, COO with the Hamburg, Germany-based company.

As order volumes surged, TQG needed to scale operations efficiently while maintaining speed and accuracy. “Robotics became a natural solution to meet these growing demands,” Tansug says.

Robots from Locus Robotics currently support TQG’s picking, sorting, and internal transport processes. “They help optimize repetitive tasks, reduce physical strain on staff, and ensure a more streamlined material flow throughout the warehouse,” Tansug says. The robots helped TQG accelerate picking speed by 25%, improve order accuracy, and reduce labor costs per unit shipped.

Starting with 40 robots that operated within a specific warehouse zone and handled a select number of SKUs, TQG has since ramped up to 125 robots, says Denis Niezgoda, chief commercial officer, international, with Locus Robotics. These are on track to fulfill thousands of orders per day.

“For us, robotics aren’t just about automation—they’re about enabling agility,” Tansug says. “They’ve been instrumental in enhancing our performance during peak seasons and are a critical part of future-proofing our operations.”

Warehouse Wake-Up Call: Automate or Fall Behind

Chart showing that frontline warehouse workers report rising concerns with injuries on the warehouse floor, and stress about meeting business goals if warehouse leaders don’t embrace intelligent automation.

Frontline warehouse workers report rising concerns with injuries on the warehouse floor, and stress about meeting business goals if warehouse leaders don’t embrace intelligent automation.

Those are among the findings of Zebra Technologies Corporation’s latest warehousing vision study, Elevating Every Move: The Formula for High-Performance Warehousing.

According to the study, 63% of warehouse leaders plan to implement artificial intelligence (AI) software and augmented reality (AR) within five years. In addition, 64% plan to increase spending on warehouse modernization in the next five years, and 63% have already accelerated their modernization timelines or plan to do so by 2029.

As global warehouse expansion continues and daily order volumes increase, frontline workers share feedback suggesting that warehouse leaders need to move faster to expand workforce capacity:

  • 85% of associates say, “if my employer does not invest in technology to improve warehouse operations, we will not meet business objectives.”
  • 74% of associates are concerned they spend too much time on tasks that could be automated.
  • 72% of associates are concerned about safety on the (increasingly busy) warehouse floor, with 70% specifically worried about injuries.
  • 69% of associates report a lack of qualified staff on the warehouse floor and express concerns about fatigue and physical exhaustion.

Even warehouse leaders admit they find it challenging to maintain the fill rates (51%) and prepare orders (47%) outlined in their service level agreements, with order accuracy and outbound processes cited as the top two operational challenges in the Zebra study. Increased ecommerce activity also makes “faster delivery to the end-customer” a top challenge for warehouse teams, even as technology use is on the rise.

Given the disparity between customers’ growing expectations and warehouse operators’ limited hiring capacity, warehouse associates say it’s important that warehouses use collaborative robots, ergonomic mobile devices, communications applications, and task management tools to help solve workplace issues.

The increased availability of automation and mobile technologies would help attract and retain more warehouse associates, agree 93% of associates, while 89% say they feel more valued by their employers when provided with technology tools and automation designed to help them.

The post Warehouse Success: Speed Up, Spend Less appeared first on Inbound Logistics.

]]> 75 Green Supply Chain Partners https://www.inboundlogistics.com/articles/75-green-supply-chain-partners/ Thu, 22 May 2025 10:45:05 +0000 https://www.inboundlogistics.com/?post_type=articles&p=36920 A. Duie Pyle
www.aduiepyle.com

A. Duie Pyle uses renewable diesel and electric forklifts and telematics-based routing, has made aerodynamic upgrades, and adheres to idle reduction policies. It implemented a 99% electric forklift fleet across 12 service centers, resulting in an estimated annual reduction of 2,343 metric tons of CO2e. The company also operates a 570,000-square-foot solar-powered warehouse and recycles 80% of the water used at its truck washes.

NOTABLE ACHIEVEMENT: A. Duie Pyle has been recognized as an HDT Top Green Fleet honoree.

AAA Cooper Transportation

www.aaacooper.com

AAA Cooper Transportation, a SmartWay partner, upgraded its aerodynamic fairing packages to lighter, synthetic materials and adopted next-generation engine technologies to boost fuel economy. It also installed tire pressure systems specifically for drive tire positions to further improve MPG and equipped van trailers with next-generation skirting to optimize airflow.

NOTABLE ACHIEVEMENT: In addition to ongoing SmartWay certification, AAA Cooper Transportation achieved compliance with the California Air Resources Board (CARB) and California’s Advanced Clean Fleets (ACF) Regulation for 2025.

AIT Worldwide Logistics

www.aitworldwide.com

AIT Worldwide Logistics maintains a variety of sustainability goals: achieving net zero for Scope 1 and 2 emissions by 2035, and for Scope 3 by 2050; 20% electricity reduction by 2027; and 100% renewable energy use at AIT facilities by 2030. In 2024, sustainable aviation fuel purchases resulted in the abatement of 7,000+ mt CO2 and it enacted three new sustainable marine fuel agreements.

NOTABLE ACHIEVEMENT: In 2024, AIT achieved 40% renewable energy used in its AIT-controlled warehouses and made multiple 1,000+-mile electric vehicle deliveries.

Alliance Shippers

www.alliance.com

Alliance Shippers’ refrigerated containers are equipped with two-way cellular tracking devices powered by solar energy within the refrigeration units. This system provides continuous GPS tracking, temperature monitoring, fuel level checks, and remote control of refrigeration units. By building its refrigerated fleet with the latest technology, Alliance Shippers maximizes efficiency and sustainability. The company’s use of rail transport for refrigerated goods further reduces CO2 emissions by approximately 67%.

NOTABLE ACHIEVEMENT: Alliance Shippers has been a SmartWay Partner since 2006.

Americold

www.americold.com

In 2024, Americold invested more than $18 million in 25 sustainability projects, generating more than 22 million kWh in annual energy savings. Over 90% of its facilities capture real-time utility data, enabling data-driven decisions and supporting its participation in 76 utility demand-response programs. As of 2024, 213 Americold facilities were enrolled in the Global Cold Chain Alliance’s Energy Excellence Program and 26 buildings earned Energy Star certification. Americold also continues to expand initiatives like LED lighting, solar energy, and refrigerant efficiency—resulting in more than 64% of its global portfolio using energy-efficient lighting in warehouse areas.

NOTABLE ACHIEVEMENT: In 2024, Americold’s renewable energy efforts produced 24,159 MWh. The company maintains a goal of 150,000 MWh annually by 2030.

ArcBest

www.arcb.com

ArcBest upgraded its fleet with equipment that meets the latest EPA engine standards and is piloting electric vehicles, including yard tractors and forklifts, as part of its strategy to reduce emissions. It has also invested in city route optimization technology to streamline deliveries, minimize fuel consumption, and lower greenhouse gas output. The company installed a 50,000 kWh solar power system at its Fort Wayne service center and converted nearly 1,800 lighting fixtures to LED for greater energy efficiency. The company voluntarily discloses its Scope 1 and Scope 2 greenhouse gas emissions and is working toward reporting Scope 3 emissions.

NOTABLE ACHIEVEMENT: ArcBest received the EcoVadis bronze medal for sustainability performance for three consecutive years.

Arvato

www.arvato.com

Arvato aims to reduce Scope 1 and 2 emissions by 50% by 2030 compared to 2018 levels. The company powers operations with 100% renewable electricity, has installed more than 360,000 square meters of solar panels, and is phasing out fossil-fuel-based heating across its sites. Facilities include BREEAM-certified warehouses, LED lighting, and energy-efficient systems, such as repurposing waste heat for warehouse heating. Sustainability initiatives extend to operations, with pilots for reusable shipping boxes, automated waste-reducing packaging systems, and the use of 35% PCR stretch wrap to cut plastic waste.

NOTABLE ACHIEVEMENT: Since the beginning of 2023, Arvato procures only 100% green electricity (from solar, wind, or hydro sources) for its sites worldwide. The company is also part of the EPA’s Green Power Partnership program.

Averitt

www.averitt.com

Averitt joined SmartWay as a founding member and has since achieved 36% reduction in CO2 emissions, 84% reduction in NOx emissions, and saved 5.4 million gallons of diesel fuel. Other stats: it eliminated 12.7 pounds of CO2 per year by using innovative tire inflation technology and more than 13.2 million pounds of CO2 per year by shifting to EV forklifts; saved 2.84 million gallons of fuel using auxiliary power units; achieved 30% reduction in pickup and delivery miles using the Roadnet optimization tool, where engines shut down automatically after three minutes; and recycled 90,994 gallons of oil and repaired 28,571 tires.

NOTABLE ACHIEVEMENT: Averitt was awarded the EcoVadis Committed Badge and the Clean Diesel Leadership Award from the Tennessee Trucking Association, and was named to the HDT Top Green Fleet list.

Bison Transport

www.bisontransport.com

In 2024, Bison Transport cut nearly 150,000 tons of CO2 emissions, achieving a low CO2e of 1.24 per loaded mile by optimizing equipment and operations. Its fleet includes hydrogen fuel cell trucks and battery-electric APUs. Bison also retreads 12,500 tires annually, recycles thousands of liters of used oil and filters, and reduces plastic waste with bulk fluid dispensing. Its facilities save 913 tons of CO2 yearly through LED lighting. Bison set a goal to cut carbon emissions per mile by 50% by 2030.

NOTABLE ACHIEVEMENT: Bison’s sustainability efforts are backed by a Supplier Code of Conduct, a Sustainable Procurement Policy, and 18 consecutive TCA fleet safety awards.

Brown Integrated Logistics

www.bisontransport.com

In 2022, Brown Integrated Logistics appointed an ESG initiative leader, supported by a C-level champion, to formalize its commitment to environmental and social responsibility. Key initiatives focus on reducing waste by replacing single-use products, identifying carbon emission reduction opportunities across operations, exploring renewable energy options, and establishing reuse programs to divert materials from landfills.

NOTABLE ACHIEVEMENT: Brown Integrated Logistics participates in the GreenWay Miles program, which includes carbon audits, carbon-neutral shipping alternatives, and truck driver sustainability training.

C.H. Robinson

www.chrobinson.com

In 2023, C.H. Robinson achieved a 47% reduction in emissions intensity—surpassing its 2025 goal two years early—and is continuing efforts to cut Scope 1 and 2 emissions while setting new targets. The company’s global alternative fuel program supports decarbonization across all transportation modes, and it participates in industry collaborations such as the I-10 Shipper Carrier Coalition to expand electric vehicle charging infrastructure. In 2024, the company and its foundation contributed more than $4 million to community and sustainability-focused initiatives.

NOTABLE ACHIEVEMENT: C.H. Robinson has been a SmartWay partner since 2005, and received an EcoVadis bronze medal.

CHEP

www.chep.com

CHEP’s circular model promotes sustainability by sharing, repairing, and reusing 353 million assets worldwide, reducing waste and emissions across its operations and customer networks. The company recently doubled post-consumer recycled content in products, ensuring 42% of plastic materials are recycled or upcycled, and increased collaborative decarbonization projects by 37%. The company sources 100% of its timber sustainably, maintains carbon-neutral operations (Scopes 1 and 2), and aims for net-zero emissions (Scopes 1-3) by 2040.

NOTABLE ACHIEVEMENT: CHEP’s sustainability efforts were recognized with Dow Jones Sustainability World Index and CDP A List rankings, as well as Corporate Knights, EcoVadis, and Global Top Employer certifications.

CJ Logistics America

america.cjlogistics.com

CJ Logistics America focuses on reducing waste and costs in supply chains while supporting customers’ sustainability goals. Key initiatives include consolidated shipping—combining multiple customers’ freight to cut emissions and costs—SmartWay certification, and a strict no-idling policy. CJ Logistics also engages in large-scale network modeling projects to improve efficiency, reduce costs, and lower carbon footprints. Its efforts also include collaborations to reduce CO2 emissions, conserve water, and minimize waste.

NOTABLE ACHIEVEMENT: CJ Logistics America is a SmartWay partner.

Controlant

www.controlant.com

Focused on delivering zero-waste supply chains through real-time visibility and automation, Controlant has been recognized by EcoVadis as among the top 15% of most sustainable companies globally. As a UN Global Compact participant, Controlant aligns with the UN Sustainable Development Goals and has also earned a B rating from CDP Climate, with strong scores in emissions disclosure, collaboration, and low-carbon initiatives. Through partnerships like its 2024 Carbon Trust case study with Vodafone, Controlant demonstrates the potential of real-time monitoring to advance sustainability in pharmaceutical supply chains.

NOTABLE ACHIEVEMENT: In 2024, Controlant reduced total emissions by 72%, staying on track to meet its 2030 science-based target.

Covenant Logistics

www.covenantlogistics.com

One key sustainability initiative for Covenant Logistics is its partnership with DClimate to implement electric auxiliary power units across its fleet. These units reduce engine idling by 2,220 hours per truck annually—saving 1.76 million gallons of fuel and cutting 31.68 million pounds of CO2 emissions per 1,000 trucks. Covenant also adopted renewable diesel and installed solar panels to help power its facilities. Additional efforts include a comprehensive tire recycling program and company-wide emissions reduction strategies.

NOTABLE ACHIEVEMENT: In 2024, Covenant Logistics earned the John Deere Sustainability Award and the EPA SmartWay Excellence Award, placing it in the top 1% of 4,000+ SmartWay carriers for emissions performance.

Crowley

www.crowley.com

With a commitment to reach net-zero greenhouse gas emissions by 2050, Crowley integrates low- and zero-emission equipment, including electric forklifts, hybrid and electric vehicles, and charging infrastructure across its ports and facilities. In 2024, Crowley launched eWolf, the first all-electric, zero-emissions tugboat in the United States, and began operating the largest U.S.-flagged liquid natural gas (LNG) bunker at the Port of Savannah. Its four LNG-fueled Avance Class containerships, set to launch this year, are designed to significantly reduce carbon emissions and eliminate particulate matter.

NOTABLE ACHIEVEMENT: Crowley received recognition on various sustainability rankings, including the CDP Climate Change A List, Ethisphere’s World’s Most Ethical Companies list, ISS ESG Prime Corporate Rating, MSCI ESG Ratings, Sustainalytics Top Rated List, and EcoVadis Gold.

CSX Transportation

www.csx.com

CSX invests in emissions reduction, alternative fuels, and technology. In 2023, CSX helped customers avoid 12.9 million metric tons of CO2 emissions by shifting freight from road to rail. The company is targeting a 37.3% reduction in greenhouse gas intensity by 2030, aligned with the Science Based Targets initiative. It has repowered 15 locomotives to Tier 4 EPA standards, tested biodiesel blends that cut emissions by nearly 20%, and piloted a hydrogen fuel cell locomotive. An $11.6-million grant will support the deployment of three battery-electric locomotives in Baltimore by 2026.

NOTABLE ACHIEVEMENT: CSX’s sustainability leadership has earned recognition from S&P Global and inclusion in the Dow Jones North America Sustainability Index for 12 consecutive years.

Dematic

www.dematic.com

Dematic helps customers achieve their sustainability goals through intelligent automation solutions and services that reduce environmental impact, optimize resource utilization, and promote responsible business practices throughout the supply chain. Dematic is committed to net zero by 2050, and its commitment and reduction guide path was validated by Science Based Targets Initiative in December 2024. The company also supports the United Nations 2030 Agenda for Sustainable Development, aiming for a sustainable future in commerce. All of Dematic’s locations are ISO 14000 (environment management systems) and 45001 (health and safety systems) certified.

NOTABLE ACHIEVEMENT: Dematic earned EcoVadis silver or gold ratings in each of its four regions, placing in the top 5-15% of all companies rated.

DHL

www.dhl.com

Since introducing its GoGreen initiative in 2008, DHL Group has focused on developing sustainable supply chain solutions—from carbon reporting tools to its investment in biofuels, sustainable buildings, and electric and hydrogen vehicles. The company maintains goals of being carbon neutral by 2045 and achieving net zero emissions by 2050. DHL currently utilizes more than 29,000 e-vehicles as part of its strategy to reduce direct and indirect emissions (Scopes 1 and 2) by 42% and logistics-related Scope 3 emissions by 25% in total by 2030. The company is also working toward having more than 30% of its aviation fuel blended with sustainable alternative fuel (SAF) by 2030—it currently ranks first among airlines for SAF as a share of all jet fuel.

NOTABLE ACHIEVEMENT: DHL’s sustainability honors include the Sustainable Logistics Solution of the Year Award, the ACO Sustainable Endurance Award, and the Sustainable Procurement Leadership Award.

Dimerco Express Group

www.dimerco.com

Dimerco set a 30% Scope 1 and 2 emissions reduction target by 2030 and aims to achieve 100% renewable electricity for its offices by 2050. The company is certified to ISO 14064-1:2018 for greenhouse gas emissions reporting, and its subsidiary in China holds ISO 14001 and ISO 45001 certifications. Dimerco earned a B- rating from CDP, reflecting strong environmental performance in the intermodal transport sector. Starting in 2024, the company also partnered with Acer and Cathay Pacific Cargo to adopt sustainable aviation fuel on Cathay flights, supporting emissions reduction in aviation. Also, Dimerco’s emissions reporting system, built on EcoTransIT World’s methodology, provides customers with reliable CO2 data for all air and ocean shipments.

NOTABLE ACHIEVEMENT: Dimerco received the Best Green Logistics Provider at the Asian Freight Logistics and Supply Chain awards.

East Coast Warehouse & Distribution

www.eastcoastwarehouse.com

At its headquarters, which houses the largest solar-powered warehouse in the Northeast, East Coast Warehouse & Distribution produces more than 2 million kWh of clean, renewable energy each year. In addition, East Coast Warehouse & Distribution utilizes state-of-the-art motion-sensing technology to provide advanced and reliable energy-saving controls across its facilities. As a result of these efforts, the company has saved 1.3 million kWh and prevented 3.15 million pounds of carbon dioxide, more than 25,000 pounds of sulfur dioxide, and 11,000 pounds of nitrogen dioxide from entering the atmosphere.

NOTABLE ACHIEVEMENT: East Coast Warehouse & Distribution was recognized with Heineken USA’s 2024 Sustainability Award for efforts to electrify its facility in Savannah.

Echo Global Logistics

www.echo.com

Echo Global Logistics partners with shippers and carriers to implement practices that reduce fuel emissions, waste, and pollutants. The company tracks and reports greenhouse gas emissions, promotes recycling, and increases the use of environmentally acceptable materials. Certified to ISO 14001:2015, Echo’s environmental management system meets international standards. The company has been part of the SmartWay program since 2010. Echo also tracks clients’ carbon footprints and helps manage emissions across all major modes.

NOTABLE ACHIEVEMENT: Echo ranked first in multiple SmartWay categories and helped prevent more than 38,000 metric tons of CO2 emissions.

England Logistics

www.englandlogistics.com

England Logistics provides eco-friendly transportation by partnering with organizations seeking to reduce waste. England Logistics works to curb greenhouse gas emissions from freight transportation activities as well as through its operational strategies, data management tools, and technology solutions. The company also works to develop initiatives that reduce energy usage and promote sustainable packaging.

NOTABLE ACHIEVEMENT: England Logistics has been a SmartWay partner since 2022.

Estes Express Lines

www.estes-express.com

Estes launched its sustainability division in 2023, set a goal of net-zero emissions by 2050, and established a Scope 1 and 2 GHG emissions baseline. Key initiatives include solar arrays at nine terminals (eight more planned for 2025), renewable energy credits for its corporate office, and a modern fleet with EV forklifts, yard jockeys, CNG/RNG vehicles, and Class 8 tractors.

Estes partners with Remora Carbon on a Class 8 carbon capture pilot and uses AI-driven tools like Optym’s Haul Plan and RouteMax to cut empty miles by 10% and reduce urban fuel use by 3-5%. Additional efforts include e-delivery receipts, Samsara-powered driver programs, and partnerships with Virginia Tech, VCU, SMC3, and Smart Freight Centre.

NOTABLE ACHIEVEMENT: Over six years, Estes improved MPG by 6.5% through fleet upgrades, aerodynamic enhancements, low-emission fuels, and its driver efficiency score program.

Evergreen Shipping Agency (America) Corp.

www.evergreen-shipping.us

Evergreen invested in new eco-friendly ships, including 20 M-Type (15,372 TEU), one C-Type (1,904 TEU), 24 E-Type (16,000 TEU) dual-fuel methanol vessels, and 11 LNG dual-fuel ships (24,000 TEU).

Evergreen is also testing biofuels and partnering with e-methanol suppliers. Its procurement efforts include acquiring 2,000 IoT-enabled reefer containers, aiming for 39,000, to optimize cold chain management. Evergreen holds ISO 14067 certification for Asia-Europe and Asia-North America routes, as well as ISO 14064-1 and GHG Protocol certifications, including for subsidiaries.

NOTABLE ACHIEVEMENT: Evergreen earned an EcoVadis bronze medal (2024), the 2024 Gold Award for Transportation from the Taiwan Institute for Sustainable Energy, and recognition from the Ministry of Transportation and Communications for eco-friendly shipping.

FedEx

www.fedex.com

Setting a goal of carbon-neutral global operations by 2040, FedEx deploys a three-part initiative to advance environmental stewardship: innovating operations to reduce environmental impact; taking action through research and development; and supporting businesses of all sizes to make their operations more sustainable.

For example, FedEx converted its entire parcel pickup and delivery fleet to zero-emission electric vehicles. Additionally, the company helps customers make more sustainable shipping choices with FedEx Sustainability Insights.

NOTABLE ACHIEVEMENT: In a first for its U.S. operations, FedEx now uses blended sustainable aviation fuel (SAF) to help fuel FedEx aircraft at Los Angeles International Airpor. The deal with Neste, a producer of SAF and renewable diesel, secures more than 3 million gallons with a minimum 30% neat SAF blend and is the largest SAF purchase by a U.S. cargo airline at LAX to date.

FLS Transportation Services

www.flstransport.com

FLS Transportation Services is recognized by EcoVadis for its sustainability efforts. Its LEED Platinum-certified headquarters features optimized natural lighting, motion-detection LED lights, material reuse, and active recycling. The company supports remote work, carpooling, and low-impact commuting to reduce emissions.

FLS partners with environmentally responsible carriers, using a network of over 1,400 SmartWay-certified carriers. It consistently ranks better than EPA industry benchmarks, excelling in grams-per-ton-mile and grams-per-mile impact.

NOTABLE ACHIEVEMENT: FLS invested in cleaner equipment and electric yard solutions. Partnering with ORANGE EV, it offers EV yard trucks and free trials, plus CNG and lightweight trucks.

GEODIS

geodis.com

By 2030, aligned with the Paris Agreement and validated by the Science Based Targets initiative, GEODIS commits to reducing greenhouse gas emissions from fleets and buildings (Scope 1-2) by 42%, and cutting carbon intensity in subcontracted transport (Scope 3) by 25% compared to 2022. In North America, GEODIS expanded sustainability efforts focusing on energy efficiency, renewable energy, and workforce development.

In partnership with Prologis, GEODIS completed three warehouse solar installations in 2025, with five more planned. This supports a broader strategy of transitioning to sustainability-certified warehouses (e.g., BREEAM, LEED). Americas facilities follow the Green Site Certification Program, scoring sites on sustainability practices annually.

NOTABLE ACHIEVEMENT: In 2025, GEODIS was recognized at the Leadership level by CDP, a global environmental disclosure organization.

Green Worldwide Shipping

www.greenworldwide.com

Green Worldwide Shipping calculates and reports shipment-related greenhouse gas emissions in accordance with ISO 14083 and the GLEC Framework. It also provides GLEC- and ISO-aligned quarterly emissions reports for customers.

Its GreenCheck tool helps clients design lower-emission shipments using real-world air and ocean schedules, reducing emissions by 10-30% without impacting cost or time. The Sustainable Fuel Program offers access to zero-emission ocean and heavy-duty trucking certificates, reducing Scope 3 emissions. This is supported by Green’s role in the Zero-Emission Maritime Buyers Alliance and the Center for Green Market Activation’s trucking program.

A SmartWay partner, Green also contributes to global decarbonization as a member of the Smart Freight Centre, GLEC, Clean Cargo, Clean Air Transport programs, and the Book & Claim Community. It offsets Scope 1 and 2 emissions and has been part of the UN Global Compact since 2019.

NOTABLE ACHIEVEMENT: Green joined ZEMBA, a 20+ company consortium—including Amazon, IKEA, and Patagonia—committed to cutting shipping emissions by 90% versus fossil fuels.

Hight Logistics

www.hightlogistics.com

Through its zero-emission division, Hight Electric, the company has built one of the largest private EV drayage fleets in the United States, operating 27 Volvo VNR Electric trucks. These trucks—many with extended-range six-battery setups—run daily routes from the ports of Long Beach, Los Angeles, and Oakland, significantly reducing emissions in some of the most heavily impacted freight corridors. Hight supports broader environmental goals through partnerships like its work with Ocean Conservancy and enforces no-idle policies at port facilities.

NOTABLE ACHIEVEMENT: Backed by California’s HVIP and ISEF programs and in partnership with TEC Equipment, Hight not only adopted new technology, but it also built the infrastructure to support it, including six dual-port chargers that keep the fleet moving. Drivers are trained on EV best practices, including regenerative braking and efficient routing.

Hub Group

www.hubgroup.com

Hub Group offers sustainability-focused solutions including intermodal, LTL consolidation, and network optimization. It analyzes customer supply chains for efficiency, invests in energy-efficient tractors, and implements advanced network planning technology.

Its Oak Brook, Illinois, headquarters is LEED Gold Certified, featuring energy-efficient lighting, natural light, rainwater harvesting, native landscaping, walking trails, and electric vehicle charging stations.

NOTABLE ACHIEVEMENT: In 2024, Hub Group helped customers avoid over 2.5 billion pounds of CO2 and 113 million gallons of fuel through intermodal shipments and LTL consolidation, including 50 million pounds of CO2 saved via retail consolidation programs.

Hyster

www.hyster.com

Hyster champions the electrification of materials handling operations. Among its solutions is an onboard charging system that allows several of its integrated lithium-ion forklifts to be charged via common electrical outlets in addition to traditional off-board fast charging. This option opens the door for more small and mid-sized businesses and lower-hour applications to bring lithium-ion battery power to their operations. It also enables businesses looking to rent equipment to use electric power without altering their infrastructure.

NOTABLE ACHIEVEMENT: Hyster recently expanded its lineup of high-capacity forklifts with integrated lithium-ion power with the J230-400XD forklift series. The trucks use a 350-volt battery architecture that enables long run times and minimal energy loss without the cost and complexity of higher-voltage systems.

iGPS Logistics

igps.net

iGPS Logistics offers pallets that are lighter than wood alternatives, producing fewer emissions during their transportation. For every 100,000 iGPS pallets shipped, nearly 1,000 gallons of fuel are saved, and there is a reduction of more than 20,000 pounds of greenhouse emissions.

iGPS pallets are more durable than wood, lasting an average of 100 trips vs. 25 (actual, not just lab tested). And iGPS pallets can be recycled into new pallets at the end of their lifespans.

According to an independent lifecycle analysis, iGPS pallets have less environmental impact in categories that include ozone depletion, acidification, smog production, and global warming. And the iGPS business model ensures its pallets can be reused by customers in the same geographic area without needing to be sent to a separate depot for redistribution, eliminating legs from the supply chain. iGPS continues to identify new ways to make its pallets lighter.

NOTABLE ACHIEVEMENT: In 2024, iGPS recycled more than 24 million pounds of material into pallets, and in Q1 of 2025, iGPS recycled 5+ million pounds, adding to the more than 285 million pounds of plastic the company has kept out of landfills and waterways since 2013.

ITS Logistics

www.its4logistics.com

ITS Logistics is committed to sustainable supply chain operations through innovative solutions and measurable impact. Its strategy targets emission reduction, clean energy adoption, and zero-waste initiatives.

Using the GLEC framework and a proprietary tool developed with the University of Tennessee, ITS provides lane-specific emissions data for 500,000+ U.S. carriers, enabling accurate Scope 3 emissions tracking and easier sustainability reporting. The company optimizes routes, pilots hydrogen and EV solutions, and implements zero-waste strategies.

NOTABLE ACHIEVEMENT: ITS partners with North America’s largest EV carrier and clean fuel providers, while its WAIRE-compliant solutions reduce emissions at warehouses and distribution centers.

J.B. Hunt

www.jbhunt.com

In 2024, J.B. Hunt’s intermodal segment helped avoid an estimated 3.58 million MT CO2e—equivalent to removing 759,000 passenger vehicles for a year. The company has reduced carbon emission intensity nearly 16% from its 2019 baseline toward a 32% goal by 2034.

A founding member of Powering America’s Commercial Transportation (PACT), J.B. Hunt also engages with the Daimler Electric Vehicle Council and ACT Fleet Forum. Its modern fleet averages 2.72 years, and 64% of 2024 fuel purchases were bio-blended or renewable diesel.

NOTABLE ACHIEVEMENT: Named to the 2024 Dow Jones Best-in-Class Indices, J.B. Hunt was the only road transport company included.

Jarrett

gojarrett.com

Jarrett integrates smart technologies and energy-conscious practices to reduce emissions and optimize efficiency. Using the EPA’s SmartWay system, Jarrett developed dashboards providing monthly emissions data by shipper and location.

The company transitioned to paperless invoicing—distributing more than 637,000 invoices annually—and installed motion-sensor lighting and bottle-filling stations to reduce energy and waste. Jarrett Fleet Services supports sustainability through material recycling and equipment longevity.

NOTABLE ACHIEVEMENT: In 2024, Jarrett received a $276,102 grant to install rooftop solar panels, which are projected to fully power its 300,000-square-foot warehouse.

Kenan Advantage Group

www.thekag.com

The Kenan Advantage Group (KAG) continually invests in a more fuel-efficient fleet, piloting electric and alternative fuel tractors in select customer applications. The company partners with customers to assist them in their carbon reduction efforts. In addition, KAG has achieved the American Chemistry Council’s Responsible Care certification.

NOTABLE ACHIEVEMENT: For two conescutive years, KAG received Shell’s Sustainability Award for continued efforts to meet Shell Canada’s carbon reduction targets.

Kenco

kencogroup.com

Kenco integrates sustainable practices to foster environmentally responsible operations, aligning with the UN Sustainable Development Goals.

It uses aerodynamic equipment to improve fuel efficiency and has shifted 94.5% of its materials handling equipment to electric as of Jan. 1, 2025, reducing reliance on propane.

A certified EPA SmartWay partner, Kenco helps customers design efficient, eco-friendly transportation solutions. It diverted 19.8% of total waste from landfills as of 2024 and developed a carbon footprint calculator to track emissions from lighting and equipment.

Kenco’s Innovation Lab develops technologies such as AMRs for energy-efficient automation, ergonomic tech like exoskeletons to support worker health, and drones for lower-emission inventory management. An AI pilot is also underway to improve energy efficiency and cut GHG emissions.

NOTABLE ACHIEVEMENT: Kenco exceeded its goal of LED lighting in 80% of leased warehouses by 2026—reaching 87% as of early 2025.

Landstar System

www.landstar.com

Landstar reduces carbon emissions by equipping business capacity owners (BCOs) with technology and sustainability tools. Its Load Alerts and LandstarOne apps help BCOs and truck brokerage carriers plan and operate more efficiently.

BCOs improved their average MPG by 0.5 in 2024 compared to 2014, saving 8.9 million gallons of fuel. Over the past four years, they have purchased 24 million+ gallons of biodiesel blends.

More than 99% of Landstar’s van trailers feature battery- or solar-powered tracking devices and aerodynamic enhancements such as side skirts and undertrays. New trailers are equipped with low rolling resistance tires. Landstar is certified by SmartWay, CDP, EcoVadis, Responsible Care RC14001, and ISO 9001.

NOTABLE ACHIEVEMENT: Landstar partnered with IKEA to switch to renewable diesel in the U.S. Northeast, cutting GHG emissions by up to 75%—more than 600 tons of CO2 annually across 1,700 shipments.

Lufthansa Cargo

www.lufthansa-cargo.com

Lufthansa Cargo’s climate action strategy includes fleet modernization, fuel efficiency, sustainable aviation fuels, offsetting, and carbon-neutral ground operations. The airline aims for net-zero CO2 emissions by 2050 and plans to halve net emissions by 2030 (versus 2019). It operates fuel-efficient Boeing 777F freighters and has ordered next-generation 777-8F aircraft for 2027.

NOTABLE ACHIEVEMENT: Since 2023, Lufthansa Cargo has applied AeroSHARK coating to its fleet, reducing fuel use by 4,080 tons annually and cutting CO2 emissions by 14,330 tons.

Lynden

www.lynden.com

The first Alaska-based transportation company recognized by SmartWay (2008) and the first trucking company to earn the Green Star Award for Alaskan businesses, Lynden is a proven environmental leader. Despite operating in steep terrain and extreme conditions, its fleets consistently rank among the nation’s most efficient in CO2 per ton mile.

Its bulk tanker company scores in the top 1% nationally for low CO2, nitrous oxide, and particulate matter emissions. Its barge company earned the 2024 Sustainable Century Award from the Port of Seattle for advancing environmental goals and demonstrating strong sustainability leadership.

NOTABLE ACHIEVEMENT: Over 90% of its trucks are under 5 years old with ultra-efficient diesel engines. Lynden replaced 100+ propane forklifts with electric models and converted reefers to electric.

Maersk

www.maersk.com

Maersk is committed to reaching net-zero emissions by 2040 across the supply chain with new technologies, vessels, and green energy solutions. In 2024, Maersk’s greenhouse gas emission targets were validated by the Science Based Targets initiative to be in line with net-zero 2040 and the Paris Agreement’s 1.5-degree pathway toward 2030.

Maersk continues to increase the energy efficiency of its fleet through streamlined operations and new technologies. This lowered the emissions intensity of ocean operations, from 11.7 in 2023 to 11.1 in 2024.

NOTABLE ACHIEVEMENT: Maersk welcomed seven dual-fuel methanol vessels to its fleet in 2024, as well as the Maersk Halifax, the world’s first retrofitted dual-fuel methanol vessel. Maersk also announced a renewal plan for its owned and time-chartered fleet with some 50-60 dual-fuel vessels totalling 800k TEU to begin service in 2026-2030.

In 2024, Maersk entered into another significant long-term offtake agreement for biomethanol fuel. The first volumes from this agreement are expected in 2026. Maersk’s combined methanol offtake agreements meet more than 50% of the dual-fuel methanol fleet demand in 2027.

Marten Transport

www.marten.com

Marten Transport continues to improve efficiency and innovation through idle reduction programs, temperature initiatives, equipment changes, solar investments, network restructuring, truck to rail conversions, and alternative fuel sources.

In 2024, it deployed its first fully electric truck and CNG fleet. Marten continues to be a SmartWay member and maintains EcoVadis membership, calculating GHG emissions, Scope 1, 2, and 3 annually.

Marten is recognized by EcoVadis with a Commitment badge representing good performance in the EcoVadis methodology and by Supplier Leadership on Climate Transition with two badges for its greenhouse gas emission reduction efforts.

NOTABLE ACHIEVEMENT: Marten implements strategies to significantly lower emissions in all operations. It uses renewable diesel in truck engines, APUs, and reefer units to reduce emissions where renewable diesel is available. The company develops advanced temperature control techniques to optimize energy usage.

Matson

www.matson.com

Matson is working toward a lower carbon future by reducing GHG emissions and employing a broad decarbonization strategy. The maritime company set an interim goal to achieve a 40% reduction in Scope 1 fleet emissions by 2030, measured against a 2016 baseline, and a longer-term goal to achieve net-zero Scope 1 fleet emissions by 2050. In 2023, Matson cut Scope 1 emissions from its baseline by 19%.

Matson’s goals and climate transition plan are aligned with the International Maritime Organization’s efforts to support United Nations Sustainable Development Goal 13 and the 2015 Paris Agreement through industry-wide climate goals.

NOTABLE ACHIEVEMENT: Matson invested $1 billion in three new LNG-ready Aloha Class vessels with environmental features; deliveries expected in 2026 and 2027.

NFI

www.nfiindustries.com

NFI operates 70+ electric daycabs (growing to 90), 15+ electric yard tractors, and 10+ renewable natural gas trucks, with East Coast expansion underway. It partners with OEMs and innovators to pilot emerging technologies, expand renewable and biodiesel fuel use, and explore hydrogen power.

Sustainability is core to NFI’s operations, driven by early investments in solar and natural gas, a five-year tractor replacement cycle, lightweight trailers, aerodynamic upgrades, tire retreading, idle shutdown timers, and its Fleet View telematics platform. Business intelligence dashboards optimize MPG, idle time, fuel use, and asset utilization.

NFI is a 12-time HDT Top Green Fleet winner and EPA SmartWay Drayage High Performer.

NOTABLE ACHIEVEMENT: Through the JETSI Project, the largest U.S. commercial electric truck initiative, NFI is finalizing 38 high-capacity chargers, 1 MW of solar power, and 7.7 MWh of battery storage.

Northwest Seaport Alliance

www.nwseaportalliance.com

The Northwest Seaport Alliance (NWSA) unites Puget Sound port stakeholders to reduce environmental impacts and reach zero emissions by 2050 or earlier.

The NWSA plans to install shore power at all major international container terminals by 2030. Two of five terminals already have shore power, and capable vessels have begun connecting. Two more projects are in design.

In partnership with the Republic of Korea, NWSA is developing a Green Shipping Corridor targeting 4-8 green methanol vessels by 2028.

NWSA also deployed all-electric yard trucks with a railyard operator and local utility. Ongoing efforts include diesel and GHG reduction, alternative fuels, stormwater treatment, energy-efficient lighting, recycling, habitat restoration, and cleanup of legacy contamination.

NOTABLE ACHIEVEMENT: NWSA’s clean air programs have cut diesel particulate matter by more than 90% since 2005. A zero-emission drayage truck demo program is underway.

Odyssey Logistics

www.odysseylogistics.com

Odyssey Logistics employs real-time data collection tools to monitor and measure the environmental impact of clients’ supply chain operations. This not only aids in minimizing their carbon footprint but also unveils potential areas for cost reduction and profit enhancement.

Through its Project Cloverleaf program, Odyssey Logistics helps clients achieve sustainability initiatives by providing targeted emissions insights, expert guidance, and technologies.

The company offers tailored recommendations that align with clients’ financial targets, operational necessities, and environmental aspirations. It supports clients throughout their carbon footprint reduction initiatives. Certified by the American Chemistry Council as a Responsible Care partner company, Odyssey Logistics integrates analytics, carrier relationships, specialized assets, sustainability strategies, and international expertise.

NOTABLE ACHIEVEMENT: Odyssey Logistics achieved a total estimated yearly CO2 emissions reduction of 232 million kilograms.

Onepak

www.onepak.com

Onepak integrates green practices into its operations and services, actively driving the circular economy. It helps clients meet sustainability goals by providing transparency and detailed reporting on the environmental impact of its reverse logistics.

Its ReturnCenter platform connects companies with logistics and remarketing/recycling partners to manage IT asset recovery, reuse, and responsible recycling. The ReturnCenter app within ServiceNow lets large enterprises integrate asset disposition data, including environmental metrics, into core systems to track progress toward circularity and ESG objectives. The platform ensures extended lifecycles in the IT industry.

Onepak optimizes routing and consolidates pickups to minimize drive distance and emissions. Its Box Program uses packaging with at least 40% post-consumer waste that is fully recyclable, offering a low-carbon solution for retrieving IT assets remotely.

NOTABLE ACHIEVEMENT: Onepak has diverted nearly 2 billion pounds of e-waste to R2-certified facilities. In 2024, it won the RemoteTech Breakthrough Award and secured a $20-million impact investment from Nuveen to expand its role in the low-carbon circular economy.

ORBIS Corporation

www.orbiscorporation.com

ORBIS’ Packaging Life Cycle Assessments help companies calculate the impact reusable packaging can have on the environment. Using life-cycle assessments to compare reusable and single-use packaging, ORBIS applies data-driven analysis to help customers reduce their overall environmental impact in terms of greenhouse gas emissions, solid waste, and energy usage.

To replace single-use packaging in the supply chain, 100% of ORBIS’ packaging solutions are designed, developed, and engineered with sustainability in mind. ORBIS helps customers reduce their overall environmental footprint and uses recovered materials in its packaging solutions.

Additionally, ORBIS is the largest consumer of post-consumer recycled content in the industry and has used 2 billion pounds of recycled content since 2006. And with recycled resin, ORBIS reduces the use of virgin material in the manufacturing process which leads to the avoidance of CO2e emissions, water, and energy consumption.

NOTABLE ACHIEVEMENT: ORBIS has helped the avoidance of 1.3 million metric tons of GHG/304,000 passenger cars driven annually, 1.24 billion gallons/72 million personal showers of water consumption, and 60.1 million BTU/1.8 million U.S. home electrical energy consumption.

PECO Pallet

www.pecopallet.com

PECO Pallet’s reusable, 9-block red pallets—made from sustainably sourced lumber—enable a closed-loop circular operation promoting repair, reuse, and recycling, reducing reliance on single-use alternatives. Its pallet pooling model drives sustainable operations.

PECO has invested in automation across its depot network to boost efficiency, reduce landfill waste, and enhance worker safety. Facilities are modernized with energy-saving features like motion-sensor lighting, heat pumps, and water refill stations to eliminate single-use plastic bottles.

Its pallet maintenance program extends product life through inspections, repairs, and refurbishments. Beyond repair, pallets are recycled; shredded pallets become mulch, animal bedding, and landscaping material. PECO earned a bronze EcoVadis rating and uses transportation management systems to optimize fleet operations and reduce mileage.

NOTABLE ACHIEVEMENT: In 2024, PECO completed its first formal GHG inventory and is setting verified net-zero and near-term GHG targets.

Peli BioThermal

www.pelibiothermal.com

Peli BioThermal has implemented multiple sustainability measures to reduce environmental impact across operations and the supply chain. A key product update includes using 20% post-consumer recycled content in Correx components, reducing reliance on virgin materials.

Between 2022 and 2023, global reuse initiatives diverted more than 40 million pounds of packaging waste from landfill. In 2024, the company launched a closed-loop pallet system cycling 2,341 wooden pallets through logistics to promote circular use.

Four global facilities now run on 100% renewable electricity. ESG software tracks Scope 1, 2, and 3 emissions. In 2025, Peli BioThermal joined the Science Based Targets initiative, aligning goals with climate science.

Operational changes include eliminating single-use items, installing energy-efficient hand dryers, and planting trees. A partnership with Vaku-Isotherm recycles vacuum-insulated panels, cutting up to 137,000 kg of CO2e annually.

NOTABLE ACHIEVEMENT: Peli BioThermal earned a bronze EcoVadis medal (silver under review) and the Diligent Modern Governance Award.

Penske Logistics

www.penskelogistics.com

Penske Logistics, part of Penske Transportation Solutions, pursues multiple sustainability initiatives. These include deploying battery-electric trucks, installing heavy-duty EV charging stations, and using renewable diesel fuels where applicable.

In warehousing and distribution, Penske has shifted to renewable energy, increased LEED-certified facilities, retrofitted buildings with LED lighting, and electrified material handling equipment. It also uses low-global warming potential refrigerants and shore power systems for refrigerated units to reduce idling emissions.

The company supports customers with sustainability consulting, offering route optimization and carbon footprint analysis to improve fuel efficiency and lower greenhouse gas emissions.

NOTABLE ACHIEVEMENT: Penske Logistics is an EPA SmartWay High Performer, and its parent company, Penske Truck Leasing, is a SmartWay Leader.

Pitt Ohio

pittohio.com

Pitt Ohio integrates sustainability through its core pillars: People, Planet, and Purpose, guiding actions to improve environmental and social outcomes. Its environmental efforts focus on reducing carbon emissions and boosting energy efficiency. The company prioritizes fleet modernization, maintaining vehicles with advanced technology, and invests in driver training for fuel-efficient driving, lowering emissions and enhancing fleet performance.

Pitt Ohio also commits to sustainable infrastructure, with five facilities LEED-certified for water conservation, energy use, and sustainable materials. New construction projects follow these standards.

NOTABLE ACHIEVEMENT: Two terminal buildings operate microgrid systems powered by wind and solar energy, developed with WindStax Energy. These systems store renewable energy in batteries, reducing reliance on conventional power.

Polaris Transportation Group

polaristransport.com

Polaris is a SmartWay-certified carrier focused on reducing emissions and improving fuel efficiency. Using 2022 as a baseline, it plans to set emissions reduction targets by mid-2025. The company evaluates zero-emission vehicles and alternative fuels like renewable diesel. Its fleet is retrofitted for fuel efficiency, with route and load optimization and driver scorecards promoting efficient driving.

Owner-operators in the federal Green Freight Program receive support for similar upgrades. At its warehouse, 90% of forklifts are battery electric, with plans to fully transition as older units retire. Facilities feature motion-activated LED lighting and smart thermostats; a rooftop solar project is underway.

Waste diversion efforts include recycling, composting, and refurbishing electronics. Seventy percent of warehouse pallets are recycled. Paper use is reduced via company policies and digital documentation initiatives.

NOTABLE ACHIEVEMENT: In 2024, Drivewyze participation helped cut idling emissions by 30.4 tons.

Port of Los Angeles

www.portoflosangeles.org

The Port of Los Angeles (POLA) aims for a 95% landfill diversion rate by 2035 and 100% by 2050, aligning with the City of Los Angeles’ Zero Waste Ordinance and California organic waste laws.

POLA implements waste management strategies focused on reduction, recycling, and sustainable procurement. Efforts include reducing waste generation, expanding recycling programs for office waste like paper and plastics, increasing food waste and compost collection, and maintaining 90% diversion of construction materials since 2020.

POLA also enhances hazardous materials recycling (e-waste, batteries, used oil) and provides outreach and training for tenants and employees.

Following the EPA’s food recovery hierarchy, POLA’s new industrial recycling and organics programs support zero-waste and environmental compliance goals.

NOTABLE ACHIEVEMENT: POLA introduced five zero-emission electric top handlers to replace diesel models, reducing local air pollutants and greenhouse gas emissions.

PSA BDP

psabdp.com

PSA BDP has established a global sustainability strategy aligned with the Science Based Targets initiative Net-Zero Standard, setting near- and long-term greenhouse gas reduction targets. To support supply chain decarbonization, it develops low-emission freight corridors with carriers and customers, aiming to reduce emissions on key logistics routes.

Its logistics services, including container freight station operations and 4PL management, support circular economy principles by promoting efficient resource use and full product lifecycle oversight. PSA BDP facilitates lower-carbon fuels through certified Book & Claim systems and supports nature-based offset projects for residual emissions.

In 2024, PSA BDP introduced a Carbon Dashboard to help shippers track freight emissions consistently. Internal efforts include pilots targeting Scope 1, 2, and 3 emissions and employee engagement via Greenstone+ and Deedster platforms.

NOTABLE ACHIEVEMENT: PSA BDP Qatar was honored by CMA CGM Qatar for carbon reductions; PSA BDP earned the EcoVadis Committed Badge; and PSA BDP India won the Green Logistics Award.

Raymond Corporation

www.raymondcorp.com

Raymond has undertaken initiatives to improve energy efficiency and reduce environmental impact. It established a multisite decarbonization committee that meets monthly to coordinate energy conservation and set a goal of carbon neutrality by 2050. Continuous improvement eliminated 5,427 days of process waste across departments.

Facilities use advanced software to automate lighting, heating, and cooling based on occupancy and schedules, reducing energy use. Other measures include LED lighting installations and low-flow faucet inserts, cutting water consumption by 25%. A companywide reuse and recycling program promotes circular material use and minimizes landfill waste.

NOTABLE ACHIEVEMENT: In 2024, Raymond opened the Energy Solutions Manufacturing Center of Excellence in New York, producing lithium-ion and thin plate pure lead batteries to expand sustainable energy storage options.

Redwood Logistics

www.redwoodlogistics.com

Redwood Logistics uses tools to track and reduce emissions across freight operations. Its Redwood Hyperion system lets shippers measure, reduce, offset, and report greenhouse gas emissions, supporting regulatory compliance and stakeholder reporting. Integrated with RedwoodConnect, the tool fits into existing shipper technology for seamless emissions tracking.

Redwood Logistics promotes fuel savings through equipment optimization, reducing idle time, and minimizing empty miles, achieving estimated fuel savings of 6.5%. Hyperion complements other sustainability initiatives to provide transparency and structured programs that support carbon neutrality goals.

NOTABLE ACHIEVEMENT: Redwood has been a SmartWay partner for over 10 years and collaborates with Cloverly, a Sustainability-as-a-Service platform linked through Hyperion, for carbon offsetting.

Rinchem Company

rinchem.com

In recent years, Rinchem has advanced its environmental, social, and governance (ESG) performance. In July 2024, it secured Science Based Targets initiative approval for near-term and net-zero emissions targets. An ESG Committee meets monthly to oversee initiatives. Rinchem completed GHG emissions surveys for 2022 and 2023 and improved its Carbon Disclosure Project score from D to B- in 2024.

Rinchem installed solar panels at its Marlborough, Massachusetts, site, and added LED and motion-sensor lighting in 19 U.S. facilities. Electrification of material handling equipment is ongoing, with 85% of forklifts now electric. Recycling programs focus on cardboard and pallets.

Rinchem partners with SmartWay and operates a California Air Resources Board-compliant fleet. It tracks transportation emissions and uses just-in-time logistics and automated truck technologies to increase fuel efficiency and reduce waste.

NOTABLE ACHIEVEMENT: Rinchem earned a bronze medal from EcoVadis for sustainability improvements.

RJW Logistics Group

rjwgroup.com

RJW Logistics has made measurable progress reducing transportation emissions through its centralized inventory and retail consolidation model. By consolidating inventory at one location and managing logistics in-house, the company has cut truck movements needed for retail shipments.

A SmartWay carrier for 15 years, RJW operates a fleet of modern trucks with clean diesel technology and enforces no-idling policies, lowering emissions per mile. Its facilities feature LED motion-sensor lighting, battery-powered forklifts, and recycling programs. On-site value-added services reduce secondary transportation needs.

RJW’s data center runs on renewable energy, preventing about 718 kg of carbon emissions monthly.

NOTABLE ACHIEVEMENT: In 2024, the Retail Consolidation Program eliminated roughly 2.2 million LTL shipments, replacing 34 individual shipments per load, cutting trucks, fuel use, and emissions.

Romark Logistics

romarklogistics.com

Romark Logistics is advancing a sustainability strategy to reduce environmental impact with measurable goals, including cutting greenhouse gas emissions by 50% by 2030 and achieving net-zero by 2050.

The company is transitioning its fleet to electric vehicles powered by lithium-ion batteries, supported by on-site charging infrastructure. Real-time monitoring technology optimizes fleet performance by improving routing efficiency and reducing fuel use.

Romark integrates renewable energy and energy-saving systems like solar power in its facilities to reduce fossil fuel dependence. Waste reduction efforts focus on eliminating landfill contributions through recycling and circular waste processes. Water conservation is supported by efficient equipment and monitoring systems to track usage.

NOTABLE ACHIEVEMENT: Romark is a SmartWay partner, holds a bronze EcoVadis rating, and is a Level 4 LoCT Supplier for advanced GHG tracking.

Ryder

www.ryder.com

Ryder has set measurable targets and implemented strategies to reduce environmental impact across fleet operations, facilities, and supply chain activities.

To improve fleet efficiency, Ryder invests in advanced vehicle technology, including updated engine systems, to boost fuel economy and cut emissions. Preventive maintenance uses diagnostics like tire pressure and emissions checks to meet performance standards and extend vehicle life. Predictive analytics and route optimization reduce idle time and unnecessary mileage, lowering fuel use and emissions.

In facilities, Ryder monitors electricity, water, gas, and waste across regions and units, investigating anomalies and taking corrective actions. In 2024, energy conservation included saving 2,067 gigajoules through LED upgrades and replacing 210 HVAC systems with more efficient models. The company pursues waste reduction, recycling, and renewable energy projects, prioritizing initiatives using environmental data.

Ryder works with suppliers to reduce impacts, requiring vehicle wash water recovery and filtration systems. Automotive waste management emphasizes recycling and landfill diversion.

NOTABLE ACHIEVEMENT: In 2024, Ryder won the EPA SmartWay Excellence Award and SmartWay High Performer status for outstanding environmental and freight sustainability leadership, marking its sixth Excellence Award since 2013.

Saia LTL Freight

www.saia.com

As part of its sustainability efforts, Saia LTL Freight expanded alternative fuel use across its fleet. It operates 55 compressed natural gas tractors powered by renewable natural gas in Fontana, California, and Dallas-Fort Worth, Texas—one of the largest such fleets in the LTL industry, marking a major investment in lower-emission transportation.

Saia is also testing electric semi-trucks with several manufacturers as part of its broader strategy to adopt cleaner technologies and reduce diesel reliance.

Fleet optimization continues with onboard monitoring systems tracking driving behaviors like idling, speed, and braking. This data improves fuel efficiency and cuts emissions through targeted driver training and operational changes.

NOTABLE ACHIEVEMENT: In 2024, Saia received the EPA SmartWay Excellence Award in the LTL category.

Scan Global Logistics

www.scangl.com

Scan Global Logistics has implemented initiatives to reduce greenhouse gas emissions across ocean, air, road, and rail transport. Key efforts include using Ocean Biofuel and Sustainable Aviation Fuel, reducing CO2 emissions by up to 84% and 80%, respectively. Its E-Trucking service incorporates electric vehicles, achieving up to an 86% emissions reduction in road transport.

The company provides clients with CO2 visibility tools for emissions tracking by mode and shipment, supporting climate-aligned logistics decisions.

Scan Global Logistics aims for a 50% emissions reduction by 2030 and continues scaling biofuel and electric truck projects through customer partnerships.

NOTABLE ACHIEVEMENT: The company reduced emissions by up to 86% via fuel-switching in specific services.

Schneider

schneider.com

Schneider operates one of North America’s largest battery electric vehicle fleets, with nearly 100 Freightliner eCascadias that surpassed 1.5 million zero-emission miles in 2023. Supporting this, Schneider opened a large charging depot in South El Monte, California, and replaced two diesel yard spotters with electric versions at a Southern California facility, reducing CO2 emissions by about 70,000 pounds annually.

The company maintains a highly fuel-efficient fleet through advanced vehicle technology, including aerodynamic designs on tractors and trailers and high-efficiency powertrains that reduce emissions. Schneider also uses MirrorEye camera systems that replace side mirrors, improving visibility and reducing drag for fuel savings.

Schneider helps customers reduce their carbon footprint via freight network optimization, load consolidation, and selecting lower-emission modes.

NOTABLE ACHIEVEMENT: A charter member of the EPA’s SmartWay program since 2004, Schneider is recognized as a SmartWay High Performer.

Southeastern Freight Lines

sefl.com

Southeastern Freight Lines (SEFL) uses route optimization technologies to reduce mileage, fuel waste, and idle time, supported by driver training, automatic engine shut-off systems, and on-site fueling. Maintenance improvements, like optimal air filter replacement, sustain engine efficiency.

Driver behavior enhancements include increased cruise control use and speed limiters. Telematics enable early diagnostics and preventive maintenance, reducing downtime and improving performance.

Fuel economy benefits come from aerodynamic features such as roof and side fairings, trailer skirts, and automatic tire inflation systems that reduce rolling resistance.

Fleet modernization continues, with linehaul trucks averaging 2.6 years, pickup/delivery tractors 6.1 years, and trailers 9.2 years as of January 2025.

Energy efficiency measures at 88 service centers use LED lighting and occupancy sensors; a new facility will extend this to 100% of sites.

NOTABLE ACHIEVEMENT: Since 2017, SEFL improved fuel efficiency over 12%, saving nearly 20 million gallons of diesel.

Sunset Transportation

www.sunsettrans.com

Sunset Transportation has implemented measurable sustainability practices across operations and partnerships. Since 2023, it uses Highway, a carrier compliance platform, to monitor and automate verification of environmental certifications like SmartWay, ARBER, and CARB. This enables real-time tracking of carrier compliance, helping Sunset work with carriers that meet environmental standards per shipment.

The company provides customers with monthly emissions reports by location, carrier, and load volume, highlighting opportunities for carbon reduction to support sustainable logistics decisions.

Internally, Sunset has adopted energy-efficient infrastructure, including lighting and windows at all facilities, and transitioned to fully paperless freight payment and accounting systems. It also supports employee wellness programs as part of its sustainability goals.

NOTABLE ACHIEVEMENT: Sunset has been a SmartWay partner since 2004.

Total Quality Logistics

www.tql.com

To reduce empty miles—the distance trucks travel without cargo—TQL launched an Empty Miles Reduction Program using data and technology to better match carriers with nearby loads. Leveraging a network of 110,000+ carriers and multimodal, lower-emission transport options, the program cuts environmental impact.

Initially aiming to eliminate 45 million empty miles by 2025, TQL surpassed this by 2023, reducing 48 million miles. By 2024, over 65 million empty miles were cut, and a new target aims for a 25% reduction by 2030 based on load count.

TQL tracks progress with emissions data and metrics, providing shippers free sustainability reports detailing emissions, empty miles, carrier diversity, and mode use, enhancing transparency in supply chain emissions reporting.

NOTABLE ACHIEVEMENT: TQL is a six-time Responsible Care Partner of the Year, 2023 PepsiCo Broker Sustainability Carrier of the Year, and a SmartWay Partner.

Uber Freight

www.uberfreight.com

Uber Freight has implemented measurable sustainability initiatives to reduce emissions and improve logistics efficiency. Managing around $20 billion in freight as of 2024, the company integrates electric vehicle (EV) capacity into supply chains. Since its first EV pilot in 2023, Uber Freight has partnered with Nevoya and Greenlane to identify EV-eligible lanes, match carriers, and evaluate pricing to support adoption.

Uber Freight offers an Emissions Dashboard providing supply chain emissions estimates and highlighting carbon-intensive segments. Accredited by the Smart Freight Centre in 2024, it aligns with industry standards.

The company aims for net-zero corporate emissions by 2030 and plans to shift 80% of global brokerage shipments to lower-emission modes by 2040.

NOTABLE ACHIEVEMENT: A 2023 study conducted by the company found that network optimization has the potential to reduce empty miles by as much as 64% – a mission Uber Freight has advanced over the past year by eliminating an estimated 4 million empty miles from its digital brokerage platform in 2024.

UPS

www.ups.com

UPS is progressing steadily toward carbon neutrality by 2050, guided by a decarbonization strategy based on seven pillars: Efficiency and Innovation, Fuel Transition, Asset Transition, Renewable Electricity, Carbon Offsets, Customer Products, and Public Policy Advocacy.

In 2024, UPS reported a 2.1% reduction in global Scope 1, 2, and 3 carbon emissions compared to the prior year, along with a 1.1% decrease in emissions per package, reflecting operational efficiency gains.

Renewable energy accounted for 15.2% of electricity use in UPS’s global facilities in 2024, advancing the shift from fossil fuels.

Operational improvements underpin UPS’s emissions strategy. The On-Road Integrated Optimization and Navigation (ORION) platform reduces drivers’ daily mileage by 10 to 14 miles, boosting route efficiency and cutting fuel use. In 2024, fuel burn reduction initiatives saved 30 million gallons of jet fuel.

Alternative fuels made up 30.6% of ground transportation fuel in 2024, with UPS targeting 40% by 2025.

NOTABLE ACHIEVEMENT: Since 2000, UPS vehicles have logged over 4 billion miles on alternative fuels. In 2024, UPS purchased 177 million gallons of alternative fuels, with renewable natural gas comprising 87% of fuel used in its natural gas fleet.

Ward Transport & Logistics

wardtlc.com

As part of the EPA’s SmartWay program, Ward Transport & Logistics applies best practices like idle time reduction, route optimization, and fuel-efficient driving, supported by investments in newer, fuel-efficient vehicles.

Facility improvements include energy-efficient LED lighting, motion sensors, and HVAC upgrades to cut energy use. Waste reduction efforts, such as recycling cardboard, pallets, plastic wrap, and used oil, help limit landfill waste.

Ward partners with Carbonfund.org to measure and offset part of its carbon footprint through verified projects. Employee training and performance tracking support sustainability improvements. Ward is recognized ecognition as a SmartWay High Performer.

NOTABLE ACHIEVEMENT: More than 90% of Ward’s facilities use electric forklifts.

Werner Enterprises

www.werner.com

Werner Enterprises pursues emissions reduction initiatives, partnering with SmartWay-certified carriers and using electric and alternative fuel vehicles, fuel optimization, and advanced route planning.

The company aims to reduce CO2 emissions by 55% by 2035 and is testing eight Class 8 battery-electric trucks with charging infrastructure at its Fontana, California, terminal.

In September 2024, Werner added a hydrogen fuel cell-powered International LT truck with an Accelera electric powertrain to evaluate zero-emission technologies in real operations.

Renewable fuels are key, with Cummins engines using renewable natural gas and vehicles powered by biodiesel and renewable diesel. Testing continues on electric auxiliary power units, next-gen diesel engines, and carbon capture technologies.

Werner collaborates with industry groups and integrates SmartWay data into ESG reporting to improve transparency.

NOTABLE ACHIEVEMENT: Werner ranks in the top 1-2% of SmartWay carriers based on performance.

WSI

wsinc.com

WSI (Warehouse Specialists, LLC) integrates environmental and social responsibility through regular sustainability assessments. The company is certified under Responsible Care and was twice named Partner of the Year by the American Chemistry Council.

Its warehouses use energy-efficient lighting and low-energy material handling equipment. Recycling programs promote landfill diversion and circular materials management.

In transportation, WSI is a SmartWay partner and participates in Operation Clean Sweep to prevent plastic pellet loss.

NOTABLE ACHIEVEMENT: In 2024, Ecovadis ranked WSI in the top 35% of logistics companies worldwide.

Yale Lift Truck Technologies

yale.com

Yale has developed a line of lift trucks designed with integrated lithium-ion battery systems to boost efficiency and reduce emissions. These systems help facilities lower their environmental impact and operating costs.

The lithium-ion batteries produce zero emissions during operation and charging, fully charge in 1-2 hours, and run up to 8 hours per charge. They support opportunity charging without significant degradation, reducing the need for backup batteries or extra infrastructure. Maintenance tasks tied to lead-acid batteries—like watering and cleaning—are eliminated, enhancing efficiency.

By designing its trucks around lithium-ion technology from the start, Yale avoids retrofitting inefficiencies and enables ergonomic improvements that reduce physical strain and boost productivity.

NOTABLE ACHIEVEMENT: Two Yale lift trucks earned top honors from the E+E Leader Awards and Green GOOD DESIGN Awards.

Yang Ming

www.yangming.com

Yang Ming has implemented multiple strategies to cut greenhouse gas emissions and align with the global net-zero target by 2050.

As of 2023, the company achieved a 61.9% reduction in fleet carbon intensity from 2008 levels, aided by advanced data analytics for energy monitoring and route optimization.

In March 2024, Yang Ming began using sustainable biofuels, which reduce emissions by about 20% versus conventional fuel. The company plans to expand their use and is exploring additional alternative energy sources. Its goal is to cut total carbon emissions 20% by 2030 (from 2018 levels).

Yang Ming is investing in shore power; 22 facilities are now operational, and 61.7% of its fleet is shore power-capable. LNG dual-fuel vessels will be introduced starting in 2026.

Since 2016, Yang Ming has supported NOAA’s “Protecting Blue Whales & Blue Skies” by voluntarily slowing vessels in sensitive areas, reducing whale strikes and pollution. This earned the company its fourth Sapphire Award in 2025.

NOTABLE ACHIEVEMENT: Yang Ming received the EcoVadis Silver Medal (top 15% globally) in both 2024 and 2025, and won the Blue Circle Award for the eighth time.

Green Technology Partners

These innovators deliver technology that powers smarter, greener, and more sustainable supply chains.

Aera Technology

www.aeratechnology.com

Aera Technology’s platform supports measurable supply chain sustainability improvements. It enables users to reduce CO2 emissions, cut plastic waste, and optimize logistics decisions—such as route selection and transport modes—using real-time data. Automated decision-making aligns with ESG goals and enhances reverse logistics for circular economy practices.

BlueGrace Logistics

mybluegrace.com

BlueGrace helps companies reduce transportation-related CO2 emissions through detailed analysis and SmartWay-certified carrier data. Customers have achieved up to 23% emissions reductions and eliminated 400,000 lbs of CO2 via freight consolidation. Emissions tracking aligns with GLEC standards, enabling tailored shipment optimization strategies and measurable logistics sustainability.

Breakthrough

www.breakthroughfuel.com

Breakthrough’s CleanMile solution enables shippers to reduce transportation emissions by an average of 6% in the first year. Aligned with GLEC standards, it supports tracking of Scope 1 and 3 emissions across all modes. Users have cut more than 300,000 metric tons of CO2e through data-driven decarbonization.

Dragonfly

dragonflyshipping.ca

Dragonfly increased its electric delivery fleet by 157% in one year and now operates more than 350 EVs. Support for 450 contractors includes electrification incentives and EV guidance. Route optimization reduces emissions and fuel use, while electric cargo bikes and reverse logistics improve efficiency in dense urban areas.

enVista

www.envistacorp.com

enVista reduces supply chain emissions by optimizing freight, inventory, and network design. Route and load optimization lowers fuel use and emissions. EPA-aligned analysis identifies carbon reduction opportunities across modes, lanes, and carriers.

Evolinq.io

evolinq.io

Evolinq’s AI-powered procurement platform reduces emissions by minimizing urgent shipments, overproduction, and excess inventory. Clients report up to 80% less manual work and fewer last-minute freight moves. Automated coordination improves supplier responsiveness and planning accuracy, lowering carbon footprints without major infrastructure changes.

Grasshopper Labs

grasshopperlabs.io

Grasshopper Labs reduces logistics emissions by optimizing routes, increasing truck utilization, and improving delivery efficiency. AI tools enable shorter routes and better scheduling, while warehouse automation cuts handling time and labor hours. These improvements reduce fuel use, energy consumption, and waste across retail and final-mile operations.

Hatfield & Associates

hatfieldandassociates.com

Hatfield & Associates helps shippers reduce emissions and waste by identifying inefficient routes, excess empty miles, and missed consolidation. Its TMS and audit tools support smarter mode shifts and lower fuel use. A vendor portal improves planning, enabling greener logistics—especially for high-volume LTL freight—without disrupting operations.

Kale Logistics

kalelogistics.com

Kale Logistics Solutions reduces emissions and waste by digitizing seaport and airport logistics. Its Port Community System cut truck wait times by 80% at one Indonesian port, lowering fuel use and idle time. Its Airport Cargo System improves scheduling and staging, reducing congestion and emissions in high-traffic zones.

LiquiDonate

www.liquidonate.com

LiquiDonate reduces retail waste by redirecting excess inventory and returns to more than 4,000 nonprofits and schools, avoiding landfills and cutting shipping distances. Since 2021, it has enabled the donation of 11 million+ items. Integrated with existing systems, the platform tracks impact for ESG reporting while lowering costs and emissions.

MagicLogic

www.magiclogic.com

MagicLogic’s automation optimizes load planning and cartonization, reducing packaging waste and shipments. Clients including Siemens Healthineers and FabFitFun achieved up to 95% fill rates, 27% less single-use packaging, and 80% less overboxing. These improvements lower emissions, reduce material use, and cut trucks on the road—supporting cost savings and sustainability.

PalletTrader

www.pallettrader.com

PalletTrader’s digital marketplace promotes pallet reuse, reducing landfill waste and saving more than 60,000 trees in 2024 by circulating 1.2 million pallets. Its matching system cut 1.5 million transport miles, lowering CO2 emissions by 1,200 metric tons. Real-time dashboards track impact, supporting ESG reporting and waste reduction goals.

ProvisionAi

ProvisionAi.com

ProvisionAi’s sustainability initiatives have delivered measurable carbon reductions and $1 million+ in annual transportation savings, exemplified by its partnership with Riviana Foods. By reducing shipment volatility and improving truck utilization to over 98%, ProvisionAi cut Scope 3 emissions and fuel use. Its data-driven approach improves environmental and financial performance.

Softeon

www.softeon.com

Softeon’s solutions reduce paper waste with paperless warehouse workflows and optimize inventory to lower energy and material waste. Its transportation tools improve routing, cutting fuel consumption and emissions. Cloud-native architecture reduces infrastructure energy needs. Efficient reverse logistics extends product lifecycles and supports reuse, aligning with measurable sustainability goals.

Tive

www.tive.com

Tive’s Green Program reduces e-waste by enabling customers to return used trackers for reuse, extending device lifecycles and lowering production demand. This supports measurable electronic waste reductions and circular supply chain practices. Awarded for sustainability leadership, Tive’s efforts also encourage fuel-efficient shipping decisions.

TradeBeyond

tradebeyond.com

TradeBeyond enhances sustainability by automating scope 3 emissions measurement and reduction, covering energy, wastewater, and refrigerants. AI-driven traceability improves supply chain visibility and compliance. Integration with sustainability databases enables real-time monitoring of environmental and social risks. Serving 30,000 users globally, TradeBeyond’s solutions support carbon reduction and ESG leadership.

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]]> A. Duie Pyle
www.aduiepyle.com

A. Duie Pyle uses renewable diesel and electric forklifts and telematics-based routing, has made aerodynamic upgrades, and adheres to idle reduction policies. It implemented a 99% electric forklift fleet across 12 service centers, resulting in an estimated annual reduction of 2,343 metric tons of CO2e. The company also operates a 570,000-square-foot solar-powered warehouse and recycles 80% of the water used at its truck washes.

NOTABLE ACHIEVEMENT: A. Duie Pyle has been recognized as an HDT Top Green Fleet honoree.

AAA Cooper Transportation

www.aaacooper.com

AAA Cooper Transportation, a SmartWay partner, upgraded its aerodynamic fairing packages to lighter, synthetic materials and adopted next-generation engine technologies to boost fuel economy. It also installed tire pressure systems specifically for drive tire positions to further improve MPG and equipped van trailers with next-generation skirting to optimize airflow.

NOTABLE ACHIEVEMENT: In addition to ongoing SmartWay certification, AAA Cooper Transportation achieved compliance with the California Air Resources Board (CARB) and California’s Advanced Clean Fleets (ACF) Regulation for 2025.

AIT Worldwide Logistics

www.aitworldwide.com

AIT Worldwide Logistics maintains a variety of sustainability goals: achieving net zero for Scope 1 and 2 emissions by 2035, and for Scope 3 by 2050; 20% electricity reduction by 2027; and 100% renewable energy use at AIT facilities by 2030. In 2024, sustainable aviation fuel purchases resulted in the abatement of 7,000+ mt CO2 and it enacted three new sustainable marine fuel agreements.

NOTABLE ACHIEVEMENT: In 2024, AIT achieved 40% renewable energy used in its AIT-controlled warehouses and made multiple 1,000+-mile electric vehicle deliveries.

Alliance Shippers

www.alliance.com

Alliance Shippers’ refrigerated containers are equipped with two-way cellular tracking devices powered by solar energy within the refrigeration units. This system provides continuous GPS tracking, temperature monitoring, fuel level checks, and remote control of refrigeration units. By building its refrigerated fleet with the latest technology, Alliance Shippers maximizes efficiency and sustainability. The company’s use of rail transport for refrigerated goods further reduces CO2 emissions by approximately 67%.

NOTABLE ACHIEVEMENT: Alliance Shippers has been a SmartWay Partner since 2006.

Americold

www.americold.com

In 2024, Americold invested more than $18 million in 25 sustainability projects, generating more than 22 million kWh in annual energy savings. Over 90% of its facilities capture real-time utility data, enabling data-driven decisions and supporting its participation in 76 utility demand-response programs. As of 2024, 213 Americold facilities were enrolled in the Global Cold Chain Alliance’s Energy Excellence Program and 26 buildings earned Energy Star certification. Americold also continues to expand initiatives like LED lighting, solar energy, and refrigerant efficiency—resulting in more than 64% of its global portfolio using energy-efficient lighting in warehouse areas.

NOTABLE ACHIEVEMENT: In 2024, Americold’s renewable energy efforts produced 24,159 MWh. The company maintains a goal of 150,000 MWh annually by 2030.

ArcBest

www.arcb.com

ArcBest upgraded its fleet with equipment that meets the latest EPA engine standards and is piloting electric vehicles, including yard tractors and forklifts, as part of its strategy to reduce emissions. It has also invested in city route optimization technology to streamline deliveries, minimize fuel consumption, and lower greenhouse gas output. The company installed a 50,000 kWh solar power system at its Fort Wayne service center and converted nearly 1,800 lighting fixtures to LED for greater energy efficiency. The company voluntarily discloses its Scope 1 and Scope 2 greenhouse gas emissions and is working toward reporting Scope 3 emissions.

NOTABLE ACHIEVEMENT: ArcBest received the EcoVadis bronze medal for sustainability performance for three consecutive years.

Arvato

www.arvato.com

Arvato aims to reduce Scope 1 and 2 emissions by 50% by 2030 compared to 2018 levels. The company powers operations with 100% renewable electricity, has installed more than 360,000 square meters of solar panels, and is phasing out fossil-fuel-based heating across its sites. Facilities include BREEAM-certified warehouses, LED lighting, and energy-efficient systems, such as repurposing waste heat for warehouse heating. Sustainability initiatives extend to operations, with pilots for reusable shipping boxes, automated waste-reducing packaging systems, and the use of 35% PCR stretch wrap to cut plastic waste.

NOTABLE ACHIEVEMENT: Since the beginning of 2023, Arvato procures only 100% green electricity (from solar, wind, or hydro sources) for its sites worldwide. The company is also part of the EPA’s Green Power Partnership program.

Averitt

www.averitt.com

Averitt joined SmartWay as a founding member and has since achieved 36% reduction in CO2 emissions, 84% reduction in NOx emissions, and saved 5.4 million gallons of diesel fuel. Other stats: it eliminated 12.7 pounds of CO2 per year by using innovative tire inflation technology and more than 13.2 million pounds of CO2 per year by shifting to EV forklifts; saved 2.84 million gallons of fuel using auxiliary power units; achieved 30% reduction in pickup and delivery miles using the Roadnet optimization tool, where engines shut down automatically after three minutes; and recycled 90,994 gallons of oil and repaired 28,571 tires.

NOTABLE ACHIEVEMENT: Averitt was awarded the EcoVadis Committed Badge and the Clean Diesel Leadership Award from the Tennessee Trucking Association, and was named to the HDT Top Green Fleet list.

Bison Transport

www.bisontransport.com

In 2024, Bison Transport cut nearly 150,000 tons of CO2 emissions, achieving a low CO2e of 1.24 per loaded mile by optimizing equipment and operations. Its fleet includes hydrogen fuel cell trucks and battery-electric APUs. Bison also retreads 12,500 tires annually, recycles thousands of liters of used oil and filters, and reduces plastic waste with bulk fluid dispensing. Its facilities save 913 tons of CO2 yearly through LED lighting. Bison set a goal to cut carbon emissions per mile by 50% by 2030.

NOTABLE ACHIEVEMENT: Bison’s sustainability efforts are backed by a Supplier Code of Conduct, a Sustainable Procurement Policy, and 18 consecutive TCA fleet safety awards.

Brown Integrated Logistics

www.bisontransport.com

In 2022, Brown Integrated Logistics appointed an ESG initiative leader, supported by a C-level champion, to formalize its commitment to environmental and social responsibility. Key initiatives focus on reducing waste by replacing single-use products, identifying carbon emission reduction opportunities across operations, exploring renewable energy options, and establishing reuse programs to divert materials from landfills.

NOTABLE ACHIEVEMENT: Brown Integrated Logistics participates in the GreenWay Miles program, which includes carbon audits, carbon-neutral shipping alternatives, and truck driver sustainability training.

C.H. Robinson

www.chrobinson.com

In 2023, C.H. Robinson achieved a 47% reduction in emissions intensity—surpassing its 2025 goal two years early—and is continuing efforts to cut Scope 1 and 2 emissions while setting new targets. The company’s global alternative fuel program supports decarbonization across all transportation modes, and it participates in industry collaborations such as the I-10 Shipper Carrier Coalition to expand electric vehicle charging infrastructure. In 2024, the company and its foundation contributed more than $4 million to community and sustainability-focused initiatives.

NOTABLE ACHIEVEMENT: C.H. Robinson has been a SmartWay partner since 2005, and received an EcoVadis bronze medal.

CHEP

www.chep.com

CHEP’s circular model promotes sustainability by sharing, repairing, and reusing 353 million assets worldwide, reducing waste and emissions across its operations and customer networks. The company recently doubled post-consumer recycled content in products, ensuring 42% of plastic materials are recycled or upcycled, and increased collaborative decarbonization projects by 37%. The company sources 100% of its timber sustainably, maintains carbon-neutral operations (Scopes 1 and 2), and aims for net-zero emissions (Scopes 1-3) by 2040.

NOTABLE ACHIEVEMENT: CHEP’s sustainability efforts were recognized with Dow Jones Sustainability World Index and CDP A List rankings, as well as Corporate Knights, EcoVadis, and Global Top Employer certifications.

CJ Logistics America

america.cjlogistics.com

CJ Logistics America focuses on reducing waste and costs in supply chains while supporting customers’ sustainability goals. Key initiatives include consolidated shipping—combining multiple customers’ freight to cut emissions and costs—SmartWay certification, and a strict no-idling policy. CJ Logistics also engages in large-scale network modeling projects to improve efficiency, reduce costs, and lower carbon footprints. Its efforts also include collaborations to reduce CO2 emissions, conserve water, and minimize waste.

NOTABLE ACHIEVEMENT: CJ Logistics America is a SmartWay partner.

Controlant

www.controlant.com

Focused on delivering zero-waste supply chains through real-time visibility and automation, Controlant has been recognized by EcoVadis as among the top 15% of most sustainable companies globally. As a UN Global Compact participant, Controlant aligns with the UN Sustainable Development Goals and has also earned a B rating from CDP Climate, with strong scores in emissions disclosure, collaboration, and low-carbon initiatives. Through partnerships like its 2024 Carbon Trust case study with Vodafone, Controlant demonstrates the potential of real-time monitoring to advance sustainability in pharmaceutical supply chains.

NOTABLE ACHIEVEMENT: In 2024, Controlant reduced total emissions by 72%, staying on track to meet its 2030 science-based target.

Covenant Logistics

www.covenantlogistics.com

One key sustainability initiative for Covenant Logistics is its partnership with DClimate to implement electric auxiliary power units across its fleet. These units reduce engine idling by 2,220 hours per truck annually—saving 1.76 million gallons of fuel and cutting 31.68 million pounds of CO2 emissions per 1,000 trucks. Covenant also adopted renewable diesel and installed solar panels to help power its facilities. Additional efforts include a comprehensive tire recycling program and company-wide emissions reduction strategies.

NOTABLE ACHIEVEMENT: In 2024, Covenant Logistics earned the John Deere Sustainability Award and the EPA SmartWay Excellence Award, placing it in the top 1% of 4,000+ SmartWay carriers for emissions performance.

Crowley

www.crowley.com

With a commitment to reach net-zero greenhouse gas emissions by 2050, Crowley integrates low- and zero-emission equipment, including electric forklifts, hybrid and electric vehicles, and charging infrastructure across its ports and facilities. In 2024, Crowley launched eWolf, the first all-electric, zero-emissions tugboat in the United States, and began operating the largest U.S.-flagged liquid natural gas (LNG) bunker at the Port of Savannah. Its four LNG-fueled Avance Class containerships, set to launch this year, are designed to significantly reduce carbon emissions and eliminate particulate matter.

NOTABLE ACHIEVEMENT: Crowley received recognition on various sustainability rankings, including the CDP Climate Change A List, Ethisphere’s World’s Most Ethical Companies list, ISS ESG Prime Corporate Rating, MSCI ESG Ratings, Sustainalytics Top Rated List, and EcoVadis Gold.

CSX Transportation

www.csx.com

CSX invests in emissions reduction, alternative fuels, and technology. In 2023, CSX helped customers avoid 12.9 million metric tons of CO2 emissions by shifting freight from road to rail. The company is targeting a 37.3% reduction in greenhouse gas intensity by 2030, aligned with the Science Based Targets initiative. It has repowered 15 locomotives to Tier 4 EPA standards, tested biodiesel blends that cut emissions by nearly 20%, and piloted a hydrogen fuel cell locomotive. An $11.6-million grant will support the deployment of three battery-electric locomotives in Baltimore by 2026.

NOTABLE ACHIEVEMENT: CSX’s sustainability leadership has earned recognition from S&P Global and inclusion in the Dow Jones North America Sustainability Index for 12 consecutive years.

Dematic

www.dematic.com

Dematic helps customers achieve their sustainability goals through intelligent automation solutions and services that reduce environmental impact, optimize resource utilization, and promote responsible business practices throughout the supply chain. Dematic is committed to net zero by 2050, and its commitment and reduction guide path was validated by Science Based Targets Initiative in December 2024. The company also supports the United Nations 2030 Agenda for Sustainable Development, aiming for a sustainable future in commerce. All of Dematic’s locations are ISO 14000 (environment management systems) and 45001 (health and safety systems) certified.

NOTABLE ACHIEVEMENT: Dematic earned EcoVadis silver or gold ratings in each of its four regions, placing in the top 5-15% of all companies rated.

DHL

www.dhl.com

Since introducing its GoGreen initiative in 2008, DHL Group has focused on developing sustainable supply chain solutions—from carbon reporting tools to its investment in biofuels, sustainable buildings, and electric and hydrogen vehicles. The company maintains goals of being carbon neutral by 2045 and achieving net zero emissions by 2050. DHL currently utilizes more than 29,000 e-vehicles as part of its strategy to reduce direct and indirect emissions (Scopes 1 and 2) by 42% and logistics-related Scope 3 emissions by 25% in total by 2030. The company is also working toward having more than 30% of its aviation fuel blended with sustainable alternative fuel (SAF) by 2030—it currently ranks first among airlines for SAF as a share of all jet fuel.

NOTABLE ACHIEVEMENT: DHL’s sustainability honors include the Sustainable Logistics Solution of the Year Award, the ACO Sustainable Endurance Award, and the Sustainable Procurement Leadership Award.

Dimerco Express Group

www.dimerco.com

Dimerco set a 30% Scope 1 and 2 emissions reduction target by 2030 and aims to achieve 100% renewable electricity for its offices by 2050. The company is certified to ISO 14064-1:2018 for greenhouse gas emissions reporting, and its subsidiary in China holds ISO 14001 and ISO 45001 certifications. Dimerco earned a B- rating from CDP, reflecting strong environmental performance in the intermodal transport sector. Starting in 2024, the company also partnered with Acer and Cathay Pacific Cargo to adopt sustainable aviation fuel on Cathay flights, supporting emissions reduction in aviation. Also, Dimerco’s emissions reporting system, built on EcoTransIT World’s methodology, provides customers with reliable CO2 data for all air and ocean shipments.

NOTABLE ACHIEVEMENT: Dimerco received the Best Green Logistics Provider at the Asian Freight Logistics and Supply Chain awards.

East Coast Warehouse & Distribution

www.eastcoastwarehouse.com

At its headquarters, which houses the largest solar-powered warehouse in the Northeast, East Coast Warehouse & Distribution produces more than 2 million kWh of clean, renewable energy each year. In addition, East Coast Warehouse & Distribution utilizes state-of-the-art motion-sensing technology to provide advanced and reliable energy-saving controls across its facilities. As a result of these efforts, the company has saved 1.3 million kWh and prevented 3.15 million pounds of carbon dioxide, more than 25,000 pounds of sulfur dioxide, and 11,000 pounds of nitrogen dioxide from entering the atmosphere.

NOTABLE ACHIEVEMENT: East Coast Warehouse & Distribution was recognized with Heineken USA’s 2024 Sustainability Award for efforts to electrify its facility in Savannah.

Echo Global Logistics

www.echo.com

Echo Global Logistics partners with shippers and carriers to implement practices that reduce fuel emissions, waste, and pollutants. The company tracks and reports greenhouse gas emissions, promotes recycling, and increases the use of environmentally acceptable materials. Certified to ISO 14001:2015, Echo’s environmental management system meets international standards. The company has been part of the SmartWay program since 2010. Echo also tracks clients’ carbon footprints and helps manage emissions across all major modes.

NOTABLE ACHIEVEMENT: Echo ranked first in multiple SmartWay categories and helped prevent more than 38,000 metric tons of CO2 emissions.

England Logistics

www.englandlogistics.com

England Logistics provides eco-friendly transportation by partnering with organizations seeking to reduce waste. England Logistics works to curb greenhouse gas emissions from freight transportation activities as well as through its operational strategies, data management tools, and technology solutions. The company also works to develop initiatives that reduce energy usage and promote sustainable packaging.

NOTABLE ACHIEVEMENT: England Logistics has been a SmartWay partner since 2022.

Estes Express Lines

www.estes-express.com

Estes launched its sustainability division in 2023, set a goal of net-zero emissions by 2050, and established a Scope 1 and 2 GHG emissions baseline. Key initiatives include solar arrays at nine terminals (eight more planned for 2025), renewable energy credits for its corporate office, and a modern fleet with EV forklifts, yard jockeys, CNG/RNG vehicles, and Class 8 tractors.

Estes partners with Remora Carbon on a Class 8 carbon capture pilot and uses AI-driven tools like Optym’s Haul Plan and RouteMax to cut empty miles by 10% and reduce urban fuel use by 3-5%. Additional efforts include e-delivery receipts, Samsara-powered driver programs, and partnerships with Virginia Tech, VCU, SMC3, and Smart Freight Centre.

NOTABLE ACHIEVEMENT: Over six years, Estes improved MPG by 6.5% through fleet upgrades, aerodynamic enhancements, low-emission fuels, and its driver efficiency score program.

Evergreen Shipping Agency (America) Corp.

www.evergreen-shipping.us

Evergreen invested in new eco-friendly ships, including 20 M-Type (15,372 TEU), one C-Type (1,904 TEU), 24 E-Type (16,000 TEU) dual-fuel methanol vessels, and 11 LNG dual-fuel ships (24,000 TEU).

Evergreen is also testing biofuels and partnering with e-methanol suppliers. Its procurement efforts include acquiring 2,000 IoT-enabled reefer containers, aiming for 39,000, to optimize cold chain management. Evergreen holds ISO 14067 certification for Asia-Europe and Asia-North America routes, as well as ISO 14064-1 and GHG Protocol certifications, including for subsidiaries.

NOTABLE ACHIEVEMENT: Evergreen earned an EcoVadis bronze medal (2024), the 2024 Gold Award for Transportation from the Taiwan Institute for Sustainable Energy, and recognition from the Ministry of Transportation and Communications for eco-friendly shipping.

FedEx

www.fedex.com

Setting a goal of carbon-neutral global operations by 2040, FedEx deploys a three-part initiative to advance environmental stewardship: innovating operations to reduce environmental impact; taking action through research and development; and supporting businesses of all sizes to make their operations more sustainable.

For example, FedEx converted its entire parcel pickup and delivery fleet to zero-emission electric vehicles. Additionally, the company helps customers make more sustainable shipping choices with FedEx Sustainability Insights.

NOTABLE ACHIEVEMENT: In a first for its U.S. operations, FedEx now uses blended sustainable aviation fuel (SAF) to help fuel FedEx aircraft at Los Angeles International Airpor. The deal with Neste, a producer of SAF and renewable diesel, secures more than 3 million gallons with a minimum 30% neat SAF blend and is the largest SAF purchase by a U.S. cargo airline at LAX to date.

FLS Transportation Services

www.flstransport.com

FLS Transportation Services is recognized by EcoVadis for its sustainability efforts. Its LEED Platinum-certified headquarters features optimized natural lighting, motion-detection LED lights, material reuse, and active recycling. The company supports remote work, carpooling, and low-impact commuting to reduce emissions.

FLS partners with environmentally responsible carriers, using a network of over 1,400 SmartWay-certified carriers. It consistently ranks better than EPA industry benchmarks, excelling in grams-per-ton-mile and grams-per-mile impact.

NOTABLE ACHIEVEMENT: FLS invested in cleaner equipment and electric yard solutions. Partnering with ORANGE EV, it offers EV yard trucks and free trials, plus CNG and lightweight trucks.

GEODIS

geodis.com

By 2030, aligned with the Paris Agreement and validated by the Science Based Targets initiative, GEODIS commits to reducing greenhouse gas emissions from fleets and buildings (Scope 1-2) by 42%, and cutting carbon intensity in subcontracted transport (Scope 3) by 25% compared to 2022. In North America, GEODIS expanded sustainability efforts focusing on energy efficiency, renewable energy, and workforce development.

In partnership with Prologis, GEODIS completed three warehouse solar installations in 2025, with five more planned. This supports a broader strategy of transitioning to sustainability-certified warehouses (e.g., BREEAM, LEED). Americas facilities follow the Green Site Certification Program, scoring sites on sustainability practices annually.

NOTABLE ACHIEVEMENT: In 2025, GEODIS was recognized at the Leadership level by CDP, a global environmental disclosure organization.

Green Worldwide Shipping

www.greenworldwide.com

Green Worldwide Shipping calculates and reports shipment-related greenhouse gas emissions in accordance with ISO 14083 and the GLEC Framework. It also provides GLEC- and ISO-aligned quarterly emissions reports for customers.

Its GreenCheck tool helps clients design lower-emission shipments using real-world air and ocean schedules, reducing emissions by 10-30% without impacting cost or time. The Sustainable Fuel Program offers access to zero-emission ocean and heavy-duty trucking certificates, reducing Scope 3 emissions. This is supported by Green’s role in the Zero-Emission Maritime Buyers Alliance and the Center for Green Market Activation’s trucking program.

A SmartWay partner, Green also contributes to global decarbonization as a member of the Smart Freight Centre, GLEC, Clean Cargo, Clean Air Transport programs, and the Book & Claim Community. It offsets Scope 1 and 2 emissions and has been part of the UN Global Compact since 2019.

NOTABLE ACHIEVEMENT: Green joined ZEMBA, a 20+ company consortium—including Amazon, IKEA, and Patagonia—committed to cutting shipping emissions by 90% versus fossil fuels.

Hight Logistics

www.hightlogistics.com

Through its zero-emission division, Hight Electric, the company has built one of the largest private EV drayage fleets in the United States, operating 27 Volvo VNR Electric trucks. These trucks—many with extended-range six-battery setups—run daily routes from the ports of Long Beach, Los Angeles, and Oakland, significantly reducing emissions in some of the most heavily impacted freight corridors. Hight supports broader environmental goals through partnerships like its work with Ocean Conservancy and enforces no-idle policies at port facilities.

NOTABLE ACHIEVEMENT: Backed by California’s HVIP and ISEF programs and in partnership with TEC Equipment, Hight not only adopted new technology, but it also built the infrastructure to support it, including six dual-port chargers that keep the fleet moving. Drivers are trained on EV best practices, including regenerative braking and efficient routing.

Hub Group

www.hubgroup.com

Hub Group offers sustainability-focused solutions including intermodal, LTL consolidation, and network optimization. It analyzes customer supply chains for efficiency, invests in energy-efficient tractors, and implements advanced network planning technology.

Its Oak Brook, Illinois, headquarters is LEED Gold Certified, featuring energy-efficient lighting, natural light, rainwater harvesting, native landscaping, walking trails, and electric vehicle charging stations.

NOTABLE ACHIEVEMENT: In 2024, Hub Group helped customers avoid over 2.5 billion pounds of CO2 and 113 million gallons of fuel through intermodal shipments and LTL consolidation, including 50 million pounds of CO2 saved via retail consolidation programs.

Hyster

www.hyster.com

Hyster champions the electrification of materials handling operations. Among its solutions is an onboard charging system that allows several of its integrated lithium-ion forklifts to be charged via common electrical outlets in addition to traditional off-board fast charging. This option opens the door for more small and mid-sized businesses and lower-hour applications to bring lithium-ion battery power to their operations. It also enables businesses looking to rent equipment to use electric power without altering their infrastructure.

NOTABLE ACHIEVEMENT: Hyster recently expanded its lineup of high-capacity forklifts with integrated lithium-ion power with the J230-400XD forklift series. The trucks use a 350-volt battery architecture that enables long run times and minimal energy loss without the cost and complexity of higher-voltage systems.

iGPS Logistics

igps.net

iGPS Logistics offers pallets that are lighter than wood alternatives, producing fewer emissions during their transportation. For every 100,000 iGPS pallets shipped, nearly 1,000 gallons of fuel are saved, and there is a reduction of more than 20,000 pounds of greenhouse emissions.

iGPS pallets are more durable than wood, lasting an average of 100 trips vs. 25 (actual, not just lab tested). And iGPS pallets can be recycled into new pallets at the end of their lifespans.

According to an independent lifecycle analysis, iGPS pallets have less environmental impact in categories that include ozone depletion, acidification, smog production, and global warming. And the iGPS business model ensures its pallets can be reused by customers in the same geographic area without needing to be sent to a separate depot for redistribution, eliminating legs from the supply chain. iGPS continues to identify new ways to make its pallets lighter.

NOTABLE ACHIEVEMENT: In 2024, iGPS recycled more than 24 million pounds of material into pallets, and in Q1 of 2025, iGPS recycled 5+ million pounds, adding to the more than 285 million pounds of plastic the company has kept out of landfills and waterways since 2013.

ITS Logistics

www.its4logistics.com

ITS Logistics is committed to sustainable supply chain operations through innovative solutions and measurable impact. Its strategy targets emission reduction, clean energy adoption, and zero-waste initiatives.

Using the GLEC framework and a proprietary tool developed with the University of Tennessee, ITS provides lane-specific emissions data for 500,000+ U.S. carriers, enabling accurate Scope 3 emissions tracking and easier sustainability reporting. The company optimizes routes, pilots hydrogen and EV solutions, and implements zero-waste strategies.

NOTABLE ACHIEVEMENT: ITS partners with North America’s largest EV carrier and clean fuel providers, while its WAIRE-compliant solutions reduce emissions at warehouses and distribution centers.

J.B. Hunt

www.jbhunt.com

In 2024, J.B. Hunt’s intermodal segment helped avoid an estimated 3.58 million MT CO2e—equivalent to removing 759,000 passenger vehicles for a year. The company has reduced carbon emission intensity nearly 16% from its 2019 baseline toward a 32% goal by 2034.

A founding member of Powering America’s Commercial Transportation (PACT), J.B. Hunt also engages with the Daimler Electric Vehicle Council and ACT Fleet Forum. Its modern fleet averages 2.72 years, and 64% of 2024 fuel purchases were bio-blended or renewable diesel.

NOTABLE ACHIEVEMENT: Named to the 2024 Dow Jones Best-in-Class Indices, J.B. Hunt was the only road transport company included.

Jarrett

gojarrett.com

Jarrett integrates smart technologies and energy-conscious practices to reduce emissions and optimize efficiency. Using the EPA’s SmartWay system, Jarrett developed dashboards providing monthly emissions data by shipper and location.

The company transitioned to paperless invoicing—distributing more than 637,000 invoices annually—and installed motion-sensor lighting and bottle-filling stations to reduce energy and waste. Jarrett Fleet Services supports sustainability through material recycling and equipment longevity.

NOTABLE ACHIEVEMENT: In 2024, Jarrett received a $276,102 grant to install rooftop solar panels, which are projected to fully power its 300,000-square-foot warehouse.

Kenan Advantage Group

www.thekag.com

The Kenan Advantage Group (KAG) continually invests in a more fuel-efficient fleet, piloting electric and alternative fuel tractors in select customer applications. The company partners with customers to assist them in their carbon reduction efforts. In addition, KAG has achieved the American Chemistry Council’s Responsible Care certification.

NOTABLE ACHIEVEMENT: For two conescutive years, KAG received Shell’s Sustainability Award for continued efforts to meet Shell Canada’s carbon reduction targets.

Kenco

kencogroup.com

Kenco integrates sustainable practices to foster environmentally responsible operations, aligning with the UN Sustainable Development Goals.

It uses aerodynamic equipment to improve fuel efficiency and has shifted 94.5% of its materials handling equipment to electric as of Jan. 1, 2025, reducing reliance on propane.

A certified EPA SmartWay partner, Kenco helps customers design efficient, eco-friendly transportation solutions. It diverted 19.8% of total waste from landfills as of 2024 and developed a carbon footprint calculator to track emissions from lighting and equipment.

Kenco’s Innovation Lab develops technologies such as AMRs for energy-efficient automation, ergonomic tech like exoskeletons to support worker health, and drones for lower-emission inventory management. An AI pilot is also underway to improve energy efficiency and cut GHG emissions.

NOTABLE ACHIEVEMENT: Kenco exceeded its goal of LED lighting in 80% of leased warehouses by 2026—reaching 87% as of early 2025.

Landstar System

www.landstar.com

Landstar reduces carbon emissions by equipping business capacity owners (BCOs) with technology and sustainability tools. Its Load Alerts and LandstarOne apps help BCOs and truck brokerage carriers plan and operate more efficiently.

BCOs improved their average MPG by 0.5 in 2024 compared to 2014, saving 8.9 million gallons of fuel. Over the past four years, they have purchased 24 million+ gallons of biodiesel blends.

More than 99% of Landstar’s van trailers feature battery- or solar-powered tracking devices and aerodynamic enhancements such as side skirts and undertrays. New trailers are equipped with low rolling resistance tires. Landstar is certified by SmartWay, CDP, EcoVadis, Responsible Care RC14001, and ISO 9001.

NOTABLE ACHIEVEMENT: Landstar partnered with IKEA to switch to renewable diesel in the U.S. Northeast, cutting GHG emissions by up to 75%—more than 600 tons of CO2 annually across 1,700 shipments.

Lufthansa Cargo

www.lufthansa-cargo.com

Lufthansa Cargo’s climate action strategy includes fleet modernization, fuel efficiency, sustainable aviation fuels, offsetting, and carbon-neutral ground operations. The airline aims for net-zero CO2 emissions by 2050 and plans to halve net emissions by 2030 (versus 2019). It operates fuel-efficient Boeing 777F freighters and has ordered next-generation 777-8F aircraft for 2027.

NOTABLE ACHIEVEMENT: Since 2023, Lufthansa Cargo has applied AeroSHARK coating to its fleet, reducing fuel use by 4,080 tons annually and cutting CO2 emissions by 14,330 tons.

Lynden

www.lynden.com

The first Alaska-based transportation company recognized by SmartWay (2008) and the first trucking company to earn the Green Star Award for Alaskan businesses, Lynden is a proven environmental leader. Despite operating in steep terrain and extreme conditions, its fleets consistently rank among the nation’s most efficient in CO2 per ton mile.

Its bulk tanker company scores in the top 1% nationally for low CO2, nitrous oxide, and particulate matter emissions. Its barge company earned the 2024 Sustainable Century Award from the Port of Seattle for advancing environmental goals and demonstrating strong sustainability leadership.

NOTABLE ACHIEVEMENT: Over 90% of its trucks are under 5 years old with ultra-efficient diesel engines. Lynden replaced 100+ propane forklifts with electric models and converted reefers to electric.

Maersk

www.maersk.com

Maersk is committed to reaching net-zero emissions by 2040 across the supply chain with new technologies, vessels, and green energy solutions. In 2024, Maersk’s greenhouse gas emission targets were validated by the Science Based Targets initiative to be in line with net-zero 2040 and the Paris Agreement’s 1.5-degree pathway toward 2030.

Maersk continues to increase the energy efficiency of its fleet through streamlined operations and new technologies. This lowered the emissions intensity of ocean operations, from 11.7 in 2023 to 11.1 in 2024.

NOTABLE ACHIEVEMENT: Maersk welcomed seven dual-fuel methanol vessels to its fleet in 2024, as well as the Maersk Halifax, the world’s first retrofitted dual-fuel methanol vessel. Maersk also announced a renewal plan for its owned and time-chartered fleet with some 50-60 dual-fuel vessels totalling 800k TEU to begin service in 2026-2030.

In 2024, Maersk entered into another significant long-term offtake agreement for biomethanol fuel. The first volumes from this agreement are expected in 2026. Maersk’s combined methanol offtake agreements meet more than 50% of the dual-fuel methanol fleet demand in 2027.

Marten Transport

www.marten.com

Marten Transport continues to improve efficiency and innovation through idle reduction programs, temperature initiatives, equipment changes, solar investments, network restructuring, truck to rail conversions, and alternative fuel sources.

In 2024, it deployed its first fully electric truck and CNG fleet. Marten continues to be a SmartWay member and maintains EcoVadis membership, calculating GHG emissions, Scope 1, 2, and 3 annually.

Marten is recognized by EcoVadis with a Commitment badge representing good performance in the EcoVadis methodology and by Supplier Leadership on Climate Transition with two badges for its greenhouse gas emission reduction efforts.

NOTABLE ACHIEVEMENT: Marten implements strategies to significantly lower emissions in all operations. It uses renewable diesel in truck engines, APUs, and reefer units to reduce emissions where renewable diesel is available. The company develops advanced temperature control techniques to optimize energy usage.

Matson

www.matson.com

Matson is working toward a lower carbon future by reducing GHG emissions and employing a broad decarbonization strategy. The maritime company set an interim goal to achieve a 40% reduction in Scope 1 fleet emissions by 2030, measured against a 2016 baseline, and a longer-term goal to achieve net-zero Scope 1 fleet emissions by 2050. In 2023, Matson cut Scope 1 emissions from its baseline by 19%.

Matson’s goals and climate transition plan are aligned with the International Maritime Organization’s efforts to support United Nations Sustainable Development Goal 13 and the 2015 Paris Agreement through industry-wide climate goals.

NOTABLE ACHIEVEMENT: Matson invested $1 billion in three new LNG-ready Aloha Class vessels with environmental features; deliveries expected in 2026 and 2027.

NFI

www.nfiindustries.com

NFI operates 70+ electric daycabs (growing to 90), 15+ electric yard tractors, and 10+ renewable natural gas trucks, with East Coast expansion underway. It partners with OEMs and innovators to pilot emerging technologies, expand renewable and biodiesel fuel use, and explore hydrogen power.

Sustainability is core to NFI’s operations, driven by early investments in solar and natural gas, a five-year tractor replacement cycle, lightweight trailers, aerodynamic upgrades, tire retreading, idle shutdown timers, and its Fleet View telematics platform. Business intelligence dashboards optimize MPG, idle time, fuel use, and asset utilization.

NFI is a 12-time HDT Top Green Fleet winner and EPA SmartWay Drayage High Performer.

NOTABLE ACHIEVEMENT: Through the JETSI Project, the largest U.S. commercial electric truck initiative, NFI is finalizing 38 high-capacity chargers, 1 MW of solar power, and 7.7 MWh of battery storage.

Northwest Seaport Alliance

www.nwseaportalliance.com

The Northwest Seaport Alliance (NWSA) unites Puget Sound port stakeholders to reduce environmental impacts and reach zero emissions by 2050 or earlier.

The NWSA plans to install shore power at all major international container terminals by 2030. Two of five terminals already have shore power, and capable vessels have begun connecting. Two more projects are in design.

In partnership with the Republic of Korea, NWSA is developing a Green Shipping Corridor targeting 4-8 green methanol vessels by 2028.

NWSA also deployed all-electric yard trucks with a railyard operator and local utility. Ongoing efforts include diesel and GHG reduction, alternative fuels, stormwater treatment, energy-efficient lighting, recycling, habitat restoration, and cleanup of legacy contamination.

NOTABLE ACHIEVEMENT: NWSA’s clean air programs have cut diesel particulate matter by more than 90% since 2005. A zero-emission drayage truck demo program is underway.

Odyssey Logistics

www.odysseylogistics.com

Odyssey Logistics employs real-time data collection tools to monitor and measure the environmental impact of clients’ supply chain operations. This not only aids in minimizing their carbon footprint but also unveils potential areas for cost reduction and profit enhancement.

Through its Project Cloverleaf program, Odyssey Logistics helps clients achieve sustainability initiatives by providing targeted emissions insights, expert guidance, and technologies.

The company offers tailored recommendations that align with clients’ financial targets, operational necessities, and environmental aspirations. It supports clients throughout their carbon footprint reduction initiatives. Certified by the American Chemistry Council as a Responsible Care partner company, Odyssey Logistics integrates analytics, carrier relationships, specialized assets, sustainability strategies, and international expertise.

NOTABLE ACHIEVEMENT: Odyssey Logistics achieved a total estimated yearly CO2 emissions reduction of 232 million kilograms.

Onepak

www.onepak.com

Onepak integrates green practices into its operations and services, actively driving the circular economy. It helps clients meet sustainability goals by providing transparency and detailed reporting on the environmental impact of its reverse logistics.

Its ReturnCenter platform connects companies with logistics and remarketing/recycling partners to manage IT asset recovery, reuse, and responsible recycling. The ReturnCenter app within ServiceNow lets large enterprises integrate asset disposition data, including environmental metrics, into core systems to track progress toward circularity and ESG objectives. The platform ensures extended lifecycles in the IT industry.

Onepak optimizes routing and consolidates pickups to minimize drive distance and emissions. Its Box Program uses packaging with at least 40% post-consumer waste that is fully recyclable, offering a low-carbon solution for retrieving IT assets remotely.

NOTABLE ACHIEVEMENT: Onepak has diverted nearly 2 billion pounds of e-waste to R2-certified facilities. In 2024, it won the RemoteTech Breakthrough Award and secured a $20-million impact investment from Nuveen to expand its role in the low-carbon circular economy.

ORBIS Corporation

www.orbiscorporation.com

ORBIS’ Packaging Life Cycle Assessments help companies calculate the impact reusable packaging can have on the environment. Using life-cycle assessments to compare reusable and single-use packaging, ORBIS applies data-driven analysis to help customers reduce their overall environmental impact in terms of greenhouse gas emissions, solid waste, and energy usage.

To replace single-use packaging in the supply chain, 100% of ORBIS’ packaging solutions are designed, developed, and engineered with sustainability in mind. ORBIS helps customers reduce their overall environmental footprint and uses recovered materials in its packaging solutions.

Additionally, ORBIS is the largest consumer of post-consumer recycled content in the industry and has used 2 billion pounds of recycled content since 2006. And with recycled resin, ORBIS reduces the use of virgin material in the manufacturing process which leads to the avoidance of CO2e emissions, water, and energy consumption.

NOTABLE ACHIEVEMENT: ORBIS has helped the avoidance of 1.3 million metric tons of GHG/304,000 passenger cars driven annually, 1.24 billion gallons/72 million personal showers of water consumption, and 60.1 million BTU/1.8 million U.S. home electrical energy consumption.

PECO Pallet

www.pecopallet.com

PECO Pallet’s reusable, 9-block red pallets—made from sustainably sourced lumber—enable a closed-loop circular operation promoting repair, reuse, and recycling, reducing reliance on single-use alternatives. Its pallet pooling model drives sustainable operations.

PECO has invested in automation across its depot network to boost efficiency, reduce landfill waste, and enhance worker safety. Facilities are modernized with energy-saving features like motion-sensor lighting, heat pumps, and water refill stations to eliminate single-use plastic bottles.

Its pallet maintenance program extends product life through inspections, repairs, and refurbishments. Beyond repair, pallets are recycled; shredded pallets become mulch, animal bedding, and landscaping material. PECO earned a bronze EcoVadis rating and uses transportation management systems to optimize fleet operations and reduce mileage.

NOTABLE ACHIEVEMENT: In 2024, PECO completed its first formal GHG inventory and is setting verified net-zero and near-term GHG targets.

Peli BioThermal

www.pelibiothermal.com

Peli BioThermal has implemented multiple sustainability measures to reduce environmental impact across operations and the supply chain. A key product update includes using 20% post-consumer recycled content in Correx components, reducing reliance on virgin materials.

Between 2022 and 2023, global reuse initiatives diverted more than 40 million pounds of packaging waste from landfill. In 2024, the company launched a closed-loop pallet system cycling 2,341 wooden pallets through logistics to promote circular use.

Four global facilities now run on 100% renewable electricity. ESG software tracks Scope 1, 2, and 3 emissions. In 2025, Peli BioThermal joined the Science Based Targets initiative, aligning goals with climate science.

Operational changes include eliminating single-use items, installing energy-efficient hand dryers, and planting trees. A partnership with Vaku-Isotherm recycles vacuum-insulated panels, cutting up to 137,000 kg of CO2e annually.

NOTABLE ACHIEVEMENT: Peli BioThermal earned a bronze EcoVadis medal (silver under review) and the Diligent Modern Governance Award.

Penske Logistics

www.penskelogistics.com

Penske Logistics, part of Penske Transportation Solutions, pursues multiple sustainability initiatives. These include deploying battery-electric trucks, installing heavy-duty EV charging stations, and using renewable diesel fuels where applicable.

In warehousing and distribution, Penske has shifted to renewable energy, increased LEED-certified facilities, retrofitted buildings with LED lighting, and electrified material handling equipment. It also uses low-global warming potential refrigerants and shore power systems for refrigerated units to reduce idling emissions.

The company supports customers with sustainability consulting, offering route optimization and carbon footprint analysis to improve fuel efficiency and lower greenhouse gas emissions.

NOTABLE ACHIEVEMENT: Penske Logistics is an EPA SmartWay High Performer, and its parent company, Penske Truck Leasing, is a SmartWay Leader.

Pitt Ohio

pittohio.com

Pitt Ohio integrates sustainability through its core pillars: People, Planet, and Purpose, guiding actions to improve environmental and social outcomes. Its environmental efforts focus on reducing carbon emissions and boosting energy efficiency. The company prioritizes fleet modernization, maintaining vehicles with advanced technology, and invests in driver training for fuel-efficient driving, lowering emissions and enhancing fleet performance.

Pitt Ohio also commits to sustainable infrastructure, with five facilities LEED-certified for water conservation, energy use, and sustainable materials. New construction projects follow these standards.

NOTABLE ACHIEVEMENT: Two terminal buildings operate microgrid systems powered by wind and solar energy, developed with WindStax Energy. These systems store renewable energy in batteries, reducing reliance on conventional power.

Polaris Transportation Group

polaristransport.com

Polaris is a SmartWay-certified carrier focused on reducing emissions and improving fuel efficiency. Using 2022 as a baseline, it plans to set emissions reduction targets by mid-2025. The company evaluates zero-emission vehicles and alternative fuels like renewable diesel. Its fleet is retrofitted for fuel efficiency, with route and load optimization and driver scorecards promoting efficient driving.

Owner-operators in the federal Green Freight Program receive support for similar upgrades. At its warehouse, 90% of forklifts are battery electric, with plans to fully transition as older units retire. Facilities feature motion-activated LED lighting and smart thermostats; a rooftop solar project is underway.

Waste diversion efforts include recycling, composting, and refurbishing electronics. Seventy percent of warehouse pallets are recycled. Paper use is reduced via company policies and digital documentation initiatives.

NOTABLE ACHIEVEMENT: In 2024, Drivewyze participation helped cut idling emissions by 30.4 tons.

Port of Los Angeles

www.portoflosangeles.org

The Port of Los Angeles (POLA) aims for a 95% landfill diversion rate by 2035 and 100% by 2050, aligning with the City of Los Angeles’ Zero Waste Ordinance and California organic waste laws.

POLA implements waste management strategies focused on reduction, recycling, and sustainable procurement. Efforts include reducing waste generation, expanding recycling programs for office waste like paper and plastics, increasing food waste and compost collection, and maintaining 90% diversion of construction materials since 2020.

POLA also enhances hazardous materials recycling (e-waste, batteries, used oil) and provides outreach and training for tenants and employees.

Following the EPA’s food recovery hierarchy, POLA’s new industrial recycling and organics programs support zero-waste and environmental compliance goals.

NOTABLE ACHIEVEMENT: POLA introduced five zero-emission electric top handlers to replace diesel models, reducing local air pollutants and greenhouse gas emissions.

PSA BDP

psabdp.com

PSA BDP has established a global sustainability strategy aligned with the Science Based Targets initiative Net-Zero Standard, setting near- and long-term greenhouse gas reduction targets. To support supply chain decarbonization, it develops low-emission freight corridors with carriers and customers, aiming to reduce emissions on key logistics routes.

Its logistics services, including container freight station operations and 4PL management, support circular economy principles by promoting efficient resource use and full product lifecycle oversight. PSA BDP facilitates lower-carbon fuels through certified Book & Claim systems and supports nature-based offset projects for residual emissions.

In 2024, PSA BDP introduced a Carbon Dashboard to help shippers track freight emissions consistently. Internal efforts include pilots targeting Scope 1, 2, and 3 emissions and employee engagement via Greenstone+ and Deedster platforms.

NOTABLE ACHIEVEMENT: PSA BDP Qatar was honored by CMA CGM Qatar for carbon reductions; PSA BDP earned the EcoVadis Committed Badge; and PSA BDP India won the Green Logistics Award.

Raymond Corporation

www.raymondcorp.com

Raymond has undertaken initiatives to improve energy efficiency and reduce environmental impact. It established a multisite decarbonization committee that meets monthly to coordinate energy conservation and set a goal of carbon neutrality by 2050. Continuous improvement eliminated 5,427 days of process waste across departments.

Facilities use advanced software to automate lighting, heating, and cooling based on occupancy and schedules, reducing energy use. Other measures include LED lighting installations and low-flow faucet inserts, cutting water consumption by 25%. A companywide reuse and recycling program promotes circular material use and minimizes landfill waste.

NOTABLE ACHIEVEMENT: In 2024, Raymond opened the Energy Solutions Manufacturing Center of Excellence in New York, producing lithium-ion and thin plate pure lead batteries to expand sustainable energy storage options.

Redwood Logistics

www.redwoodlogistics.com

Redwood Logistics uses tools to track and reduce emissions across freight operations. Its Redwood Hyperion system lets shippers measure, reduce, offset, and report greenhouse gas emissions, supporting regulatory compliance and stakeholder reporting. Integrated with RedwoodConnect, the tool fits into existing shipper technology for seamless emissions tracking.

Redwood Logistics promotes fuel savings through equipment optimization, reducing idle time, and minimizing empty miles, achieving estimated fuel savings of 6.5%. Hyperion complements other sustainability initiatives to provide transparency and structured programs that support carbon neutrality goals.

NOTABLE ACHIEVEMENT: Redwood has been a SmartWay partner for over 10 years and collaborates with Cloverly, a Sustainability-as-a-Service platform linked through Hyperion, for carbon offsetting.

Rinchem Company

rinchem.com

In recent years, Rinchem has advanced its environmental, social, and governance (ESG) performance. In July 2024, it secured Science Based Targets initiative approval for near-term and net-zero emissions targets. An ESG Committee meets monthly to oversee initiatives. Rinchem completed GHG emissions surveys for 2022 and 2023 and improved its Carbon Disclosure Project score from D to B- in 2024.

Rinchem installed solar panels at its Marlborough, Massachusetts, site, and added LED and motion-sensor lighting in 19 U.S. facilities. Electrification of material handling equipment is ongoing, with 85% of forklifts now electric. Recycling programs focus on cardboard and pallets.

Rinchem partners with SmartWay and operates a California Air Resources Board-compliant fleet. It tracks transportation emissions and uses just-in-time logistics and automated truck technologies to increase fuel efficiency and reduce waste.

NOTABLE ACHIEVEMENT: Rinchem earned a bronze medal from EcoVadis for sustainability improvements.

RJW Logistics Group

rjwgroup.com

RJW Logistics has made measurable progress reducing transportation emissions through its centralized inventory and retail consolidation model. By consolidating inventory at one location and managing logistics in-house, the company has cut truck movements needed for retail shipments.

A SmartWay carrier for 15 years, RJW operates a fleet of modern trucks with clean diesel technology and enforces no-idling policies, lowering emissions per mile. Its facilities feature LED motion-sensor lighting, battery-powered forklifts, and recycling programs. On-site value-added services reduce secondary transportation needs.

RJW’s data center runs on renewable energy, preventing about 718 kg of carbon emissions monthly.

NOTABLE ACHIEVEMENT: In 2024, the Retail Consolidation Program eliminated roughly 2.2 million LTL shipments, replacing 34 individual shipments per load, cutting trucks, fuel use, and emissions.

Romark Logistics

romarklogistics.com

Romark Logistics is advancing a sustainability strategy to reduce environmental impact with measurable goals, including cutting greenhouse gas emissions by 50% by 2030 and achieving net-zero by 2050.

The company is transitioning its fleet to electric vehicles powered by lithium-ion batteries, supported by on-site charging infrastructure. Real-time monitoring technology optimizes fleet performance by improving routing efficiency and reducing fuel use.

Romark integrates renewable energy and energy-saving systems like solar power in its facilities to reduce fossil fuel dependence. Waste reduction efforts focus on eliminating landfill contributions through recycling and circular waste processes. Water conservation is supported by efficient equipment and monitoring systems to track usage.

NOTABLE ACHIEVEMENT: Romark is a SmartWay partner, holds a bronze EcoVadis rating, and is a Level 4 LoCT Supplier for advanced GHG tracking.

Ryder

www.ryder.com

Ryder has set measurable targets and implemented strategies to reduce environmental impact across fleet operations, facilities, and supply chain activities.

To improve fleet efficiency, Ryder invests in advanced vehicle technology, including updated engine systems, to boost fuel economy and cut emissions. Preventive maintenance uses diagnostics like tire pressure and emissions checks to meet performance standards and extend vehicle life. Predictive analytics and route optimization reduce idle time and unnecessary mileage, lowering fuel use and emissions.

In facilities, Ryder monitors electricity, water, gas, and waste across regions and units, investigating anomalies and taking corrective actions. In 2024, energy conservation included saving 2,067 gigajoules through LED upgrades and replacing 210 HVAC systems with more efficient models. The company pursues waste reduction, recycling, and renewable energy projects, prioritizing initiatives using environmental data.

Ryder works with suppliers to reduce impacts, requiring vehicle wash water recovery and filtration systems. Automotive waste management emphasizes recycling and landfill diversion.

NOTABLE ACHIEVEMENT: In 2024, Ryder won the EPA SmartWay Excellence Award and SmartWay High Performer status for outstanding environmental and freight sustainability leadership, marking its sixth Excellence Award since 2013.

Saia LTL Freight

www.saia.com

As part of its sustainability efforts, Saia LTL Freight expanded alternative fuel use across its fleet. It operates 55 compressed natural gas tractors powered by renewable natural gas in Fontana, California, and Dallas-Fort Worth, Texas—one of the largest such fleets in the LTL industry, marking a major investment in lower-emission transportation.

Saia is also testing electric semi-trucks with several manufacturers as part of its broader strategy to adopt cleaner technologies and reduce diesel reliance.

Fleet optimization continues with onboard monitoring systems tracking driving behaviors like idling, speed, and braking. This data improves fuel efficiency and cuts emissions through targeted driver training and operational changes.

NOTABLE ACHIEVEMENT: In 2024, Saia received the EPA SmartWay Excellence Award in the LTL category.

Scan Global Logistics

www.scangl.com

Scan Global Logistics has implemented initiatives to reduce greenhouse gas emissions across ocean, air, road, and rail transport. Key efforts include using Ocean Biofuel and Sustainable Aviation Fuel, reducing CO2 emissions by up to 84% and 80%, respectively. Its E-Trucking service incorporates electric vehicles, achieving up to an 86% emissions reduction in road transport.

The company provides clients with CO2 visibility tools for emissions tracking by mode and shipment, supporting climate-aligned logistics decisions.

Scan Global Logistics aims for a 50% emissions reduction by 2030 and continues scaling biofuel and electric truck projects through customer partnerships.

NOTABLE ACHIEVEMENT: The company reduced emissions by up to 86% via fuel-switching in specific services.

Schneider

schneider.com

Schneider operates one of North America’s largest battery electric vehicle fleets, with nearly 100 Freightliner eCascadias that surpassed 1.5 million zero-emission miles in 2023. Supporting this, Schneider opened a large charging depot in South El Monte, California, and replaced two diesel yard spotters with electric versions at a Southern California facility, reducing CO2 emissions by about 70,000 pounds annually.

The company maintains a highly fuel-efficient fleet through advanced vehicle technology, including aerodynamic designs on tractors and trailers and high-efficiency powertrains that reduce emissions. Schneider also uses MirrorEye camera systems that replace side mirrors, improving visibility and reducing drag for fuel savings.

Schneider helps customers reduce their carbon footprint via freight network optimization, load consolidation, and selecting lower-emission modes.

NOTABLE ACHIEVEMENT: A charter member of the EPA’s SmartWay program since 2004, Schneider is recognized as a SmartWay High Performer.

Southeastern Freight Lines

sefl.com

Southeastern Freight Lines (SEFL) uses route optimization technologies to reduce mileage, fuel waste, and idle time, supported by driver training, automatic engine shut-off systems, and on-site fueling. Maintenance improvements, like optimal air filter replacement, sustain engine efficiency.

Driver behavior enhancements include increased cruise control use and speed limiters. Telematics enable early diagnostics and preventive maintenance, reducing downtime and improving performance.

Fuel economy benefits come from aerodynamic features such as roof and side fairings, trailer skirts, and automatic tire inflation systems that reduce rolling resistance.

Fleet modernization continues, with linehaul trucks averaging 2.6 years, pickup/delivery tractors 6.1 years, and trailers 9.2 years as of January 2025.

Energy efficiency measures at 88 service centers use LED lighting and occupancy sensors; a new facility will extend this to 100% of sites.

NOTABLE ACHIEVEMENT: Since 2017, SEFL improved fuel efficiency over 12%, saving nearly 20 million gallons of diesel.

Sunset Transportation

www.sunsettrans.com

Sunset Transportation has implemented measurable sustainability practices across operations and partnerships. Since 2023, it uses Highway, a carrier compliance platform, to monitor and automate verification of environmental certifications like SmartWay, ARBER, and CARB. This enables real-time tracking of carrier compliance, helping Sunset work with carriers that meet environmental standards per shipment.

The company provides customers with monthly emissions reports by location, carrier, and load volume, highlighting opportunities for carbon reduction to support sustainable logistics decisions.

Internally, Sunset has adopted energy-efficient infrastructure, including lighting and windows at all facilities, and transitioned to fully paperless freight payment and accounting systems. It also supports employee wellness programs as part of its sustainability goals.

NOTABLE ACHIEVEMENT: Sunset has been a SmartWay partner since 2004.

Total Quality Logistics

www.tql.com

To reduce empty miles—the distance trucks travel without cargo—TQL launched an Empty Miles Reduction Program using data and technology to better match carriers with nearby loads. Leveraging a network of 110,000+ carriers and multimodal, lower-emission transport options, the program cuts environmental impact.

Initially aiming to eliminate 45 million empty miles by 2025, TQL surpassed this by 2023, reducing 48 million miles. By 2024, over 65 million empty miles were cut, and a new target aims for a 25% reduction by 2030 based on load count.

TQL tracks progress with emissions data and metrics, providing shippers free sustainability reports detailing emissions, empty miles, carrier diversity, and mode use, enhancing transparency in supply chain emissions reporting.

NOTABLE ACHIEVEMENT: TQL is a six-time Responsible Care Partner of the Year, 2023 PepsiCo Broker Sustainability Carrier of the Year, and a SmartWay Partner.

Uber Freight

www.uberfreight.com

Uber Freight has implemented measurable sustainability initiatives to reduce emissions and improve logistics efficiency. Managing around $20 billion in freight as of 2024, the company integrates electric vehicle (EV) capacity into supply chains. Since its first EV pilot in 2023, Uber Freight has partnered with Nevoya and Greenlane to identify EV-eligible lanes, match carriers, and evaluate pricing to support adoption.

Uber Freight offers an Emissions Dashboard providing supply chain emissions estimates and highlighting carbon-intensive segments. Accredited by the Smart Freight Centre in 2024, it aligns with industry standards.

The company aims for net-zero corporate emissions by 2030 and plans to shift 80% of global brokerage shipments to lower-emission modes by 2040.

NOTABLE ACHIEVEMENT: A 2023 study conducted by the company found that network optimization has the potential to reduce empty miles by as much as 64% – a mission Uber Freight has advanced over the past year by eliminating an estimated 4 million empty miles from its digital brokerage platform in 2024.

UPS

www.ups.com

UPS is progressing steadily toward carbon neutrality by 2050, guided by a decarbonization strategy based on seven pillars: Efficiency and Innovation, Fuel Transition, Asset Transition, Renewable Electricity, Carbon Offsets, Customer Products, and Public Policy Advocacy.

In 2024, UPS reported a 2.1% reduction in global Scope 1, 2, and 3 carbon emissions compared to the prior year, along with a 1.1% decrease in emissions per package, reflecting operational efficiency gains.

Renewable energy accounted for 15.2% of electricity use in UPS’s global facilities in 2024, advancing the shift from fossil fuels.

Operational improvements underpin UPS’s emissions strategy. The On-Road Integrated Optimization and Navigation (ORION) platform reduces drivers’ daily mileage by 10 to 14 miles, boosting route efficiency and cutting fuel use. In 2024, fuel burn reduction initiatives saved 30 million gallons of jet fuel.

Alternative fuels made up 30.6% of ground transportation fuel in 2024, with UPS targeting 40% by 2025.

NOTABLE ACHIEVEMENT: Since 2000, UPS vehicles have logged over 4 billion miles on alternative fuels. In 2024, UPS purchased 177 million gallons of alternative fuels, with renewable natural gas comprising 87% of fuel used in its natural gas fleet.

Ward Transport & Logistics

wardtlc.com

As part of the EPA’s SmartWay program, Ward Transport & Logistics applies best practices like idle time reduction, route optimization, and fuel-efficient driving, supported by investments in newer, fuel-efficient vehicles.

Facility improvements include energy-efficient LED lighting, motion sensors, and HVAC upgrades to cut energy use. Waste reduction efforts, such as recycling cardboard, pallets, plastic wrap, and used oil, help limit landfill waste.

Ward partners with Carbonfund.org to measure and offset part of its carbon footprint through verified projects. Employee training and performance tracking support sustainability improvements. Ward is recognized ecognition as a SmartWay High Performer.

NOTABLE ACHIEVEMENT: More than 90% of Ward’s facilities use electric forklifts.

Werner Enterprises

www.werner.com

Werner Enterprises pursues emissions reduction initiatives, partnering with SmartWay-certified carriers and using electric and alternative fuel vehicles, fuel optimization, and advanced route planning.

The company aims to reduce CO2 emissions by 55% by 2035 and is testing eight Class 8 battery-electric trucks with charging infrastructure at its Fontana, California, terminal.

In September 2024, Werner added a hydrogen fuel cell-powered International LT truck with an Accelera electric powertrain to evaluate zero-emission technologies in real operations.

Renewable fuels are key, with Cummins engines using renewable natural gas and vehicles powered by biodiesel and renewable diesel. Testing continues on electric auxiliary power units, next-gen diesel engines, and carbon capture technologies.

Werner collaborates with industry groups and integrates SmartWay data into ESG reporting to improve transparency.

NOTABLE ACHIEVEMENT: Werner ranks in the top 1-2% of SmartWay carriers based on performance.

WSI

wsinc.com

WSI (Warehouse Specialists, LLC) integrates environmental and social responsibility through regular sustainability assessments. The company is certified under Responsible Care and was twice named Partner of the Year by the American Chemistry Council.

Its warehouses use energy-efficient lighting and low-energy material handling equipment. Recycling programs promote landfill diversion and circular materials management.

In transportation, WSI is a SmartWay partner and participates in Operation Clean Sweep to prevent plastic pellet loss.

NOTABLE ACHIEVEMENT: In 2024, Ecovadis ranked WSI in the top 35% of logistics companies worldwide.

Yale Lift Truck Technologies

yale.com

Yale has developed a line of lift trucks designed with integrated lithium-ion battery systems to boost efficiency and reduce emissions. These systems help facilities lower their environmental impact and operating costs.

The lithium-ion batteries produce zero emissions during operation and charging, fully charge in 1-2 hours, and run up to 8 hours per charge. They support opportunity charging without significant degradation, reducing the need for backup batteries or extra infrastructure. Maintenance tasks tied to lead-acid batteries—like watering and cleaning—are eliminated, enhancing efficiency.

By designing its trucks around lithium-ion technology from the start, Yale avoids retrofitting inefficiencies and enables ergonomic improvements that reduce physical strain and boost productivity.

NOTABLE ACHIEVEMENT: Two Yale lift trucks earned top honors from the E+E Leader Awards and Green GOOD DESIGN Awards.

Yang Ming

www.yangming.com

Yang Ming has implemented multiple strategies to cut greenhouse gas emissions and align with the global net-zero target by 2050.

As of 2023, the company achieved a 61.9% reduction in fleet carbon intensity from 2008 levels, aided by advanced data analytics for energy monitoring and route optimization.

In March 2024, Yang Ming began using sustainable biofuels, which reduce emissions by about 20% versus conventional fuel. The company plans to expand their use and is exploring additional alternative energy sources. Its goal is to cut total carbon emissions 20% by 2030 (from 2018 levels).

Yang Ming is investing in shore power; 22 facilities are now operational, and 61.7% of its fleet is shore power-capable. LNG dual-fuel vessels will be introduced starting in 2026.

Since 2016, Yang Ming has supported NOAA’s “Protecting Blue Whales & Blue Skies” by voluntarily slowing vessels in sensitive areas, reducing whale strikes and pollution. This earned the company its fourth Sapphire Award in 2025.

NOTABLE ACHIEVEMENT: Yang Ming received the EcoVadis Silver Medal (top 15% globally) in both 2024 and 2025, and won the Blue Circle Award for the eighth time.

Green Technology Partners

These innovators deliver technology that powers smarter, greener, and more sustainable supply chains.

Aera Technology

www.aeratechnology.com

Aera Technology’s platform supports measurable supply chain sustainability improvements. It enables users to reduce CO2 emissions, cut plastic waste, and optimize logistics decisions—such as route selection and transport modes—using real-time data. Automated decision-making aligns with ESG goals and enhances reverse logistics for circular economy practices.

BlueGrace Logistics

mybluegrace.com

BlueGrace helps companies reduce transportation-related CO2 emissions through detailed analysis and SmartWay-certified carrier data. Customers have achieved up to 23% emissions reductions and eliminated 400,000 lbs of CO2 via freight consolidation. Emissions tracking aligns with GLEC standards, enabling tailored shipment optimization strategies and measurable logistics sustainability.

Breakthrough

www.breakthroughfuel.com

Breakthrough’s CleanMile solution enables shippers to reduce transportation emissions by an average of 6% in the first year. Aligned with GLEC standards, it supports tracking of Scope 1 and 3 emissions across all modes. Users have cut more than 300,000 metric tons of CO2e through data-driven decarbonization.

Dragonfly

dragonflyshipping.ca

Dragonfly increased its electric delivery fleet by 157% in one year and now operates more than 350 EVs. Support for 450 contractors includes electrification incentives and EV guidance. Route optimization reduces emissions and fuel use, while electric cargo bikes and reverse logistics improve efficiency in dense urban areas.

enVista

www.envistacorp.com

enVista reduces supply chain emissions by optimizing freight, inventory, and network design. Route and load optimization lowers fuel use and emissions. EPA-aligned analysis identifies carbon reduction opportunities across modes, lanes, and carriers.

Evolinq.io

evolinq.io

Evolinq’s AI-powered procurement platform reduces emissions by minimizing urgent shipments, overproduction, and excess inventory. Clients report up to 80% less manual work and fewer last-minute freight moves. Automated coordination improves supplier responsiveness and planning accuracy, lowering carbon footprints without major infrastructure changes.

Grasshopper Labs

grasshopperlabs.io

Grasshopper Labs reduces logistics emissions by optimizing routes, increasing truck utilization, and improving delivery efficiency. AI tools enable shorter routes and better scheduling, while warehouse automation cuts handling time and labor hours. These improvements reduce fuel use, energy consumption, and waste across retail and final-mile operations.

Hatfield & Associates

hatfieldandassociates.com

Hatfield & Associates helps shippers reduce emissions and waste by identifying inefficient routes, excess empty miles, and missed consolidation. Its TMS and audit tools support smarter mode shifts and lower fuel use. A vendor portal improves planning, enabling greener logistics—especially for high-volume LTL freight—without disrupting operations.

Kale Logistics

kalelogistics.com

Kale Logistics Solutions reduces emissions and waste by digitizing seaport and airport logistics. Its Port Community System cut truck wait times by 80% at one Indonesian port, lowering fuel use and idle time. Its Airport Cargo System improves scheduling and staging, reducing congestion and emissions in high-traffic zones.

LiquiDonate

www.liquidonate.com

LiquiDonate reduces retail waste by redirecting excess inventory and returns to more than 4,000 nonprofits and schools, avoiding landfills and cutting shipping distances. Since 2021, it has enabled the donation of 11 million+ items. Integrated with existing systems, the platform tracks impact for ESG reporting while lowering costs and emissions.

MagicLogic

www.magiclogic.com

MagicLogic’s automation optimizes load planning and cartonization, reducing packaging waste and shipments. Clients including Siemens Healthineers and FabFitFun achieved up to 95% fill rates, 27% less single-use packaging, and 80% less overboxing. These improvements lower emissions, reduce material use, and cut trucks on the road—supporting cost savings and sustainability.

PalletTrader

www.pallettrader.com

PalletTrader’s digital marketplace promotes pallet reuse, reducing landfill waste and saving more than 60,000 trees in 2024 by circulating 1.2 million pallets. Its matching system cut 1.5 million transport miles, lowering CO2 emissions by 1,200 metric tons. Real-time dashboards track impact, supporting ESG reporting and waste reduction goals.

ProvisionAi

ProvisionAi.com

ProvisionAi’s sustainability initiatives have delivered measurable carbon reductions and $1 million+ in annual transportation savings, exemplified by its partnership with Riviana Foods. By reducing shipment volatility and improving truck utilization to over 98%, ProvisionAi cut Scope 3 emissions and fuel use. Its data-driven approach improves environmental and financial performance.

Softeon

www.softeon.com

Softeon’s solutions reduce paper waste with paperless warehouse workflows and optimize inventory to lower energy and material waste. Its transportation tools improve routing, cutting fuel consumption and emissions. Cloud-native architecture reduces infrastructure energy needs. Efficient reverse logistics extends product lifecycles and supports reuse, aligning with measurable sustainability goals.

Tive

www.tive.com

Tive’s Green Program reduces e-waste by enabling customers to return used trackers for reuse, extending device lifecycles and lowering production demand. This supports measurable electronic waste reductions and circular supply chain practices. Awarded for sustainability leadership, Tive’s efforts also encourage fuel-efficient shipping decisions.

TradeBeyond

tradebeyond.com

TradeBeyond enhances sustainability by automating scope 3 emissions measurement and reduction, covering energy, wastewater, and refrigerants. AI-driven traceability improves supply chain visibility and compliance. Integration with sustainability databases enables real-time monitoring of environmental and social risks. Serving 30,000 users globally, TradeBeyond’s solutions support carbon reduction and ESG leadership.

The post 75 Green Supply Chain Partners appeared first on Inbound Logistics.

]]> How is AI Transforming Supply Chain Operations? https://www.inboundlogistics.com/articles/how-is-ai-transforming-supply-chain-operations/ Fri, 02 May 2025 11:06:05 +0000 https://www.inboundlogistics.com/?post_type=articles&p=43767 Even in 2025, it’s not unusual for warehouse workers to pull information from multiple systems using spreadsheets, whiteboards, emails, and other largely manual tools to gather the data, says Keith Moore, CEO of AutoScheduler, which offers a warehouse orchestration platform. All the work required to manage the data leaves less time to draw insight from it.

If businesses instead pull the data into a single repository and leverage artificial intelligence (AI) solutions, they can spend less time keeping their warehouses going day-to-day, and gain greater intelligence to drive decisions, Moore says.

While the promise of AI has been touted for years, companies that have implemented AI solutions are now starting to see returns on their investments through operational and labor efficiencies, better tracking of capital assets, and more accurate forecasting and insightful decisions, among other benefits.

“AI is not a science project anymore,” Moore says. And while AI solutions haven’t yet hit the majority of companies, he predicts that they’ll be mainstream in about five years.

Companies that move first and fast to leverage the power of AI can gain an edge. Here are a few companies doing just that.

Pepsico’s Warehouse Efficiency Bubbles Up

PepsiCo leverages AI to enhance warehouse labor management.

PepsiCo leverages AI to enhance warehouse labor management.

As operations at PepsiCo’s warehouses grew more complex and leveraged different technologies, the beverage company increasingly relied on its experienced employees to determine how best to move products from various areas within the warehouses to their final destinations, said Peter Hall warehouse orchestration senior manager, in a recent podcast with AutoScheduler.

These employees had to research each load and then determine if they had the right products and people in place to complete them.

When the pandemic hit, the average tenure and experience of warehouse employees dropped. A warehouse orchestration system from AutoScheduler now helps PepsiCo determine, among other information, the number of employees and the amount of time and space needed to activate a planned number of loads. Sites that have implemented the software are averaging about a 12% increase in moves per hour, Hall said.

SGWS drinks in Forecast Accuracy

Southern Glazer's taps into Amazon's SageMaker AI solution to generate demand forecasts.

Southern Glazer’s taps into Amazon’s SageMaker AI solution to generate demand forecasts.

Southern Glazer’s Wine & Spirits (SGWS) distributes beverage alcohol, with operations in 47 U.S. markets, as well as Canada and the Caribbean. Each year, it makes more than six million deliveries, distributing more than 11,000 supplier brands to both national retailers and local restaurants.

Southern Glazer’s has done a great deal of work leveraging AI to refine its sales forecasts, says Diego Fonseca, vice president, supply chain and logistics for SGWS. Not only does the company have vast quantities of sales data—some extends back one century—but planners incorporate into their forecasts the intelligence they receive from the sales, trade development, and commercial operations areas. Manually cleaning and working with this volume of data is tremendously time consuming.

Today, planners can feed this information into Amazon’s SageMaker AI solution, which can generate a demand forecast that considers historical data, current promotional events, and seasonality, among other factors. “Artificial intelligence does well with long histories and databases,” Fonseca says.

Similarly, to determine when to place orders, SGWS’s replenishment team continually looks at forecasted demand, current inventory levels, and supplier lead times, while factoring in potential disruptions such as port strikes, as well as suggested order quantities. They also work with suppliers to account for product availability.

The AI solution can quickly identify different patterns and use machine learning to generate replenishment models. Planners can spend less time fine-tuning the more predictable business lines and instead can focus on improving the accuracy of more complex forecasts, such as those for spirits.

SGWS launched its AI program in spring 2024. “Implementing it is a huge lift from the IT side,” Fonseca says. Establishing the data infrastructure requires defining data quality and sourcing, and deciding how to create the data models, among other tasks.

A partner with experience in AI initiatives can provide valuable insight, Fonseca says. At the same time, it’s a mistake to simply hand the effort to an outsource partner. The company needs to confirm that the data, infrastructure, and algorithms are solid and work as intended. Fonseca says his team worked closely with data scientists to continually evaluate the results. SGWS has continued using Blue Yonder for its ERP system, creating an integration between it and SageMaker.

Initially, about one-quarter of SGWS planners worked with the AI solution. That’s since grown to about 55% and employees see how it helps boost productivity,

With the assistance of AI, SGWS’s 2024 forecasts were consistently about six points better than they had been, Fonseca says. The AI forecasts gain accuracy as the forecasted dates move closer to actual dates. This helps with purchases of domestic products, where lead times tend to be shorter than they are for cross-border purchases.

SGWS has also begun using AI to convert thousands of carrier invoices into usable data. Given the volume of invoices from different carriers, the company had no practical, manual way to track this expense and identify ways to reduce it. With AI, Fonseca and his colleagues can quickly separate spending by attributes such as fuel, provider, or region and then zero in on savings opportunities.

These initiatives are part of Lumina, a 10-year strategy and vision for unlocking the full potential of SGWS’s supply chain and operations engine to deliver long-term value. It includes substantial investments in artificial intelligence.

Werner Streamlines Trailer Recovery

Werner Enterprises integrates AI across various facets of its operations to enhance efficiency and safety.

Werner Enterprises integrates AI across various facets of its operations to enhance efficiency and safety.

Prompted by the increasing challenge of unauthorized carrier use and missing equipment, Werner Enterprises implemented GenLogs, an AI-powered solution to streamline the recovery of missing trailers, in mid-2024. “These incidents created inefficiencies, increased costs and reduced visibility into equipment utilization,” says Daragh Mahon, executive vice president and CIO with the 3PL. Werner needed a solution that would provide real-time tracking and recovery capabilities.

GenLogs monitors equipment through camera systems deployed over the road, identifying trailers that have been flagged as missing, or those with malfunctioning geolocator devices. “We eliminated the guesswork previously involved in tracking down missing equipment,” Mahon says.

GenLogs reduces the time required to locate missing trailers from days or even weeks to mere hours, Mahon says. It also enables Werner to identify instances of unauthorized trailer use, so the company can take corrective action swiftly. With concrete proof of unauthorized use, Werner has been able to settle numerous claims, which translates to better resource allocation, reduced downtime and enhanced operational control, ultimately driving a more efficient supply chain.

Werner is also leveraging AI insights to analyze lane traffic patterns. This insight may further optimize logistics operations.

Standard Logistics Optimizes Loads

Standard Logistics uses Optimal Dynamics’ Decision Automation Platform to optimize loads.

Standard Logistics uses Optimal Dynamics’ Decision Automation Platform to optimize loads.

Standard Logistics began using an AI-based optimization engine from Optimal Dynamics in 2021 to determine which of the loads offered to its fleet it should accept, and which it should pass to its brokerage solution.

“We had too many loads to choose from and didn’t have a proper optimization mechanism to ensure we picked the right loads for our fleet,” says Volker Bargenda, president of the 3PL.

Humans can’t process the thousands of variables needed to make optimized freight planning decisions, let alone account for the inherent uncertainty that exists throughout a carrier’s network, says Erica Frank, vice president of marketing with Optimal Dynamics. AI technology can determine the optimal loads based on multiple factors including service commitments, revenue and backhaul potential, among others.

Once a load is accepted, the solution also helps Standard Logistics identify which driver to assign to which load, using information from the transportation management system to make this decision. This includes the drivers’ available hours of service, customer commitments that may impact prioritization, and load profitability. The solution balances revenue potential with operational efficiency.

Standard Logistics sees a strong correlation between increases in revenue per driver as the company more consistently uses Optimal Dynamics’ AI solution to accept and dispatch loads, Bargenda says.

CJ Logistics Enhances Employee Safety

OneTrack's AI solution helps CJ Logistics manage employee safety.

OneTrack’s AI solution helps CJ Logistics manage employee safety.

Employee safety is key at CJ Logistics America. The goal “is to make sure that all employees that come to work leave the same way,” says Laura Adams, senior vice president, continuous improvement, technology, engineering, solutions and business process integration.

That’s not always easy for warehouse workers. “Warehouses are massive buildings, with lots of square footage, lots of people, and lots of machinery crossing paths,” says Evan Stinson, director of marketing with OneTrack, which offers a warehouse operating system.

Because of their size and complexity, it’s difficult to continuously monitor every operation within a warehouse. Even security cameras can miss dead zones, or they might produce images that are too grainy to be useful.

In 2018, CJ Logistics partnered with OneTrack to better understand the actions happening in its warehouses and work to prevent accidents and injuries. Cameras mounted on equipment within the warehouse capture employees’ actions.

OneTrack’s AI solution can identify anomalous events, such as a task that takes longer than typical or a forklift that bumps into a rack of shelving. Obtaining this detail without AI would require people watching cameras all day long, Stinson says.

Supervisors can receive shift summaries highlighting employees who could benefit from additional training, along with video context to help provide instruction.

With this information, supervisors can coach their employees in a focused way, reducing potential and actual safety issues, Adams says.

The solution may also identify safety issues that regularly occur on a certain shift. This could mean the supervisor would benefit from additional coaching.

Implementing a solution like this can prompt privacy concerns. A company implementing it needs to let employees know it’s a tool to make it easier for them to remain on task, Adams says.

Moreover, the OneTrack solution looks at behaviors and doesn’t capture biometrics or employ facial recognition, Stinson says. The company works with each state to ensure it complies with applicable privacy regulations.

At CJ Logistics, the OneTrack solution has cut potential safety events by nearly three-quarters, while boosting units per hour by an average of 11%. It also cut product damage by 60%.

CJ Logistics is currently working on a project to upload the CAD warehouse layout, which would tie in with the OneTrack camera data. This could aid in several ways, such as optimizing travel paths, reducing congestion areas, and improving zoning and slotting.

DISA Documents results

DISA Global Solutions offers employee screening services, such as background screening, drug testing, and fleet and driver compliance. The solutions are “highly document-intensive,” and DISA processes millions of forms and records annually, says Steven Spencer, senior vice president of strategy.

DISA implemented an AI solution in 2024 to manage a growing volume of customer orders, while ensuring accuracy and efficiency. Artificial intelligence enables the company to scale faster without sacrificing quality.

While paper-pushing has been the butt of many jokes, documents are critical for a range of experiences important to both individuals and businesses, such as homebuyers securing mortgages or importers waiting for inspection reports. Hypercell, the AI-native platform from HyperScience, reads, understands, and processes documents with 99.5% accuracy.

It continually learns and adapts to an organization’s documents, enabling the automation of various processes, such as contract review and claims decisioning.

DISA is leveraging artificial intelligence primarily to automate document sorting and processing, such as extracting information from driver qualification files.

“Our AI-driven automation has resulted in a 99.5% accuracy rate in document classification and the vast majority of classification is now automated,” Spencer says. “This has saved time and money and enhanced our ability to scale.”

7 Steps to Successful AI Implementation

These guidelines can help organizations lead AI implementations that achieve the benefits they’re looking for.

1. Identify the right problems. A good AI project is one that a person could solve if they had all the data and all the time in the world. “If a person could do it, an AI can probably figure it out,” says Keith Moore, CEO of AutoScheduler. Conversely, if the necessary data isn’t available, AI might not be the best solution.

2. Prioritize change management. Technology alone isn’t enough. Employees may resist AI if they fear job cuts. Successful AI implementations show how the solution presents an opportunity to redefine roles and elevate employees into more strategic positions.

3. Insist on transparency from the AI provider. The provider should go beyond buzzwords and dive into the core technology and show how it directly addresses the company’s challenge.

4. Push your vendors. If existing solutions don’t meet your needs, challenge vendors to adapt or enhance their offerings to align with your requirements.

5. Implement quickly. The sooner a solution is operational, the faster you can realize the benefits and refine the approach.

6. Keep an open mind. Artificial intelligence can drive value in areas you may not have initially anticipated, Mahon says.

7. Remain flexible. Because the AI landscape is evolving, it’s crucial to be willing to adapt. “Flexibility has allowed us to refine processes and adjust to new developments in AI technology,” says Spencer of DISA, adding that AI is not a one-time fix but a continuous improvement journey.

How Has AI Helped in Your Supply Chain Operations?

Co-innovating and implementing digital workers has helped Unilever teams in the United States make our supply chain management more efficient. Within weeks, we observed notable improvements to exception management and tracking quality. AI agents like those we’re using provide useful information and streamline processes for our teams by proactively identifying risks, coordinating with carriers, and taking immediate action. This allows our people to focus on strategic initiatives.
AI is integrated into our daily operations through our partnership with Happy Robot. This AI system streamlines our sales activities by vetting carriers, selling shipments to partner carriers, and negotiating optimal rates. Additionally, Happy Robot gathers lane history data to enhance our sourcing strategies, improving efficiency and decision-making across our network.
Automated inspection technology at our pallet depots uses a system of electronic ‘eyes’ as pallets move across a conveyor, and an AI-driven deep neural network meticulously and instantly scans pallets for the smallest defects, including cracks or holes; damage or misalignment to pallet components; contamination; and other issues that human eyes might miss. Not only is it more accurate, but the system handles on average more than four times as many pallets as are possible by human workers.
By integrating an LLM-powered chatbot directly into our driver application, we’ve significantly increased call center deflection. The chatbot utilizes an agentic workflow, enabling it to resolve a wide range of issues—from simple FAQs to complex scenarios requiring API calls. Importantly, if an escalation to a live agent becomes necessary, the AI proactively identifies a preliminary root cause to assist with routing and provides a concise summary, streamlining the entire support interaction.
Our AI check-in system, which we introduced at our Laredo, TX, facility in January 2024, is a prime example of streamlining operations and enhancing speed. When a truck arrives on site, the AI system automates the process of recording trailer numbers and matching appointments. As a result, wait times are down nearly 30%, and we’ve seen improved accuracy in the input data. It’s had a positive impact on driver experience, as well as overall facility efficiency.
One of the most valuable ways where we have seen the ROI is with document processing. AI is very good at extracting information and classification of documents. This use case can be applied to many parts of the supply chain and can significantly reduce manual processes providing business value.

AI Superpowers Warehouse Robotics

Agility Robotics

Agility Robotics uses NVIDIA’s AI acceleration platform for real-time perception and reinforcement-learned controllers onboard its humanoid robot Digit. Agility Robotics uses NVIDIA’s AI acceleration platform for real-time perception and reinforcement-learned controllers onboard its humanoid robot Digit. The platform allows humanoid robots to host robust models that can process sensor data and make decisions in real time to improve interactions with humans in dynamic environments.

Agility Robotics is expanding adoption of NVIDIA Isaac Sim and NVIDIA Isaac Lab robot simulation and learning frameworks to train and test behaviors on Digit. Using these frameworks, which have AI models trained across billions of instances, Digit can improve via reinforcement learning in areas such as stability and step recovery.

Amazon Robotics

Amazon’s robotic system, Sequoia, uses AI, robotics, and computer vision systems to consolidate inventory and free up storage.Amazon’s robotic system, Sequoia, uses AI, robotics, and computer vision systems to consolidate inventory and free up storage at its fulfillment center in Shreveport, Louisiana. Speeding up order transactions, it works by relying on mobile robots to transport inventory directly to a containerized storage system or to an employee picking out items for a customer order.

Ambi Robotics

Ambi’s AI-powered AmbiStack automates pallet packing by analyzing, tracking, picking, and placing packages using over 200,000 hours of warehouse data.Ambi’s AI-powered AmbiStack automates pallet packing by analyzing, tracking, picking, and placing packages using over 200,000 hours of warehouse data. The company’s new foundation model, PRIME-1, was pre-trained on 20 million images from 150,000 hours of robotic sorting operations. PRIME-1 enhances AI-powered robotic performance by enabling advanced 3D reasoning for tasks like depth estimation and picking. This technology improves efficiency, reliability, and adaptability in warehouse automation.

Boston Dynamics

Boston Dynamics is advancing AI capabilities for humanoid robots through its collaboration with NVIDIA. Its Atlas robot leverages the NVIDIA Jetson Thor platform to run complex AI models for whole-body control and manipulation. Using Isaac Lab, Boston Dynamics is developing advanced AI policies for dexterity and locomotion in virtual environments. Additionally, the company is integrating new AI capabilities into Spot, its quadruped robot, and Orbit, its fleet management software.

Dematic uses AI to power the software that coordinates warehouse operations.Dematic

Dematic uses AI to power the software that coordinates warehouse operations—adapting workflows, predicting demand, and guiding autonomous robotics. This intelligence enables faster, more responsive decision-making to help customers meet shifting supply chain demands.

OSARO

OSARO, a provider of machine-learning-enabled robotics for high-volume fulfillment centers, launched OSARO AutoModel, which enables robots to automatically learn and adapt to new items, processes, and workflows in real time, minimizing downtime. It accelerates the introduction and onboarding of new SKUs and increases robot productivity in kitting, piece-picking, and autobagging.

Lab0

Already deployed at Dollar Tree, Lab0’s AI-powered robotic system uses two autonomous arms in tandem with sliders to pick and unload packages. Designed for high-volume distribution centers, the automation system uses NVIDIA Isaac Sim, a robotics simulation platform built on NVIDIA Omniverse, and NVIDIA Isaac Lab, a framework for simulation and reinforcement learning. These technologies enhance real-time perception, decision-making, and robotic precision.

ZenaTech

ZenaTech’s subsidiary, ZenaDrone, is developing an AI-powered drone swarm.ZenaTech’s subsidiary, ZenaDrone, is developing an AI-powered drone swarm – a coordinated group of autonomous drones that communicate and work together using AI and real-time data sharing to perform tasks collaboratively without direct human control – application for inventory management and security. This system uses autonomous IQ Nano drones that communicate and collaborate in real time without direct human control. Equipped with integrated sensors, high-quality cameras, and AI-driven data analysis, the IQ Nano enables efficient automation. With at least 20 minutes of flight time and automatic battery recharging, it ensures stability, safety, and obstacle avoidance.

The post How is AI Transforming Supply Chain Operations? appeared first on Inbound Logistics.

]]> Even in 2025, it’s not unusual for warehouse workers to pull information from multiple systems using spreadsheets, whiteboards, emails, and other largely manual tools to gather the data, says Keith Moore, CEO of AutoScheduler, which offers a warehouse orchestration platform. All the work required to manage the data leaves less time to draw insight from it.

If businesses instead pull the data into a single repository and leverage artificial intelligence (AI) solutions, they can spend less time keeping their warehouses going day-to-day, and gain greater intelligence to drive decisions, Moore says.

While the promise of AI has been touted for years, companies that have implemented AI solutions are now starting to see returns on their investments through operational and labor efficiencies, better tracking of capital assets, and more accurate forecasting and insightful decisions, among other benefits.

“AI is not a science project anymore,” Moore says. And while AI solutions haven’t yet hit the majority of companies, he predicts that they’ll be mainstream in about five years.

Companies that move first and fast to leverage the power of AI can gain an edge. Here are a few companies doing just that.

Pepsico’s Warehouse Efficiency Bubbles Up

PepsiCo leverages AI to enhance warehouse labor management.

PepsiCo leverages AI to enhance warehouse labor management.

As operations at PepsiCo’s warehouses grew more complex and leveraged different technologies, the beverage company increasingly relied on its experienced employees to determine how best to move products from various areas within the warehouses to their final destinations, said Peter Hall warehouse orchestration senior manager, in a recent podcast with AutoScheduler.

These employees had to research each load and then determine if they had the right products and people in place to complete them.

When the pandemic hit, the average tenure and experience of warehouse employees dropped. A warehouse orchestration system from AutoScheduler now helps PepsiCo determine, among other information, the number of employees and the amount of time and space needed to activate a planned number of loads. Sites that have implemented the software are averaging about a 12% increase in moves per hour, Hall said.

SGWS drinks in Forecast Accuracy

Southern Glazer's taps into Amazon's SageMaker AI solution to generate demand forecasts.

Southern Glazer’s taps into Amazon’s SageMaker AI solution to generate demand forecasts.

Southern Glazer’s Wine & Spirits (SGWS) distributes beverage alcohol, with operations in 47 U.S. markets, as well as Canada and the Caribbean. Each year, it makes more than six million deliveries, distributing more than 11,000 supplier brands to both national retailers and local restaurants.

Southern Glazer’s has done a great deal of work leveraging AI to refine its sales forecasts, says Diego Fonseca, vice president, supply chain and logistics for SGWS. Not only does the company have vast quantities of sales data—some extends back one century—but planners incorporate into their forecasts the intelligence they receive from the sales, trade development, and commercial operations areas. Manually cleaning and working with this volume of data is tremendously time consuming.

Today, planners can feed this information into Amazon’s SageMaker AI solution, which can generate a demand forecast that considers historical data, current promotional events, and seasonality, among other factors. “Artificial intelligence does well with long histories and databases,” Fonseca says.

Similarly, to determine when to place orders, SGWS’s replenishment team continually looks at forecasted demand, current inventory levels, and supplier lead times, while factoring in potential disruptions such as port strikes, as well as suggested order quantities. They also work with suppliers to account for product availability.

The AI solution can quickly identify different patterns and use machine learning to generate replenishment models. Planners can spend less time fine-tuning the more predictable business lines and instead can focus on improving the accuracy of more complex forecasts, such as those for spirits.

SGWS launched its AI program in spring 2024. “Implementing it is a huge lift from the IT side,” Fonseca says. Establishing the data infrastructure requires defining data quality and sourcing, and deciding how to create the data models, among other tasks.

A partner with experience in AI initiatives can provide valuable insight, Fonseca says. At the same time, it’s a mistake to simply hand the effort to an outsource partner. The company needs to confirm that the data, infrastructure, and algorithms are solid and work as intended. Fonseca says his team worked closely with data scientists to continually evaluate the results. SGWS has continued using Blue Yonder for its ERP system, creating an integration between it and SageMaker.

Initially, about one-quarter of SGWS planners worked with the AI solution. That’s since grown to about 55% and employees see how it helps boost productivity,

With the assistance of AI, SGWS’s 2024 forecasts were consistently about six points better than they had been, Fonseca says. The AI forecasts gain accuracy as the forecasted dates move closer to actual dates. This helps with purchases of domestic products, where lead times tend to be shorter than they are for cross-border purchases.

SGWS has also begun using AI to convert thousands of carrier invoices into usable data. Given the volume of invoices from different carriers, the company had no practical, manual way to track this expense and identify ways to reduce it. With AI, Fonseca and his colleagues can quickly separate spending by attributes such as fuel, provider, or region and then zero in on savings opportunities.

These initiatives are part of Lumina, a 10-year strategy and vision for unlocking the full potential of SGWS’s supply chain and operations engine to deliver long-term value. It includes substantial investments in artificial intelligence.

Werner Streamlines Trailer Recovery

Werner Enterprises integrates AI across various facets of its operations to enhance efficiency and safety.

Werner Enterprises integrates AI across various facets of its operations to enhance efficiency and safety.

Prompted by the increasing challenge of unauthorized carrier use and missing equipment, Werner Enterprises implemented GenLogs, an AI-powered solution to streamline the recovery of missing trailers, in mid-2024. “These incidents created inefficiencies, increased costs and reduced visibility into equipment utilization,” says Daragh Mahon, executive vice president and CIO with the 3PL. Werner needed a solution that would provide real-time tracking and recovery capabilities.

GenLogs monitors equipment through camera systems deployed over the road, identifying trailers that have been flagged as missing, or those with malfunctioning geolocator devices. “We eliminated the guesswork previously involved in tracking down missing equipment,” Mahon says.

GenLogs reduces the time required to locate missing trailers from days or even weeks to mere hours, Mahon says. It also enables Werner to identify instances of unauthorized trailer use, so the company can take corrective action swiftly. With concrete proof of unauthorized use, Werner has been able to settle numerous claims, which translates to better resource allocation, reduced downtime and enhanced operational control, ultimately driving a more efficient supply chain.

Werner is also leveraging AI insights to analyze lane traffic patterns. This insight may further optimize logistics operations.

Standard Logistics Optimizes Loads

Standard Logistics uses Optimal Dynamics’ Decision Automation Platform to optimize loads.

Standard Logistics uses Optimal Dynamics’ Decision Automation Platform to optimize loads.

Standard Logistics began using an AI-based optimization engine from Optimal Dynamics in 2021 to determine which of the loads offered to its fleet it should accept, and which it should pass to its brokerage solution.

“We had too many loads to choose from and didn’t have a proper optimization mechanism to ensure we picked the right loads for our fleet,” says Volker Bargenda, president of the 3PL.

Humans can’t process the thousands of variables needed to make optimized freight planning decisions, let alone account for the inherent uncertainty that exists throughout a carrier’s network, says Erica Frank, vice president of marketing with Optimal Dynamics. AI technology can determine the optimal loads based on multiple factors including service commitments, revenue and backhaul potential, among others.

Once a load is accepted, the solution also helps Standard Logistics identify which driver to assign to which load, using information from the transportation management system to make this decision. This includes the drivers’ available hours of service, customer commitments that may impact prioritization, and load profitability. The solution balances revenue potential with operational efficiency.

Standard Logistics sees a strong correlation between increases in revenue per driver as the company more consistently uses Optimal Dynamics’ AI solution to accept and dispatch loads, Bargenda says.

CJ Logistics Enhances Employee Safety

OneTrack's AI solution helps CJ Logistics manage employee safety.

OneTrack’s AI solution helps CJ Logistics manage employee safety.

Employee safety is key at CJ Logistics America. The goal “is to make sure that all employees that come to work leave the same way,” says Laura Adams, senior vice president, continuous improvement, technology, engineering, solutions and business process integration.

That’s not always easy for warehouse workers. “Warehouses are massive buildings, with lots of square footage, lots of people, and lots of machinery crossing paths,” says Evan Stinson, director of marketing with OneTrack, which offers a warehouse operating system.

Because of their size and complexity, it’s difficult to continuously monitor every operation within a warehouse. Even security cameras can miss dead zones, or they might produce images that are too grainy to be useful.

In 2018, CJ Logistics partnered with OneTrack to better understand the actions happening in its warehouses and work to prevent accidents and injuries. Cameras mounted on equipment within the warehouse capture employees’ actions.

OneTrack’s AI solution can identify anomalous events, such as a task that takes longer than typical or a forklift that bumps into a rack of shelving. Obtaining this detail without AI would require people watching cameras all day long, Stinson says.

Supervisors can receive shift summaries highlighting employees who could benefit from additional training, along with video context to help provide instruction.

With this information, supervisors can coach their employees in a focused way, reducing potential and actual safety issues, Adams says.

The solution may also identify safety issues that regularly occur on a certain shift. This could mean the supervisor would benefit from additional coaching.

Implementing a solution like this can prompt privacy concerns. A company implementing it needs to let employees know it’s a tool to make it easier for them to remain on task, Adams says.

Moreover, the OneTrack solution looks at behaviors and doesn’t capture biometrics or employ facial recognition, Stinson says. The company works with each state to ensure it complies with applicable privacy regulations.

At CJ Logistics, the OneTrack solution has cut potential safety events by nearly three-quarters, while boosting units per hour by an average of 11%. It also cut product damage by 60%.

CJ Logistics is currently working on a project to upload the CAD warehouse layout, which would tie in with the OneTrack camera data. This could aid in several ways, such as optimizing travel paths, reducing congestion areas, and improving zoning and slotting.

DISA Documents results

DISA Global Solutions offers employee screening services, such as background screening, drug testing, and fleet and driver compliance. The solutions are “highly document-intensive,” and DISA processes millions of forms and records annually, says Steven Spencer, senior vice president of strategy.

DISA implemented an AI solution in 2024 to manage a growing volume of customer orders, while ensuring accuracy and efficiency. Artificial intelligence enables the company to scale faster without sacrificing quality.

While paper-pushing has been the butt of many jokes, documents are critical for a range of experiences important to both individuals and businesses, such as homebuyers securing mortgages or importers waiting for inspection reports. Hypercell, the AI-native platform from HyperScience, reads, understands, and processes documents with 99.5% accuracy.

It continually learns and adapts to an organization’s documents, enabling the automation of various processes, such as contract review and claims decisioning.

DISA is leveraging artificial intelligence primarily to automate document sorting and processing, such as extracting information from driver qualification files.

“Our AI-driven automation has resulted in a 99.5% accuracy rate in document classification and the vast majority of classification is now automated,” Spencer says. “This has saved time and money and enhanced our ability to scale.”

7 Steps to Successful AI Implementation

These guidelines can help organizations lead AI implementations that achieve the benefits they’re looking for.

1. Identify the right problems. A good AI project is one that a person could solve if they had all the data and all the time in the world. “If a person could do it, an AI can probably figure it out,” says Keith Moore, CEO of AutoScheduler. Conversely, if the necessary data isn’t available, AI might not be the best solution.

2. Prioritize change management. Technology alone isn’t enough. Employees may resist AI if they fear job cuts. Successful AI implementations show how the solution presents an opportunity to redefine roles and elevate employees into more strategic positions.

3. Insist on transparency from the AI provider. The provider should go beyond buzzwords and dive into the core technology and show how it directly addresses the company’s challenge.

4. Push your vendors. If existing solutions don’t meet your needs, challenge vendors to adapt or enhance their offerings to align with your requirements.

5. Implement quickly. The sooner a solution is operational, the faster you can realize the benefits and refine the approach.

6. Keep an open mind. Artificial intelligence can drive value in areas you may not have initially anticipated, Mahon says.

7. Remain flexible. Because the AI landscape is evolving, it’s crucial to be willing to adapt. “Flexibility has allowed us to refine processes and adjust to new developments in AI technology,” says Spencer of DISA, adding that AI is not a one-time fix but a continuous improvement journey.

How Has AI Helped in Your Supply Chain Operations?

Co-innovating and implementing digital workers has helped Unilever teams in the United States make our supply chain management more efficient. Within weeks, we observed notable improvements to exception management and tracking quality. AI agents like those we’re using provide useful information and streamline processes for our teams by proactively identifying risks, coordinating with carriers, and taking immediate action. This allows our people to focus on strategic initiatives.
AI is integrated into our daily operations through our partnership with Happy Robot. This AI system streamlines our sales activities by vetting carriers, selling shipments to partner carriers, and negotiating optimal rates. Additionally, Happy Robot gathers lane history data to enhance our sourcing strategies, improving efficiency and decision-making across our network.
Automated inspection technology at our pallet depots uses a system of electronic ‘eyes’ as pallets move across a conveyor, and an AI-driven deep neural network meticulously and instantly scans pallets for the smallest defects, including cracks or holes; damage or misalignment to pallet components; contamination; and other issues that human eyes might miss. Not only is it more accurate, but the system handles on average more than four times as many pallets as are possible by human workers.
By integrating an LLM-powered chatbot directly into our driver application, we’ve significantly increased call center deflection. The chatbot utilizes an agentic workflow, enabling it to resolve a wide range of issues—from simple FAQs to complex scenarios requiring API calls. Importantly, if an escalation to a live agent becomes necessary, the AI proactively identifies a preliminary root cause to assist with routing and provides a concise summary, streamlining the entire support interaction.
Our AI check-in system, which we introduced at our Laredo, TX, facility in January 2024, is a prime example of streamlining operations and enhancing speed. When a truck arrives on site, the AI system automates the process of recording trailer numbers and matching appointments. As a result, wait times are down nearly 30%, and we’ve seen improved accuracy in the input data. It’s had a positive impact on driver experience, as well as overall facility efficiency.
One of the most valuable ways where we have seen the ROI is with document processing. AI is very good at extracting information and classification of documents. This use case can be applied to many parts of the supply chain and can significantly reduce manual processes providing business value.

AI Superpowers Warehouse Robotics

Agility Robotics

Agility Robotics uses NVIDIA’s AI acceleration platform for real-time perception and reinforcement-learned controllers onboard its humanoid robot Digit. Agility Robotics uses NVIDIA’s AI acceleration platform for real-time perception and reinforcement-learned controllers onboard its humanoid robot Digit. The platform allows humanoid robots to host robust models that can process sensor data and make decisions in real time to improve interactions with humans in dynamic environments.

Agility Robotics is expanding adoption of NVIDIA Isaac Sim and NVIDIA Isaac Lab robot simulation and learning frameworks to train and test behaviors on Digit. Using these frameworks, which have AI models trained across billions of instances, Digit can improve via reinforcement learning in areas such as stability and step recovery.

Amazon Robotics

Amazon’s robotic system, Sequoia, uses AI, robotics, and computer vision systems to consolidate inventory and free up storage.Amazon’s robotic system, Sequoia, uses AI, robotics, and computer vision systems to consolidate inventory and free up storage at its fulfillment center in Shreveport, Louisiana. Speeding up order transactions, it works by relying on mobile robots to transport inventory directly to a containerized storage system or to an employee picking out items for a customer order.

Ambi Robotics

Ambi’s AI-powered AmbiStack automates pallet packing by analyzing, tracking, picking, and placing packages using over 200,000 hours of warehouse data.Ambi’s AI-powered AmbiStack automates pallet packing by analyzing, tracking, picking, and placing packages using over 200,000 hours of warehouse data. The company’s new foundation model, PRIME-1, was pre-trained on 20 million images from 150,000 hours of robotic sorting operations. PRIME-1 enhances AI-powered robotic performance by enabling advanced 3D reasoning for tasks like depth estimation and picking. This technology improves efficiency, reliability, and adaptability in warehouse automation.

Boston Dynamics

Boston Dynamics is advancing AI capabilities for humanoid robots through its collaboration with NVIDIA. Its Atlas robot leverages the NVIDIA Jetson Thor platform to run complex AI models for whole-body control and manipulation. Using Isaac Lab, Boston Dynamics is developing advanced AI policies for dexterity and locomotion in virtual environments. Additionally, the company is integrating new AI capabilities into Spot, its quadruped robot, and Orbit, its fleet management software.

Dematic uses AI to power the software that coordinates warehouse operations.Dematic

Dematic uses AI to power the software that coordinates warehouse operations—adapting workflows, predicting demand, and guiding autonomous robotics. This intelligence enables faster, more responsive decision-making to help customers meet shifting supply chain demands.

OSARO

OSARO, a provider of machine-learning-enabled robotics for high-volume fulfillment centers, launched OSARO AutoModel, which enables robots to automatically learn and adapt to new items, processes, and workflows in real time, minimizing downtime. It accelerates the introduction and onboarding of new SKUs and increases robot productivity in kitting, piece-picking, and autobagging.

Lab0

Already deployed at Dollar Tree, Lab0’s AI-powered robotic system uses two autonomous arms in tandem with sliders to pick and unload packages. Designed for high-volume distribution centers, the automation system uses NVIDIA Isaac Sim, a robotics simulation platform built on NVIDIA Omniverse, and NVIDIA Isaac Lab, a framework for simulation and reinforcement learning. These technologies enhance real-time perception, decision-making, and robotic precision.

ZenaTech

ZenaTech’s subsidiary, ZenaDrone, is developing an AI-powered drone swarm.ZenaTech’s subsidiary, ZenaDrone, is developing an AI-powered drone swarm – a coordinated group of autonomous drones that communicate and work together using AI and real-time data sharing to perform tasks collaboratively without direct human control – application for inventory management and security. This system uses autonomous IQ Nano drones that communicate and collaborate in real time without direct human control. Equipped with integrated sensors, high-quality cameras, and AI-driven data analysis, the IQ Nano enables efficient automation. With at least 20 minutes of flight time and automatic battery recharging, it ensures stability, safety, and obstacle avoidance.

The post How is AI Transforming Supply Chain Operations? appeared first on Inbound Logistics.

]]> 2025 IL Market Research: What’s Happening in Supply Chain and Logistics Technology? https://www.inboundlogistics.com/articles/2025-il-market-research-whats-happening-in-supply-chain-and-logistics-technology/ Mon, 21 Apr 2025 08:04:11 +0000 https://www.inboundlogistics.com/?post_type=articles&p=43724  

 

Sophisticated supply chain and logistics technology solutions are seeing a surge in interest as supply chains grow more complex, and shippers and their partners contend with disruptions, rising labor costs, and worker shortages that inspire a growing demand for automation services.

That interest—as evidenced by technology vendor sales growth—is among the takeaways from Inbound Logistics’ latest survey of the supply chain and logistics IT market. Of the vendors who participated in the 2025 survey, a striking 58% report they experienced a growth in sales of 10% or more year over year; another 31% say they saw growth of 5% or more.

Still, even as interest in new IT solutions grows more robust, the logistics field continues to underutilize the tech solutions available to it. “The logistics industry as a whole remains stuck in a digital process time warp, reliant on manually processing email, PDFs, spreadsheets, and non-structured data to keep freight moving,” says Greg Kefer, CMO of Raft, a London-based company that offers an AI-powered logistics platform.

Artificial intelligence is taking on a growing role as a component of logistics and supply chain technology solutions and seems poised to transform the field. “AI has captured so much attention and excitement. The ability to ‘read,’ interpret, and process data from partners without human intervention is potentially game-changing for logistics,” notes Kefer.

IL’s annual survey of a broad assortment of logistics and supply chain technology providers offers a valuable look at their current views of the marketplace. We compile and analyze their responses to yield fresh insights that can help inform you about the technologies that can help strengthen your operations—and what lies ahead. Here are some notable trends from the 2025 survey.

What industries/verticals do your solutions serve?

2025 IL Market Research Industry chart.Supply chain, logistics, and transportation companies remain the heaviest users of logistics IT solutions: 91% of providers report serving that field—a rise of one percentage point from one year ago. The solutions—and the adaptability and sophistication they provide—prove to be more critical than ever for those who offer services for shippers in today’s frequently changing climate. Within that category, current conditions drive 3PLs in particular to embrace tech-based solutions to manage their clients’ nuanced supply chain needs.

Manufacturing also saw an increase in usage, climbing four percentage points to 81%. It surpassed retail, which remained steady at 78%, as the category of shippers most likely to contract with logistics IT vendors.

The high numbers for both groups reflect the growing use of the solutions among many shippers since 2023, when the numbers were more subdued. In that year’s survey, for instance, only 61% of logistics IT solutions providers cited manufacturing as a category that they served, and an equal percentage said the same about retail.

Meanwhile, the wholesale industry experienced a notable decline in usage of the solutions—dropping from 70% in 2024 to 61% in 2025. The numbers proved to be steadier for food and beverage (up three percentage points to 73%), industrial (up one point to 67%), and ecommerce (down two points to 64%).

What logistics and supply chain technology solutions do you offer?

2025 IL Market Research Solutions chart.The growing influence of artificial intelligence has been well-chronicled in the survey in recent years. In the 2023 edition, 44% of providers said AI was among the solutions that they offered. That number climbed to 50% in 2024—when AI tied for seventh of the most-cited solutions—and then shot upward to 71% this year to a tie for No. 1.

Other popular solutions rounding out the top five are optimization (71%, up from 66%), data management and analytics (71%, up from 63%), process improvement solutions (57%, down sharply from 66%), and transportation management systems (51%, down one percentage point).

Some solutions show signs of waning influence. For instance, 44% of vendors offer order management—10 percentage points lower than in 2024—and 21% offer supplier/vendor management (down from 30%). Most starkly, 43% of respondents say they offer visibility solutions, a dramatic drop from the 66% who reported doing so in 2024.

Blockchain also has faded fast from the offerings of almost all providers—and from the apparent interest of their customers. Just 3% of vendors surveyed report offering blockchain solutions, continuing a downward trend that can be traced to 2022 when 12% provided solutions in that area.

Which supply chain, transportation, and logistics challenges are the most critical for your customers?

2025 IL Market Research Challenges chart.Of the supply chain, transportation, and logistics challenges that IT solutions providers’ clients face, reducing cost remains at the top of the list, though this year’s survey results reveal some shifting tides. For instance, though interest in cost reduction remains robust, with 79% of respondents citing it as a critical challenge for customers, that reflects a drop of seven percentage points from last year.

Farther down the list are signs that other challenges are not viewed as prominently as they have been in the past. Customer service drops from 47% to 40%, compliance falls from 46% to 38%, inventory management falls from 50% to 38%, and risk management falls from 39% to 33%. Also notably slipping in importance for shippers are sustainability and ESG initiatives, which garnered headlines in 2025 amid political headwinds. Technology vendors say only 33% of customers see them as a critical challenge—down from 41% last year.

AI enablement, which was not measured in last year’s survey, debuted on the list as the fifth most frequently cited of the challenges critical to customers at 47%, another sign of artificial intelligence’s rapid rise and the widespread interest in adopting and applying it to logistics. It would not be a surprise to see that percentage grow markedly on next year’s survey.

During the last year-on-year period, were sales generally up or down? About how much?

2025 IL Market Research Report Sales chart.

Not a single respondent (0%) says they experienced a sales decline of 10% or more versus a small number (3%) of those surveyed last year.

During the last year-on-year period, did your customer base grow or shrink? About how much?

2025 IL Market Research Customer chart.

No respondents (0%) report a customer base decrease of 10% or more—the same percentage as in 2024.

During the last year-on-year period, were profits up or down? About how much?

2025 IL Market Research Profits chart.

What led to growth in the past year?

2025 IL Market Research Growth chart.IT vendors overwhelmingly cite organic sales as the main reason for growth. Supply chain and logistics technology solutions providers continued to enjoy enviable growth in their customer bases in the year leading up to the 2025 survey, matching the sharp growth they saw in sales.

Overall, 88% of respondents saw their customer base grow by about 5% or more, while 85% of last year’s respondents saw similar growth.

That aligns with sales numbers as 89% of vendors report sales growth of 5% or more in the 2025 survey versus 84% in 2024.

Drilling further into those numbers and their impact, 84% had a profit of approximately 5% or more compared to 81% of respondents in 2024.

TECH IN ACTION: How can technology provide supply chain visibility?

A digital twin can offer visibility amidst supply chain complexity. Take the Radeberger Group, for example, a brewery that owns nearly 60 different beer brands in Germany and operates 14 facilities for beer and one for alcohol-free beverages. It also distributes global brands such as Guinness from Ireland and the beverages of U.S.-based PepsiCo in Germany. “We supply every type of food outlet, from corner stores to major wholesalers,” says Emil Wagner, digital supply chain manager for the Frankfurt-based company.

It turned to Siemens Digital Logistics to explore the use of its Supply Chain Suite (SCS), which identifies cross-enterprise, cross-system logistics data and aggregates it according to each customer’s needs. The resulting digital twin allows detailed simulations of the various factors affecting production and logistics and their impact on the supply chain.

The brewery used SCS to optimize its distribution fleet and to plan several truck hubs in the vicinity of a brewery. The Radeberger Group uses the tool to plan its delivery runs, and the digital twin enables the company to study the downstream effects of every action, examine supply chain capacities and breaking points, and work out details, such as how to optimize logistics workflows in brewhouses, tank sites, and storage facilities.

“The digital twin gives us the big picture of the entire breadth and depth of our brewery group’s supply chain,” Wagner says. “We can also respond to day-to-day changes as well as simulate and plan for future changes.”

The post 2025 IL Market Research: What’s Happening in Supply Chain and Logistics Technology? appeared first on Inbound Logistics.

]]>  

 

Sophisticated supply chain and logistics technology solutions are seeing a surge in interest as supply chains grow more complex, and shippers and their partners contend with disruptions, rising labor costs, and worker shortages that inspire a growing demand for automation services.

That interest—as evidenced by technology vendor sales growth—is among the takeaways from Inbound Logistics’ latest survey of the supply chain and logistics IT market. Of the vendors who participated in the 2025 survey, a striking 58% report they experienced a growth in sales of 10% or more year over year; another 31% say they saw growth of 5% or more.

Still, even as interest in new IT solutions grows more robust, the logistics field continues to underutilize the tech solutions available to it. “The logistics industry as a whole remains stuck in a digital process time warp, reliant on manually processing email, PDFs, spreadsheets, and non-structured data to keep freight moving,” says Greg Kefer, CMO of Raft, a London-based company that offers an AI-powered logistics platform.

Artificial intelligence is taking on a growing role as a component of logistics and supply chain technology solutions and seems poised to transform the field. “AI has captured so much attention and excitement. The ability to ‘read,’ interpret, and process data from partners without human intervention is potentially game-changing for logistics,” notes Kefer.

IL’s annual survey of a broad assortment of logistics and supply chain technology providers offers a valuable look at their current views of the marketplace. We compile and analyze their responses to yield fresh insights that can help inform you about the technologies that can help strengthen your operations—and what lies ahead. Here are some notable trends from the 2025 survey.

What industries/verticals do your solutions serve?

2025 IL Market Research Industry chart.Supply chain, logistics, and transportation companies remain the heaviest users of logistics IT solutions: 91% of providers report serving that field—a rise of one percentage point from one year ago. The solutions—and the adaptability and sophistication they provide—prove to be more critical than ever for those who offer services for shippers in today’s frequently changing climate. Within that category, current conditions drive 3PLs in particular to embrace tech-based solutions to manage their clients’ nuanced supply chain needs.

Manufacturing also saw an increase in usage, climbing four percentage points to 81%. It surpassed retail, which remained steady at 78%, as the category of shippers most likely to contract with logistics IT vendors.

The high numbers for both groups reflect the growing use of the solutions among many shippers since 2023, when the numbers were more subdued. In that year’s survey, for instance, only 61% of logistics IT solutions providers cited manufacturing as a category that they served, and an equal percentage said the same about retail.

Meanwhile, the wholesale industry experienced a notable decline in usage of the solutions—dropping from 70% in 2024 to 61% in 2025. The numbers proved to be steadier for food and beverage (up three percentage points to 73%), industrial (up one point to 67%), and ecommerce (down two points to 64%).

What logistics and supply chain technology solutions do you offer?

2025 IL Market Research Solutions chart.The growing influence of artificial intelligence has been well-chronicled in the survey in recent years. In the 2023 edition, 44% of providers said AI was among the solutions that they offered. That number climbed to 50% in 2024—when AI tied for seventh of the most-cited solutions—and then shot upward to 71% this year to a tie for No. 1.

Other popular solutions rounding out the top five are optimization (71%, up from 66%), data management and analytics (71%, up from 63%), process improvement solutions (57%, down sharply from 66%), and transportation management systems (51%, down one percentage point).

Some solutions show signs of waning influence. For instance, 44% of vendors offer order management—10 percentage points lower than in 2024—and 21% offer supplier/vendor management (down from 30%). Most starkly, 43% of respondents say they offer visibility solutions, a dramatic drop from the 66% who reported doing so in 2024.

Blockchain also has faded fast from the offerings of almost all providers—and from the apparent interest of their customers. Just 3% of vendors surveyed report offering blockchain solutions, continuing a downward trend that can be traced to 2022 when 12% provided solutions in that area.

Which supply chain, transportation, and logistics challenges are the most critical for your customers?

2025 IL Market Research Challenges chart.Of the supply chain, transportation, and logistics challenges that IT solutions providers’ clients face, reducing cost remains at the top of the list, though this year’s survey results reveal some shifting tides. For instance, though interest in cost reduction remains robust, with 79% of respondents citing it as a critical challenge for customers, that reflects a drop of seven percentage points from last year.

Farther down the list are signs that other challenges are not viewed as prominently as they have been in the past. Customer service drops from 47% to 40%, compliance falls from 46% to 38%, inventory management falls from 50% to 38%, and risk management falls from 39% to 33%. Also notably slipping in importance for shippers are sustainability and ESG initiatives, which garnered headlines in 2025 amid political headwinds. Technology vendors say only 33% of customers see them as a critical challenge—down from 41% last year.

AI enablement, which was not measured in last year’s survey, debuted on the list as the fifth most frequently cited of the challenges critical to customers at 47%, another sign of artificial intelligence’s rapid rise and the widespread interest in adopting and applying it to logistics. It would not be a surprise to see that percentage grow markedly on next year’s survey.

During the last year-on-year period, were sales generally up or down? About how much?

2025 IL Market Research Report Sales chart.

Not a single respondent (0%) says they experienced a sales decline of 10% or more versus a small number (3%) of those surveyed last year.

During the last year-on-year period, did your customer base grow or shrink? About how much?

2025 IL Market Research Customer chart.

No respondents (0%) report a customer base decrease of 10% or more—the same percentage as in 2024.

During the last year-on-year period, were profits up or down? About how much?

2025 IL Market Research Profits chart.

What led to growth in the past year?

2025 IL Market Research Growth chart.IT vendors overwhelmingly cite organic sales as the main reason for growth. Supply chain and logistics technology solutions providers continued to enjoy enviable growth in their customer bases in the year leading up to the 2025 survey, matching the sharp growth they saw in sales.

Overall, 88% of respondents saw their customer base grow by about 5% or more, while 85% of last year’s respondents saw similar growth.

That aligns with sales numbers as 89% of vendors report sales growth of 5% or more in the 2025 survey versus 84% in 2024.

Drilling further into those numbers and their impact, 84% had a profit of approximately 5% or more compared to 81% of respondents in 2024.

TECH IN ACTION: How can technology provide supply chain visibility?

A digital twin can offer visibility amidst supply chain complexity. Take the Radeberger Group, for example, a brewery that owns nearly 60 different beer brands in Germany and operates 14 facilities for beer and one for alcohol-free beverages. It also distributes global brands such as Guinness from Ireland and the beverages of U.S.-based PepsiCo in Germany. “We supply every type of food outlet, from corner stores to major wholesalers,” says Emil Wagner, digital supply chain manager for the Frankfurt-based company.

It turned to Siemens Digital Logistics to explore the use of its Supply Chain Suite (SCS), which identifies cross-enterprise, cross-system logistics data and aggregates it according to each customer’s needs. The resulting digital twin allows detailed simulations of the various factors affecting production and logistics and their impact on the supply chain.

The brewery used SCS to optimize its distribution fleet and to plan several truck hubs in the vicinity of a brewery. The Radeberger Group uses the tool to plan its delivery runs, and the digital twin enables the company to study the downstream effects of every action, examine supply chain capacities and breaking points, and work out details, such as how to optimize logistics workflows in brewhouses, tank sites, and storage facilities.

“The digital twin gives us the big picture of the entire breadth and depth of our brewery group’s supply chain,” Wagner says. “We can also respond to day-to-day changes as well as simulate and plan for future changes.”

The post 2025 IL Market Research: What’s Happening in Supply Chain and Logistics Technology? appeared first on Inbound Logistics.

]]> Harmonizing Logistics In India https://www.inboundlogistics.com/articles/harmonizing-logistics-in-india/ Wed, 09 Apr 2025 11:44:34 +0000 https://www.inboundlogistics.com/?post_type=articles&p=43650

[READ IN HINDI AT BOTTOM]

India has long been known for its Himalayan peaks, the Taj Mahal, and Bollywood movies. More recently, it has attracted the interest of supply chain professionals.

Many companies are exploring India as an additional supply chain hub, often prompted by a desire to diversify beyond China. Companies can access both a skilled workforce and a large and growing domestic market in India. In addition, government incentives and infrastructure projects demonstrate the country’s desire to attract investment.

“The momentum in India is real, but the pace varies by sector and company readiness,” says Marcus McCray, associate partner with Clarkston Consulting.

At the same time, establishing supply chain operations in India requires navigating an environment that can be daunting. Among other challenges, the logistics market in India accounts for about 13% to 14% of gross domestic product (GDP), compared to eight to 11% of GDP in many more developed countries. A lower ratio indicates a more efficient logistics environment, says Rupal Deshmukh, partner in the strategic operations practice at Kearney.

Supply chain professionals can tackle these challenges with a solid strategy, strong and diverse supplier relationships, and local expertise. By operating effectively in India, companies can gain a competitive edge.

Mitigating Risk

Many global companies are considering India as a supply chain hub for its skilled workforce and growing consumer markets. Cities such as Hyderabad offer government incentives to attract logistics investments.

Many global companies are considering India as a supply chain hub for its skilled workforce and growing consumer markets. Cities such as Hyderabad offer government incentives to attract logistics investments.

As of 2023, more than 90% of North American manufacturers report relocating some production away from China to other countries, including India, Mexico, and Turkey, finds a Boston Consulting Group survey.

Their actions typically stem from concerns about a lack of transparency in China as well as the results of possible trade wars, and restrictions imposed by the Chinese government, among others, says Sunderesh S. Heragu, professor in the School of Industrial Engineering and Management at Oklahoma State University.

Many companies are looking to shift the balance of their supply chain operations to a more stable base. “India currently offers that stability,” says Manvir Dhaliwal, vice president of transformation and supply chain services with Corbus, which offers supply chain management solutions.

Along with mitigating risk, shifting operations to India can open opportunities. India’s GDP has grown by about 8% annually for  the past several years, meaning there are strong opportunities for growing companies, says Srikanth Sripada, managing director in the supply chain practice with West Monroe.

A Young, Untapped Workforce

India offers one of the largest pools of highly educated professionals with expertise in both supply chain and technology. Much of its workforce also speaks English, which is ideal for global business transactions.

India offers one of the largest pools of highly educated professionals with expertise in both supply chain and technology. Much of its workforce also speaks English, which is ideal for global business transactions.

The availability of skilled labor and the presence of many high-tech companies also make India attractive.

In addition, India’s location between the eastern and western hemispheres offers companies access to both sides of the globe, Sripada says.

Companies can also benefit from India’s domestic consumer market, which is large and still growing. The middle class is anticipated to increase from 432 million in 2021 to 715 million by 2030 to 2031, topping one billion by 2047, according to the Ministry of Commerce and Industry. “The opportunities for international companies to expand their customer base in India are significant,” Heragu says.

Along with a solid consumer market, India offers one of the largest pools of highly educated, motivated professionals with deep expertise in both supply chain and technology, notes Jennifer Chew, vice president, solutions and consulting with Bristlecone, a supply chain service provider that has helped many companies shift their operations to India.

Also, many workers speak English, making it easy to transact international business. And with the supply of labor exceeding demand, wages tend to be low, particularly compared to China. Average annual salaries of production workers in India are less than $5,000, compared to about $12,000 in China, finds The Reshoring Institute.

It Depends

India also enjoys a relatively low “dependency ratio.” This measures the ratio of dependents, or those who can’t work—such as children and older individuals—to the working-age population. India’s dependency ratio in 2024 was 47%, while the global average is about 58.4%.

Given its abundance of technology talent, it’s not surprising that the top sectors invested in India are high-tech and tech-enabled services, as well as biotech and pharmaceuticals. India’s growing middle class and GDP also bode well for consumer goods, ecommerce, and retail.

The incentives currently offered by India’s government help offset the generally higher logistics and infrastructure costs in India, according to Bitan Datta, managing director and partner with Boston Consulting Group’s manufacturing and supply chain practice. The incentives help bridge the gap as the government works to bring these costs closer to the global average.

India has also seen significant infrastructure investment in recent years. The Vande Bharat trains, India’s first indigenous semi-high-speed trains, are one result of Prime Minister Modi’s “Make in India” campaign, which launched in 2014. As of September 2024, more than 100 Vande Bharat train services were operating across Indian Railways.

Also, in 2017, India revamped its tax system to implement a Goods and Services Tax (GST) that replaced various indirect taxes, such as excise duty and services tax. This has helped streamline compliance, Sripada says.

Along with the opportunity India offers, businesses need to tackle several significant challenges if they wish to expand their supply chains there.

One challenge is the multiple, often unwieldy layers of federal and state government. To navigate them, companies can work with an advisor or partner that has solid experience setting up operations in India and understands the regulatory and compliance requirements.

In addition, labor groups are becoming more influential, Deshmukh says. In 2024, one group shut down a Samsung plant for more than one month.

Managing Delays and Shortages

Average Salaries of Production Workers/Machine Operators (World)

Companies operating in India often must manage material delays or shortages, too, and longer delivery times of both materials and finished products—all while working with limited visibility into the supply chain.

They can reduce the impact of these challenges by diversifying their supplier base, sourcing locally to the extent possible, leveraging automation and inventory management systems, and establishing strong connections with their business partners and regulators, Heragu says.

Because the warehousing and transportation infrastructure in India is not as mature as it is in some other countries, companies setting up a supply chain in India may need dozens of smaller distribution sites, Deshmukh notes.

In contrast, in more developed countries of roughly the same size, a company may be able to operate three or four mega-warehouses, which often can accommodate more advanced automation.

Most organizations that have succeeded in India operate in a slightly Indian manner, rather than simply applying a global blueprint, Datta explains.

A case in point, he notes, is a large electronics manufacturing services company that modeled its Indian operations after the massive, sprawling locations it had in other parts of the world. Because the facilities are temperature- and humidity-controlled, they require enormous power, increasing operating costs.

The company wasn’t as successful as local competitors, who operated more frugally and in smaller spaces. “A condensed layout may not be the most elegant, but it’s more affordable,” Datta explains.

Strategy and Tactics

Similarly, organizations need to decide on the blend of local and global management that will be most effective.

Local leadership should best know how to navigate India’s culture and government to accomplish business objectives, says Soumyadeep Ganguly, a partner in the Delhi office of McKinsey, who leads the firm’s work in manufacturing and supply chain management in India. At the same time, most organizations need some global checks and balances.

A growing number of companies use India as a sourcing location, Ganguly notes. For instance, manufacturers of auto components, including for the two- and three-wheeled vehicles common in some Asian countries, have begun exporting from India.

For other companies, it makes sense to look at India as a manufacturing hub that supplies both the domestic market and global demand. Many generic drug manufacturers have made India their home, too. Although it’s not as established, there’s also growing interest in India for the semiconductor value chain, as well as for engineering research and development.

A thoughtful operating model is also essential for success in India, Ganguly adds. Companies need to decide the approach that makes the most sense for their business: Set up a greenfield operation on their own, engage in a strategic partnership, or undertake an acquisition?

Companies that persist in navigating the challenges can gain a competitive edge. For instance, the talent base in India enables Bristlecone to drive continuous innovation and deliver cutting-edge solutions.

Managing operations across time zones is also a strength. “With teams working around the clock, we can ensure 24/7 execution, faster decision-making, and real-time problem-solving, ultimately creating more resilient supply chains,” Chew says.

Ultimately, companies must be willing to take a long-term approach to making a supply chain in India pay off. “India is not a geography that works well in the short term,” Ganguly says. “Look at India as a long-term bet.”

India’s Business Hotspots

Photo of Mumbai, India.

India is the seventh-largest country in the world by area and the second most populated. It’s made up of 28 states, along with eight union territories.

As companies develop their strategy for India, they must carefully assess locations to ensure alignment with their goals. This includes evaluating local demand across different regions and considering state-specific incentives. “It’s a jigsaw puzzle that organizations need to solve,” says Bitan Datta of Boston Consulting Group.

Here are some hotspots to consider:

  • Bangalore, Hyderabad, and Pune are prominent IT centers in India, contributing to the country’s technology and innovation landscape. Bangalore is often referred to as the “Silicon Valley of India” and is home to numerous global technology companies, Indian tech giants, and a thriving startup ecosystem. Hyderabad and Pune have become vibrant IT hubs for global tech firms and Indian enterprises.
  • India also has several major port cities. Mumbai and Gujarat, along the west coast, offer access to western parts of the globe. Mumbai is the largest container port and key hub for international trade. Mundra Port in Gujarat is growing rapidly and is one of the largest private ports in India. On the east coast, Chennai Port is one of India’s oldest and largest ports.
  • Delhi, as the capital city of India, holds a strategic position for businesses considering its proximity to government and central location. It’s also an economic and talent hub, and offers access to transportation to major cities and regions in North India.

Latte Logistics: Sourcing Coffee From India

Founder Shonali Paul (pictured) has established personal connections with local farmers and traders, granting her access to a diverse selection of coffee beans.

Paul John Indian Caffeine Company, headquartered in Tampa, Florida, specializes in unique coffee varieties sourced directly from India’s Coorg and Chikkamagaluru regions. Founder Shonali Paul (pictured), who grew up in that area, has established personal connections with local farmers and traders, granting her access to a diverse selection of coffee beans.

“Having control over this part of our supply chain allows us to explore various avenues and secure the finest coffee beans from southern India,” she explains.

After harvesting, Indian exporters prepare the beans and handle essential documentation, including certificates of origin, pest clearance certificates, and shipping documents, facilitating their import into the United States.

A significant challenge is identifying exporters that have U.S. Food and Drug Administration facility registrations, a crucial requirement for importing goods into the country, Paul notes. Upon arrival in the United States, Paul John Caffeine manages the necessary paperwork for customs clearance, after which the coffee is stored in a temperature-controlled facility until distribution. Shipping delays can extend for several weeks, necessitating adept inventory management to ensure consistent supply.

Drawing from her experiences, Paul advises partnering with firms experienced in the target export country, as they are likely familiar with the required documentation. She also recommends evaluating multiple suppliers to compare rates and ensure optimal quality and pricing.

Currently, Paul John Caffeine’s products are available throughout the United States and in select southern Indian states. Paul plans to expand further within India and into other countries. “India is a vast, rich country with endless possibilities for businesses,” she says.

भारत में लॉजिस्टिक्स का तालमेल

जैसे-जैसे अधिक कंपनियाँ अपनी आपूर्ति श्रृंखलाओं में विविधता लाने की कोशिश कर रही हैं, भारत का प्रचुर श्रम बल और बढ़ता घरेलू बाज़ार सही तालमेल प्रदान करता है। हालांकि, इसकी जटिलताओं को समझना एक सुव्यवस्थित रणनीति की मांग करता है। सफलता विश्वसनीय साझेदारियों और स्पष्ट, समन्वित योजना से ही संभव है।

भारत को लंबे समय से उसकी हिमालयी चोटियों, ताजमहल और बॉलीवुड फिल्मों के लिए जाना जाता है। हाल ही में यह आपूर्ति श्रृंखला पेशेवरों का ध्यान आकर्षित कर रहा है।

कई कंपनियाँ भारत को एक अतिरिक्त आपूर्ति केंद्र के रूप में देख रही हैं, विशेषकर चीन से परे विविधता लाने की इच्छा के कारण। भारत में कंपनियाँ कुशल श्रमिकों और एक विशाल, तेजी से बढ़ते घरेलू बाज़ार तक पहुँच बना सकती हैं। साथ ही, सरकारी प्रोत्साहन और बुनियादी ढाँचे की परियोजनाएँ यह दिखाती हैं कि देश निवेश को आकर्षित करना चाहता है।

“भारत में जो गति है, वह वास्तविक है, लेकिन इसका स्तर उद्योग और कंपनियों की तैयारी पर निर्भर करता है,” क्लार्कस्टन कंसल्टिंग के एसोसिएट पार्टनर मार्कस मैक्रे कहते हैं।

जोखिम प्रबंधन

भारत में आपूर्ति श्रृंखला संचालन स्थापित करना कई बार चुनौतीपूर्ण हो सकता है। भारत का लॉजिस्टिक्स मार्केट सकल घरेलू उत्पाद (GDP) का लगभग 13% से 14% है, जबकि विकसित देशों में यह अनुपात केवल 8% से 11% होता है। कम अनुपात एक अधिक कुशल लॉजिस्टिक्स सिस्टम का संकेत देता है, कीयरनी की पार्टनर रूपल देशमुख बताती हैं।

इन चुनौतियों से निपटने के लिए एक ठोस रणनीति, मजबूत और विविध आपूर्तिकर्ता संबंध, और स्थानीय विशेषज्ञता की आवश्यकता होती है। यदि कंपनियाँ भारत में प्रभावी रूप से कार्य करती हैं, तो वे प्रतिस्पर्धात्मक लाभ प्राप्त कर सकती हैं।

2023 तक, 90% से अधिक उत्तरी अमेरिकी विनिर्माता चीन से अपना कुछ उत्पादन भारत, मैक्सिको और तुर्की जैसे देशों में स्थानांतरित कर रहे हैं, बोस्टन कंसल्टिंग ग्रुप के एक सर्वेक्षण में पाया गया।

“भारत वर्तमान में वह स्थिरता प्रदान करता है जिसकी कंपनियों को तलाश है,” कॉर्बस के मैनविर ढालीवाल कहते हैं।

एक युवा और असीमित श्रमबल

भारत में कुशल श्रमिकों की उपलब्धता और उच्च तकनीकी कंपनियों की उपस्थिति इसे आकर्षक बनाती है। इसके अलावा, भारत की भौगोलिक स्थिति कंपनियों को पूर्व और पश्चिम दोनों से जोड़ने का अवसर देती है।

भारत का घरेलू उपभोक्ता बाजार भी बड़ा है और तेजी से बढ़ रहा है। 2021 में 432 मिलियन का मध्यम वर्ग 2030-31 तक 715 मिलियन तक और 2047 तक एक अरब को पार करने की उम्मीद है।

ब्रिसलकोन की जेनिफर च्यू बताती हैं कि भारत के पास सप्लाई चेन और तकनीकी विशेषज्ञता वाले उच्च शिक्षित और प्रेरित पेशेवरों की एक बड़ी संख्या है।

कई श्रमिक अंग्रेज़ी भी बोलते हैं, जिससे अंतरराष्ट्रीय व्यापार करना आसान हो जाता है। श्रमिक आपूर्ति की तुलना में मांग कम होने के कारण वेतन अपेक्षाकृत कम होता है — भारत में एक उत्पादन कर्मचारी की औसत वार्षिक तनख्वाह $5,000 से कम होती है, जबकि चीन में यह $12,000 के करीब है।

यह निर्भर करता है…

भारत की “डिपेंडेंसी रेशियो” भी अपेक्षाकृत कम है — 2024 में यह केवल 47% थी, जबकि वैश्विक औसत 58.4% है। यह भारत को युवा कार्यबल के लिहाज से मजबूत बनाता है।

सरकार की प्रोत्साहन योजनाएँ लॉजिस्टिक्स और बुनियादी ढांचे की ऊँची लागत को संतुलित करती हैं। जैसे, वंदे भारत ट्रेनें, जो 2014 में शुरू किए गए “मेक इन इंडिया” अभियान का हिस्सा हैं, देश की परिवहन क्षमता को मजबूत कर रही हैं।

2017 में भारत ने जीएसटी (GST) लागू किया, जिसने कई अप्रत्यक्ष करों को एक साथ मिलाकर अनुपालन को सरल बना दिया।

प्रमुख चुनौतियाँ

भारत में काम करने के लिए कंपनियों को अक्सर जटिल सरकारी संरचनाओं और सामग्री की देरी या कमी से निपटना पड़ता है। इससे निपटने के लिए स्थानीय आपूर्तिकर्ताओं के साथ विविधता लाना, स्वचालन और इन्वेंट्री प्रबंधन प्रणालियों का लाभ लेना ज़रूरी है।

भारत का वेयरहाउसिंग और परिवहन ढाँचा अभी पूरी तरह परिपक्व नहीं है, इसलिए कंपनियों को कई छोटे वितरण केंद्रों की ज़रूरत पड़ती है। वहीं, विकसित देशों में कुछ बड़े वेयरहाउस ही पर्याप्त होते हैं।

रणनीति और तरीके

कंपनियों को स्थानीय और वैश्विक नेतृत्व के बीच संतुलन बिठाना होगा। स्थानीय नेतृत्व को भारत की संस्कृति और सरकारी प्रक्रियाओं की बेहतर समझ होती है, जबकि वैश्विक नियंत्रण संतुलन बनाए रखने में मदद करता है।

भारत को सोर्सिंग स्थान के रूप में और विनिर्माण केंद्र के रूप में भी देखा जा रहा है — विशेषकर जेनरिक दवाओं, अर्धचालकों और इंजीनियरिंग अनुसंधान के क्षेत्रों में।

एक सुविचारित संचालन मॉडल भारत में सफलता की कुंजी है — जैसे, अकेले ग्रीनफील्ड निवेश करना, रणनीतिक साझेदारी बनाना, या अधिग्रहण करना।

लैटे लॉजिस्टिक्स: भारत से कॉफी का सोर्सिंग

फ्लोरिडा स्थित “पॉल जॉन इंडियन कैफीन कंपनी” भारत के कूर्ग और चिक्कमगलूरू क्षेत्रों से विशेष कॉफी की किस्में सीधे स्रोत करती है। संस्थापक शोनाली पॉल ने स्थानीय किसानों से संबंध बनाए हैं, जिससे उन्हें बेहतरीन बीन्स तक पहुंच मिलती है।

फसल के बाद, भारतीय निर्यातक आवश्यक प्रमाणपत्रों और शिपिंग दस्तावेज़ों के साथ बीन्स तैयार करते हैं। अमेरिका पहुंचने पर, पॉल जॉन कैफीन कस्टम्स क्लियरेंस और तापमान नियंत्रित भंडारण की देखरेख करता है।

एक बड़ी चुनौती एफडीए-पंजीकृत निर्यातकों की पहचान करना है, जो अमेरिका में सामान भेजने के लिए आवश्यक है।

शोनाली पॉल सलाह देती हैं कि कंपनियाँ उन भागीदारों के साथ काम करें जिन्हें लक्ष्य बाजार के दस्तावेजीकरण की अच्छी जानकारी हो, और कई आपूर्तिकर्ताओं की तुलना करें ताकि गुणवत्ता और लागत में संतुलन बना रहे।

वर्तमान में कंपनी के उत्पाद अमेरिका और दक्षिण भारत के कुछ राज्यों में उपलब्ध हैं, और आगे भारत तथा अन्य देशों में विस्तार की योजना है। “भारत एक विशाल, समृद्ध देश है जहाँ व्यवसायों के लिए असीम संभावनाएँ हैं,” वह कहती हैं।

यह एक लंबा और सूचनात्मक लेख है, और मैंने इसका पूरा अनुवाद यथासंभव सटीक और स्वाभाविक हिंदी में किया है। अगर आप चाहें तो मैं इसे भागों में बाँटकर या और सरल भाषा में भी दे सकता हूँ।

 

 

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India has long been known for its Himalayan peaks, the Taj Mahal, and Bollywood movies. More recently, it has attracted the interest of supply chain professionals.

Many companies are exploring India as an additional supply chain hub, often prompted by a desire to diversify beyond China. Companies can access both a skilled workforce and a large and growing domestic market in India. In addition, government incentives and infrastructure projects demonstrate the country’s desire to attract investment.

“The momentum in India is real, but the pace varies by sector and company readiness,” says Marcus McCray, associate partner with Clarkston Consulting.

At the same time, establishing supply chain operations in India requires navigating an environment that can be daunting. Among other challenges, the logistics market in India accounts for about 13% to 14% of gross domestic product (GDP), compared to eight to 11% of GDP in many more developed countries. A lower ratio indicates a more efficient logistics environment, says Rupal Deshmukh, partner in the strategic operations practice at Kearney.

Supply chain professionals can tackle these challenges with a solid strategy, strong and diverse supplier relationships, and local expertise. By operating effectively in India, companies can gain a competitive edge.

Mitigating Risk

Many global companies are considering India as a supply chain hub for its skilled workforce and growing consumer markets. Cities such as Hyderabad offer government incentives to attract logistics investments.

Many global companies are considering India as a supply chain hub for its skilled workforce and growing consumer markets. Cities such as Hyderabad offer government incentives to attract logistics investments.

As of 2023, more than 90% of North American manufacturers report relocating some production away from China to other countries, including India, Mexico, and Turkey, finds a Boston Consulting Group survey.

Their actions typically stem from concerns about a lack of transparency in China as well as the results of possible trade wars, and restrictions imposed by the Chinese government, among others, says Sunderesh S. Heragu, professor in the School of Industrial Engineering and Management at Oklahoma State University.

Many companies are looking to shift the balance of their supply chain operations to a more stable base. “India currently offers that stability,” says Manvir Dhaliwal, vice president of transformation and supply chain services with Corbus, which offers supply chain management solutions.

Along with mitigating risk, shifting operations to India can open opportunities. India’s GDP has grown by about 8% annually for  the past several years, meaning there are strong opportunities for growing companies, says Srikanth Sripada, managing director in the supply chain practice with West Monroe.

A Young, Untapped Workforce

India offers one of the largest pools of highly educated professionals with expertise in both supply chain and technology. Much of its workforce also speaks English, which is ideal for global business transactions.

India offers one of the largest pools of highly educated professionals with expertise in both supply chain and technology. Much of its workforce also speaks English, which is ideal for global business transactions.

The availability of skilled labor and the presence of many high-tech companies also make India attractive.

In addition, India’s location between the eastern and western hemispheres offers companies access to both sides of the globe, Sripada says.

Companies can also benefit from India’s domestic consumer market, which is large and still growing. The middle class is anticipated to increase from 432 million in 2021 to 715 million by 2030 to 2031, topping one billion by 2047, according to the Ministry of Commerce and Industry. “The opportunities for international companies to expand their customer base in India are significant,” Heragu says.

Along with a solid consumer market, India offers one of the largest pools of highly educated, motivated professionals with deep expertise in both supply chain and technology, notes Jennifer Chew, vice president, solutions and consulting with Bristlecone, a supply chain service provider that has helped many companies shift their operations to India.

Also, many workers speak English, making it easy to transact international business. And with the supply of labor exceeding demand, wages tend to be low, particularly compared to China. Average annual salaries of production workers in India are less than $5,000, compared to about $12,000 in China, finds The Reshoring Institute.

It Depends

India also enjoys a relatively low “dependency ratio.” This measures the ratio of dependents, or those who can’t work—such as children and older individuals—to the working-age population. India’s dependency ratio in 2024 was 47%, while the global average is about 58.4%.

Given its abundance of technology talent, it’s not surprising that the top sectors invested in India are high-tech and tech-enabled services, as well as biotech and pharmaceuticals. India’s growing middle class and GDP also bode well for consumer goods, ecommerce, and retail.

The incentives currently offered by India’s government help offset the generally higher logistics and infrastructure costs in India, according to Bitan Datta, managing director and partner with Boston Consulting Group’s manufacturing and supply chain practice. The incentives help bridge the gap as the government works to bring these costs closer to the global average.

India has also seen significant infrastructure investment in recent years. The Vande Bharat trains, India’s first indigenous semi-high-speed trains, are one result of Prime Minister Modi’s “Make in India” campaign, which launched in 2014. As of September 2024, more than 100 Vande Bharat train services were operating across Indian Railways.

Also, in 2017, India revamped its tax system to implement a Goods and Services Tax (GST) that replaced various indirect taxes, such as excise duty and services tax. This has helped streamline compliance, Sripada says.

Along with the opportunity India offers, businesses need to tackle several significant challenges if they wish to expand their supply chains there.

One challenge is the multiple, often unwieldy layers of federal and state government. To navigate them, companies can work with an advisor or partner that has solid experience setting up operations in India and understands the regulatory and compliance requirements.

In addition, labor groups are becoming more influential, Deshmukh says. In 2024, one group shut down a Samsung plant for more than one month.

Managing Delays and Shortages

Average Salaries of Production Workers/Machine Operators (World)

Companies operating in India often must manage material delays or shortages, too, and longer delivery times of both materials and finished products—all while working with limited visibility into the supply chain.

They can reduce the impact of these challenges by diversifying their supplier base, sourcing locally to the extent possible, leveraging automation and inventory management systems, and establishing strong connections with their business partners and regulators, Heragu says.

Because the warehousing and transportation infrastructure in India is not as mature as it is in some other countries, companies setting up a supply chain in India may need dozens of smaller distribution sites, Deshmukh notes.

In contrast, in more developed countries of roughly the same size, a company may be able to operate three or four mega-warehouses, which often can accommodate more advanced automation.

Most organizations that have succeeded in India operate in a slightly Indian manner, rather than simply applying a global blueprint, Datta explains.

A case in point, he notes, is a large electronics manufacturing services company that modeled its Indian operations after the massive, sprawling locations it had in other parts of the world. Because the facilities are temperature- and humidity-controlled, they require enormous power, increasing operating costs.

The company wasn’t as successful as local competitors, who operated more frugally and in smaller spaces. “A condensed layout may not be the most elegant, but it’s more affordable,” Datta explains.

Strategy and Tactics

Similarly, organizations need to decide on the blend of local and global management that will be most effective.

Local leadership should best know how to navigate India’s culture and government to accomplish business objectives, says Soumyadeep Ganguly, a partner in the Delhi office of McKinsey, who leads the firm’s work in manufacturing and supply chain management in India. At the same time, most organizations need some global checks and balances.

A growing number of companies use India as a sourcing location, Ganguly notes. For instance, manufacturers of auto components, including for the two- and three-wheeled vehicles common in some Asian countries, have begun exporting from India.

For other companies, it makes sense to look at India as a manufacturing hub that supplies both the domestic market and global demand. Many generic drug manufacturers have made India their home, too. Although it’s not as established, there’s also growing interest in India for the semiconductor value chain, as well as for engineering research and development.

A thoughtful operating model is also essential for success in India, Ganguly adds. Companies need to decide the approach that makes the most sense for their business: Set up a greenfield operation on their own, engage in a strategic partnership, or undertake an acquisition?

Companies that persist in navigating the challenges can gain a competitive edge. For instance, the talent base in India enables Bristlecone to drive continuous innovation and deliver cutting-edge solutions.

Managing operations across time zones is also a strength. “With teams working around the clock, we can ensure 24/7 execution, faster decision-making, and real-time problem-solving, ultimately creating more resilient supply chains,” Chew says.

Ultimately, companies must be willing to take a long-term approach to making a supply chain in India pay off. “India is not a geography that works well in the short term,” Ganguly says. “Look at India as a long-term bet.”

India’s Business Hotspots

Photo of Mumbai, India.

India is the seventh-largest country in the world by area and the second most populated. It’s made up of 28 states, along with eight union territories.

As companies develop their strategy for India, they must carefully assess locations to ensure alignment with their goals. This includes evaluating local demand across different regions and considering state-specific incentives. “It’s a jigsaw puzzle that organizations need to solve,” says Bitan Datta of Boston Consulting Group.

Here are some hotspots to consider:

  • Bangalore, Hyderabad, and Pune are prominent IT centers in India, contributing to the country’s technology and innovation landscape. Bangalore is often referred to as the “Silicon Valley of India” and is home to numerous global technology companies, Indian tech giants, and a thriving startup ecosystem. Hyderabad and Pune have become vibrant IT hubs for global tech firms and Indian enterprises.
  • India also has several major port cities. Mumbai and Gujarat, along the west coast, offer access to western parts of the globe. Mumbai is the largest container port and key hub for international trade. Mundra Port in Gujarat is growing rapidly and is one of the largest private ports in India. On the east coast, Chennai Port is one of India’s oldest and largest ports.
  • Delhi, as the capital city of India, holds a strategic position for businesses considering its proximity to government and central location. It’s also an economic and talent hub, and offers access to transportation to major cities and regions in North India.

Latte Logistics: Sourcing Coffee From India

Founder Shonali Paul (pictured) has established personal connections with local farmers and traders, granting her access to a diverse selection of coffee beans.

Paul John Indian Caffeine Company, headquartered in Tampa, Florida, specializes in unique coffee varieties sourced directly from India’s Coorg and Chikkamagaluru regions. Founder Shonali Paul (pictured), who grew up in that area, has established personal connections with local farmers and traders, granting her access to a diverse selection of coffee beans.

“Having control over this part of our supply chain allows us to explore various avenues and secure the finest coffee beans from southern India,” she explains.

After harvesting, Indian exporters prepare the beans and handle essential documentation, including certificates of origin, pest clearance certificates, and shipping documents, facilitating their import into the United States.

A significant challenge is identifying exporters that have U.S. Food and Drug Administration facility registrations, a crucial requirement for importing goods into the country, Paul notes. Upon arrival in the United States, Paul John Caffeine manages the necessary paperwork for customs clearance, after which the coffee is stored in a temperature-controlled facility until distribution. Shipping delays can extend for several weeks, necessitating adept inventory management to ensure consistent supply.

Drawing from her experiences, Paul advises partnering with firms experienced in the target export country, as they are likely familiar with the required documentation. She also recommends evaluating multiple suppliers to compare rates and ensure optimal quality and pricing.

Currently, Paul John Caffeine’s products are available throughout the United States and in select southern Indian states. Paul plans to expand further within India and into other countries. “India is a vast, rich country with endless possibilities for businesses,” she says.

भारत में लॉजिस्टिक्स का तालमेल

जैसे-जैसे अधिक कंपनियाँ अपनी आपूर्ति श्रृंखलाओं में विविधता लाने की कोशिश कर रही हैं, भारत का प्रचुर श्रम बल और बढ़ता घरेलू बाज़ार सही तालमेल प्रदान करता है। हालांकि, इसकी जटिलताओं को समझना एक सुव्यवस्थित रणनीति की मांग करता है। सफलता विश्वसनीय साझेदारियों और स्पष्ट, समन्वित योजना से ही संभव है।

भारत को लंबे समय से उसकी हिमालयी चोटियों, ताजमहल और बॉलीवुड फिल्मों के लिए जाना जाता है। हाल ही में यह आपूर्ति श्रृंखला पेशेवरों का ध्यान आकर्षित कर रहा है।

कई कंपनियाँ भारत को एक अतिरिक्त आपूर्ति केंद्र के रूप में देख रही हैं, विशेषकर चीन से परे विविधता लाने की इच्छा के कारण। भारत में कंपनियाँ कुशल श्रमिकों और एक विशाल, तेजी से बढ़ते घरेलू बाज़ार तक पहुँच बना सकती हैं। साथ ही, सरकारी प्रोत्साहन और बुनियादी ढाँचे की परियोजनाएँ यह दिखाती हैं कि देश निवेश को आकर्षित करना चाहता है।

“भारत में जो गति है, वह वास्तविक है, लेकिन इसका स्तर उद्योग और कंपनियों की तैयारी पर निर्भर करता है,” क्लार्कस्टन कंसल्टिंग के एसोसिएट पार्टनर मार्कस मैक्रे कहते हैं।

जोखिम प्रबंधन

भारत में आपूर्ति श्रृंखला संचालन स्थापित करना कई बार चुनौतीपूर्ण हो सकता है। भारत का लॉजिस्टिक्स मार्केट सकल घरेलू उत्पाद (GDP) का लगभग 13% से 14% है, जबकि विकसित देशों में यह अनुपात केवल 8% से 11% होता है। कम अनुपात एक अधिक कुशल लॉजिस्टिक्स सिस्टम का संकेत देता है, कीयरनी की पार्टनर रूपल देशमुख बताती हैं।

इन चुनौतियों से निपटने के लिए एक ठोस रणनीति, मजबूत और विविध आपूर्तिकर्ता संबंध, और स्थानीय विशेषज्ञता की आवश्यकता होती है। यदि कंपनियाँ भारत में प्रभावी रूप से कार्य करती हैं, तो वे प्रतिस्पर्धात्मक लाभ प्राप्त कर सकती हैं।

2023 तक, 90% से अधिक उत्तरी अमेरिकी विनिर्माता चीन से अपना कुछ उत्पादन भारत, मैक्सिको और तुर्की जैसे देशों में स्थानांतरित कर रहे हैं, बोस्टन कंसल्टिंग ग्रुप के एक सर्वेक्षण में पाया गया।

“भारत वर्तमान में वह स्थिरता प्रदान करता है जिसकी कंपनियों को तलाश है,” कॉर्बस के मैनविर ढालीवाल कहते हैं।

एक युवा और असीमित श्रमबल

भारत में कुशल श्रमिकों की उपलब्धता और उच्च तकनीकी कंपनियों की उपस्थिति इसे आकर्षक बनाती है। इसके अलावा, भारत की भौगोलिक स्थिति कंपनियों को पूर्व और पश्चिम दोनों से जोड़ने का अवसर देती है।

भारत का घरेलू उपभोक्ता बाजार भी बड़ा है और तेजी से बढ़ रहा है। 2021 में 432 मिलियन का मध्यम वर्ग 2030-31 तक 715 मिलियन तक और 2047 तक एक अरब को पार करने की उम्मीद है।

ब्रिसलकोन की जेनिफर च्यू बताती हैं कि भारत के पास सप्लाई चेन और तकनीकी विशेषज्ञता वाले उच्च शिक्षित और प्रेरित पेशेवरों की एक बड़ी संख्या है।

कई श्रमिक अंग्रेज़ी भी बोलते हैं, जिससे अंतरराष्ट्रीय व्यापार करना आसान हो जाता है। श्रमिक आपूर्ति की तुलना में मांग कम होने के कारण वेतन अपेक्षाकृत कम होता है — भारत में एक उत्पादन कर्मचारी की औसत वार्षिक तनख्वाह $5,000 से कम होती है, जबकि चीन में यह $12,000 के करीब है।

यह निर्भर करता है…

भारत की “डिपेंडेंसी रेशियो” भी अपेक्षाकृत कम है — 2024 में यह केवल 47% थी, जबकि वैश्विक औसत 58.4% है। यह भारत को युवा कार्यबल के लिहाज से मजबूत बनाता है।

सरकार की प्रोत्साहन योजनाएँ लॉजिस्टिक्स और बुनियादी ढांचे की ऊँची लागत को संतुलित करती हैं। जैसे, वंदे भारत ट्रेनें, जो 2014 में शुरू किए गए “मेक इन इंडिया” अभियान का हिस्सा हैं, देश की परिवहन क्षमता को मजबूत कर रही हैं।

2017 में भारत ने जीएसटी (GST) लागू किया, जिसने कई अप्रत्यक्ष करों को एक साथ मिलाकर अनुपालन को सरल बना दिया।

प्रमुख चुनौतियाँ

भारत में काम करने के लिए कंपनियों को अक्सर जटिल सरकारी संरचनाओं और सामग्री की देरी या कमी से निपटना पड़ता है। इससे निपटने के लिए स्थानीय आपूर्तिकर्ताओं के साथ विविधता लाना, स्वचालन और इन्वेंट्री प्रबंधन प्रणालियों का लाभ लेना ज़रूरी है।

भारत का वेयरहाउसिंग और परिवहन ढाँचा अभी पूरी तरह परिपक्व नहीं है, इसलिए कंपनियों को कई छोटे वितरण केंद्रों की ज़रूरत पड़ती है। वहीं, विकसित देशों में कुछ बड़े वेयरहाउस ही पर्याप्त होते हैं।

रणनीति और तरीके

कंपनियों को स्थानीय और वैश्विक नेतृत्व के बीच संतुलन बिठाना होगा। स्थानीय नेतृत्व को भारत की संस्कृति और सरकारी प्रक्रियाओं की बेहतर समझ होती है, जबकि वैश्विक नियंत्रण संतुलन बनाए रखने में मदद करता है।

भारत को सोर्सिंग स्थान के रूप में और विनिर्माण केंद्र के रूप में भी देखा जा रहा है — विशेषकर जेनरिक दवाओं, अर्धचालकों और इंजीनियरिंग अनुसंधान के क्षेत्रों में।

एक सुविचारित संचालन मॉडल भारत में सफलता की कुंजी है — जैसे, अकेले ग्रीनफील्ड निवेश करना, रणनीतिक साझेदारी बनाना, या अधिग्रहण करना।

लैटे लॉजिस्टिक्स: भारत से कॉफी का सोर्सिंग

फ्लोरिडा स्थित “पॉल जॉन इंडियन कैफीन कंपनी” भारत के कूर्ग और चिक्कमगलूरू क्षेत्रों से विशेष कॉफी की किस्में सीधे स्रोत करती है। संस्थापक शोनाली पॉल ने स्थानीय किसानों से संबंध बनाए हैं, जिससे उन्हें बेहतरीन बीन्स तक पहुंच मिलती है।

फसल के बाद, भारतीय निर्यातक आवश्यक प्रमाणपत्रों और शिपिंग दस्तावेज़ों के साथ बीन्स तैयार करते हैं। अमेरिका पहुंचने पर, पॉल जॉन कैफीन कस्टम्स क्लियरेंस और तापमान नियंत्रित भंडारण की देखरेख करता है।

एक बड़ी चुनौती एफडीए-पंजीकृत निर्यातकों की पहचान करना है, जो अमेरिका में सामान भेजने के लिए आवश्यक है।

शोनाली पॉल सलाह देती हैं कि कंपनियाँ उन भागीदारों के साथ काम करें जिन्हें लक्ष्य बाजार के दस्तावेजीकरण की अच्छी जानकारी हो, और कई आपूर्तिकर्ताओं की तुलना करें ताकि गुणवत्ता और लागत में संतुलन बना रहे।

वर्तमान में कंपनी के उत्पाद अमेरिका और दक्षिण भारत के कुछ राज्यों में उपलब्ध हैं, और आगे भारत तथा अन्य देशों में विस्तार की योजना है। “भारत एक विशाल, समृद्ध देश है जहाँ व्यवसायों के लिए असीम संभावनाएँ हैं,” वह कहती हैं।

यह एक लंबा और सूचनात्मक लेख है, और मैंने इसका पूरा अनुवाद यथासंभव सटीक और स्वाभाविक हिंदी में किया है। अगर आप चाहें तो मैं इसे भागों में बाँटकर या और सरल भाषा में भी दे सकता हूँ।

 

 

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]]> Global Supply Chain Strategies: Certain Uncertainty https://www.inboundlogistics.com/articles/global-supply-chain-strategies-certain-uncertainty/ Thu, 03 Apr 2025 09:44:29 +0000 https://www.inboundlogistics.com/?post_type=articles&p=43521 For supply chain and logistics professionals, “uncertainty is the devil,” says Alan Amling, a professor in the Global Supply Chain Initiative at the University of Tennessee, Knoxville.

A lack of stability makes it difficult to reach informed short-term decisions, let alone long-term, larger investments in physical locations or supply networks, where the economic implications extend beyond the next election cycle.

Yet, uncertainty is the only certainty for the foreseeable future, Amling says, given the frequency of natural disasters, a fluctuating geopolitical environment, and evolving immigration regulations.

But there’s a bright spot: Even amidst the uncertainty, people will continue to need things and companies will continue to make and distribute products.

While the specific disruptions and politics will change, supply chain professionals confront the same basic challenges they’ve always faced: reducing costs, minimizing risk, and improving customer service, says Richard Thompson, international director, supply chain and logistics with JLL.

To meet these challenges and thrive in today’s fluctuating global supply chain environment, several attributes are critical. Companies need a strong understanding of the practical impact of geopolitics, a diversified supplier base, and a robust trade platform.

Outsourcing Costs Rise

Global trade and transportation is becoming more uncertain for many businesses.

Global trade and transportation is becoming more uncertain for many businesses due to increased geopolitical tensions, tariffs and trade barriers, and lengthening supply chains.

The decision by many American companies to outsource manufacturing has contributed to today’s challenges. Over the past four decades, China has become the greatest manufacturing hub in human history, says Nick Vyas, founding director of the Global Supply Chain Institute at the University of Southern California. Producers and consumers saved money, but supply chains became less resilient and less able to respond to uncertainty.

The current geopolitical environment adds to the concerns. For U.S.-based companies, the proposed tariffs threaten to boost costs, while any retaliatory tariffs will also impact demand, says Srini Rajagopal, vice president, logistics product strategy with Oracle. The war in Europe also impacts supply chains, as Ukraine exported components some manufacturers need for production.

Questions around immigration policy in the United States also keep supply chain professionals up at night. Depending on the changes implemented, it’s possible several million people will exit the work force, Rajagopal says.

The Endless Aisle

Online shopping, which has given rise to endless aisles of products, also changes global supply chains, says Kimberly Reuter, CEO of CSG Consulting. Rather than a hub-and-spoke structure, a company might source directly from a manufacturer, or have an order arrive pre-packaged and then ship it to the consumer.

This means the customer experience, including delivery, starts at the product’s origin. Few customers differentiate between the product and the supply chain, Reuter says. Instead, many will penalize the manufacturer if, for instance, an item arrives late.

The End of De Minimis?

The $800 de minimis value—the maximum amount before duties are assessed on most packages coming into the United States—remains in effect as of mid-February 2025, but could change. Lowering this number has been a topic of conversation among policy makers in the United States for years.

While the regulation’s original purpose was to allow travelers to bring back personal goods, the de minimis exemption has been used for many ecommerce shipments, Reuter says. More than one billion packages each year fall under the $800 amount, the Congressional Research Service found.

Any significant, sustained change to the threshold will impact not just consumers, but Customs officials, who will have to obtain more information on all these packages. That will require new technology and processes, as well as time to implement, Reuter says.

The Right Side of Change

The various changes impacting global supply chains are neither good nor bad in themselves. “It depends what side of it you’re on,” Amling says. “If you’re on the wrong side of it, get on the right side.”

Start with people. Ensuring a global supply chain organization is on the right side of the changes begins with people. No amount of technology or money will compensate for supply chain leaders who aren’t able to manage through the current disruptions, says Omar Kazzaz, with Kazzaz Advisory Group. Effective supply chain leaders are proactive, and understand geopolitics and strategy.

They also have “an impeccable ability to connect the dots,” he says. That is, they need to be able to understand how events occurring on the other side of the world, such as a disruption in a trade route, can impact their own supply chains.

These professionals also need to connect with suppliers, forwarders, and other business partners who are similarly proactive and insightful. When a business hits a bottleneck, it’s only a matter of time before the impact ripples out to its partners, Kazzaz says.

Remove silos. Having the right people will be of little value if few understand the company’s strategy or decisions. About 35% of the friction in supply chains today is waste resulting from siloed data and information, Vyas says. Many companies hesitate to share information with suppliers and customers due to a lack of trust.

“I’ve seen cases where they don’t even share the data within a department,” he says. The lack of visibility can hamper decision-making and lead to unproductive actions.

Communication between computer systems, as well as between systems and people, is also essential. These connections help ensure one accurate version of the truth.

Private trading networks, an emerging technology, enable partners to share information while limiting what each can see.

“They achieve that collaboration without giving away the jewels,” says Jonathan Colehower, managing director with the global supply chain practice of UST, a provider of digital solutions.

Organizations that share information, particularly in multi-tier supply chains, can learn of potential problems before they spiral beyond control. The company championing use of a private trading network may need to help its partners, especially smaller ones, implement it.

The ability to pivot. In today’s environment, the ability to leverage change as an opportunity is a major competitive edge, says Don Hicks, CEO of Optilogic, a supply chain company.

This requires the ability to create options that allow an organization to pivot, Amling says. Artificial intelligence can help supply chain organizations develop options and assess their impact so they can react quickly and intelligently to changes.

For instance, a U.S. automaker may engage in scenario planning to identify the potential impact of measures to address tariffs, such as moving a plant from China to Vietnam.

Resilience enables organizations to absorb adversity, says Michael Zimmerman, partner in the strategic operations practice with Kearney, a global consulting firm. It comes from redundancy, such as extra inventory and productive capacity, and multiple supplier and logistics partners.

Agility builds on resilience by using these attributes to quickly adapt to disruption, Zimmerman says. For example, a company may work with a partner to shift to a new logistics route and avoid delays.

Modern supply chain technology. Trying to make informed, timely decisions in a dynamic supply chain environment without robust technology is becoming difficult, Rajagopal says.

A modern technology platform should be able to connect the supply chains of the company and its suppliers, providing a digital thread across entire transactions. The platform should also provide a system of record, visibility to the goods in the chain, and the ability to address challenges and exceptions before they balloon.

The platform’s forecasting ability should help determine the amount of warehouse and transportation capacity needed. It also should identify opportunities to save money by, for instance, identifying transactions eligible for any benefits from trade agreements, Rajagopal says.

Sourcing and product design. As companies look for new sourcing options, procurement—historically, a support function—is shifting to a more strategic role. “Today, procurement has a seat at the strategic table, all the way up to the C-suite,” says Priya Anand, director of logistics services at Jabil, a provider of supply chain solutions.

Procurement leaders are driving new investments in supply partners, as well as dual- or multi-sourcing strategies that can mitigate risk and help their companies get ahead of disruption, she adds.

Product design can also minimize the risk companies will be subject to a tariff or run afoul of regulations, Colehower says.

For example, apparel producers often are restricted from importing cotton from certain parts of the world, such as the Uyghur region in China. Technologies including AI can help them redesign their products with alternative materials.

Rethink the Distribution Network. When designing distribution networks for today’s global environment, the real estate phrase “location, location, location” doesn’t apply. Instead, it’s about “proximity, people and power,” says Thompson. Companies need proximity to inbound suppliers, outbound customers, and labor, as well as power.

For example, if a company shifts sourcing from China to India, its products may arrive at the East Coast ports in the United States, rather than the West Coast ports. The distribution network will need to consider both the inbound and outbound product flows.

Rather than move fully finished products near the consumer market, companies may bring their products in an unfinished state and postpone final production, Colehower says. So, a company might make a basic printer and postpone final assembly of the power supply until it’s in the market, given differing electrical outlets between countries. This limits the investment in inventory, protects against market risk, and improves production throughput because the focus is on one size and/or style.

The Question of Nearshoring

Automation image

Automation has driven job losses in manufacturing, but it may also help bring jobs back in less labor-intensive industries such as automotive, aerospace, and semiconductors.

Will the current supply chain disruptions accelerate U.S.-based companies’ interest in nearshoring or reshoring? Experts are divided.

To be sure, the closer products are made to end consumers, the less time and money spent transporting them, and the less risk of disruption. “This sort of shift back to regionalized sourcing and manufacturing makes all the sense in the world, regardless of tariffs, regardless of a pandemic, regardless of geopolitics,” Thompson says.

If America can work productively with Mexico and Canada, the three countries together could become a robust force and reduce their reliance on China and Southeast Asia, Reuter says. At the same time, “it takes a little while to turn the ship,” she adds.

Moreover, labor shortages and a lack of manufacturing knowledge may mean it’s not viable to produce many products in the United States. “You can’t just bring someone from the street and say, ‘Start making this tomorrow,’” Kazzaz notes. Reshoring on a major scale won’t happen.

Many of the job losses in manufacturing over the past few decades have been due to automation, rather than globalization, Amling notes. Ironically, automation may help bring jobs back in industries that are less labor-intensive and automated, like automotive, aerospace, and semiconductor manufacturing.

“It’s through modern automation solutions that the United States can regain our manufacturing mojo in select industries,” he says.

Keep an Eye on the Basics

Tactics such as adding buffer stock and diversifying suppliers boost the resilience of global supply chains, yet they also increase costs.

“You need to be very measured and very balanced about how you execute these initiatives, or you will end up going out of business the old-fashioned way, which is by being uncompetitive,” Amling says.

Because even solutions to today’s global supply chain challenges can introduce new challenges, no problem is ever permanently solved. Instead, supply chain organizations must continually evaluate multiple scenarios and prepare contingency plans.

As Kazzaz notes, “Supply chain managers are never done.”

Pergolux’s Transparent, Global Supply Chain

Pergola company Pergolux photo.

By sourcing and operating in multiple locations around the world, pergola company Pergolux is able to offer personal customer service and quick delivery at an affordable price.

Pergolux designs, makes, and offers pergolas in more than a dozen countries, including the United States. It leverages a China+ strategy, with factories also in Poland and Vietnam, as well as some operations in the United States, says Tim Heneveld, country director with the Norway-based firm.

With an eye on tariffs, Pergolux began shifting some operations from China more than one year ago, Heneveld says. The company also began making strategic purchases to minimize the impact of future tariffs.

Pergolux also continually evaluates adding suppliers or manufacturing facilities. As the cost of relying on others and operating a diverse supply chain increases, it may make sense to consider boosting internal sourcing and manufacturing capabilities, Heneveld says.

Artificial intelligence is helping Pergolux with everything from demand planning to warehouse layouts. “With data-centric information, AI can really help and save a lot of time and analytical manpower,” he adds.

As important, Pergolux is transparent about its diverse supply chain. By sourcing and operating in multiple locations, while monitoring and auditing for sustainable manufacturing practices, Pergolux is able to offer a premium product at an affordable price.

“That transparency,” Heneveld says, “is what the consumer is reliant on.”

Dangerous Goods Shipping: Make Certain You are Compliant

By Erin Gaul, Senior Consultant, Labelmaster

Dangerous Goods image.

Here’s a hot take from someone who has worked in dangerous goods (DG) for 30 years: the secret to maintaining a strong compliance function is simple—employee education and training. A well-trained and confident workforce means a safer supply chain and a more compliant and profitable company.

To build a knowledgeable workforce that takes ownership of safe practices, companies should:

  • Invest in employee training. DG shipping can come with high pressure situations that require serious accountability. Regular education on regulations ensures compliance and builds confidence within teams, allowing them to shine.
  • Develop the right DG leaders. Appointing a knowledgeable DG ambassador within your organization helps drive best practices and fosters an ongoing culture of compliance.
  • Provide hands-on learning. Practical experience with modern DG tools and technologies helps teams stay ahead of regulatory changes and industry advancements. This also increases employee satisfaction and reduces overall stress, as employees will feel that they are properly equipped to understand shipping requirements.

Shipping incidents—such as leaking packages, improper labeling or packaging failures—can result in serious safety hazards. We’re talking danger to the public, environmental damage and negative press for your brand.

Well-trained and educated employees are critical thinkers, able to recognize potential shipping risks early and take preventative action to avoid accidents that could tarnish the company’s image. And when employees receive the right education on DG shipping, they feel empowered to deliver better service and stronger overall job performance. This also means they are less likely to make mistakes that result in disciplinary action, which also helps reduce employee turnover.

Here are three proactive steps to improve your compliance.

  1. Work with a DG specialist and ask for an assessment of your shipping operation. An assessment will help identify deficiencies that could lead to errors and violations. It will also identify your modal training needs. Even if the assessment results in No Deficiencies, you will have peace of mind in your operation.
  2. Create a corrective action log and commit to it. This shows your due diligence and allows your quality management system to become engaged. It also proves to any federal auditor to you are actively working on a solution to a problem they’ve identified. For example, consider installing DGIS, a hazmat shipping software, to avoid paperwork errors.
  3. Train your employees to the regulations and to the processes you’ve established. Audit your processes twice a year and try to poke holes in them with different scenarios.

The post Global Supply Chain Strategies: Certain Uncertainty appeared first on Inbound Logistics.

]]> For supply chain and logistics professionals, “uncertainty is the devil,” says Alan Amling, a professor in the Global Supply Chain Initiative at the University of Tennessee, Knoxville.

A lack of stability makes it difficult to reach informed short-term decisions, let alone long-term, larger investments in physical locations or supply networks, where the economic implications extend beyond the next election cycle.

Yet, uncertainty is the only certainty for the foreseeable future, Amling says, given the frequency of natural disasters, a fluctuating geopolitical environment, and evolving immigration regulations.

But there’s a bright spot: Even amidst the uncertainty, people will continue to need things and companies will continue to make and distribute products.

While the specific disruptions and politics will change, supply chain professionals confront the same basic challenges they’ve always faced: reducing costs, minimizing risk, and improving customer service, says Richard Thompson, international director, supply chain and logistics with JLL.

To meet these challenges and thrive in today’s fluctuating global supply chain environment, several attributes are critical. Companies need a strong understanding of the practical impact of geopolitics, a diversified supplier base, and a robust trade platform.

Outsourcing Costs Rise

Global trade and transportation is becoming more uncertain for many businesses.

Global trade and transportation is becoming more uncertain for many businesses due to increased geopolitical tensions, tariffs and trade barriers, and lengthening supply chains.

The decision by many American companies to outsource manufacturing has contributed to today’s challenges. Over the past four decades, China has become the greatest manufacturing hub in human history, says Nick Vyas, founding director of the Global Supply Chain Institute at the University of Southern California. Producers and consumers saved money, but supply chains became less resilient and less able to respond to uncertainty.

The current geopolitical environment adds to the concerns. For U.S.-based companies, the proposed tariffs threaten to boost costs, while any retaliatory tariffs will also impact demand, says Srini Rajagopal, vice president, logistics product strategy with Oracle. The war in Europe also impacts supply chains, as Ukraine exported components some manufacturers need for production.

Questions around immigration policy in the United States also keep supply chain professionals up at night. Depending on the changes implemented, it’s possible several million people will exit the work force, Rajagopal says.

The Endless Aisle

Online shopping, which has given rise to endless aisles of products, also changes global supply chains, says Kimberly Reuter, CEO of CSG Consulting. Rather than a hub-and-spoke structure, a company might source directly from a manufacturer, or have an order arrive pre-packaged and then ship it to the consumer.

This means the customer experience, including delivery, starts at the product’s origin. Few customers differentiate between the product and the supply chain, Reuter says. Instead, many will penalize the manufacturer if, for instance, an item arrives late.

The End of De Minimis?

The $800 de minimis value—the maximum amount before duties are assessed on most packages coming into the United States—remains in effect as of mid-February 2025, but could change. Lowering this number has been a topic of conversation among policy makers in the United States for years.

While the regulation’s original purpose was to allow travelers to bring back personal goods, the de minimis exemption has been used for many ecommerce shipments, Reuter says. More than one billion packages each year fall under the $800 amount, the Congressional Research Service found.

Any significant, sustained change to the threshold will impact not just consumers, but Customs officials, who will have to obtain more information on all these packages. That will require new technology and processes, as well as time to implement, Reuter says.

The Right Side of Change

The various changes impacting global supply chains are neither good nor bad in themselves. “It depends what side of it you’re on,” Amling says. “If you’re on the wrong side of it, get on the right side.”

Start with people. Ensuring a global supply chain organization is on the right side of the changes begins with people. No amount of technology or money will compensate for supply chain leaders who aren’t able to manage through the current disruptions, says Omar Kazzaz, with Kazzaz Advisory Group. Effective supply chain leaders are proactive, and understand geopolitics and strategy.

They also have “an impeccable ability to connect the dots,” he says. That is, they need to be able to understand how events occurring on the other side of the world, such as a disruption in a trade route, can impact their own supply chains.

These professionals also need to connect with suppliers, forwarders, and other business partners who are similarly proactive and insightful. When a business hits a bottleneck, it’s only a matter of time before the impact ripples out to its partners, Kazzaz says.

Remove silos. Having the right people will be of little value if few understand the company’s strategy or decisions. About 35% of the friction in supply chains today is waste resulting from siloed data and information, Vyas says. Many companies hesitate to share information with suppliers and customers due to a lack of trust.

“I’ve seen cases where they don’t even share the data within a department,” he says. The lack of visibility can hamper decision-making and lead to unproductive actions.

Communication between computer systems, as well as between systems and people, is also essential. These connections help ensure one accurate version of the truth.

Private trading networks, an emerging technology, enable partners to share information while limiting what each can see.

“They achieve that collaboration without giving away the jewels,” says Jonathan Colehower, managing director with the global supply chain practice of UST, a provider of digital solutions.

Organizations that share information, particularly in multi-tier supply chains, can learn of potential problems before they spiral beyond control. The company championing use of a private trading network may need to help its partners, especially smaller ones, implement it.

The ability to pivot. In today’s environment, the ability to leverage change as an opportunity is a major competitive edge, says Don Hicks, CEO of Optilogic, a supply chain company.

This requires the ability to create options that allow an organization to pivot, Amling says. Artificial intelligence can help supply chain organizations develop options and assess their impact so they can react quickly and intelligently to changes.

For instance, a U.S. automaker may engage in scenario planning to identify the potential impact of measures to address tariffs, such as moving a plant from China to Vietnam.

Resilience enables organizations to absorb adversity, says Michael Zimmerman, partner in the strategic operations practice with Kearney, a global consulting firm. It comes from redundancy, such as extra inventory and productive capacity, and multiple supplier and logistics partners.

Agility builds on resilience by using these attributes to quickly adapt to disruption, Zimmerman says. For example, a company may work with a partner to shift to a new logistics route and avoid delays.

Modern supply chain technology. Trying to make informed, timely decisions in a dynamic supply chain environment without robust technology is becoming difficult, Rajagopal says.

A modern technology platform should be able to connect the supply chains of the company and its suppliers, providing a digital thread across entire transactions. The platform should also provide a system of record, visibility to the goods in the chain, and the ability to address challenges and exceptions before they balloon.

The platform’s forecasting ability should help determine the amount of warehouse and transportation capacity needed. It also should identify opportunities to save money by, for instance, identifying transactions eligible for any benefits from trade agreements, Rajagopal says.

Sourcing and product design. As companies look for new sourcing options, procurement—historically, a support function—is shifting to a more strategic role. “Today, procurement has a seat at the strategic table, all the way up to the C-suite,” says Priya Anand, director of logistics services at Jabil, a provider of supply chain solutions.

Procurement leaders are driving new investments in supply partners, as well as dual- or multi-sourcing strategies that can mitigate risk and help their companies get ahead of disruption, she adds.

Product design can also minimize the risk companies will be subject to a tariff or run afoul of regulations, Colehower says.

For example, apparel producers often are restricted from importing cotton from certain parts of the world, such as the Uyghur region in China. Technologies including AI can help them redesign their products with alternative materials.

Rethink the Distribution Network. When designing distribution networks for today’s global environment, the real estate phrase “location, location, location” doesn’t apply. Instead, it’s about “proximity, people and power,” says Thompson. Companies need proximity to inbound suppliers, outbound customers, and labor, as well as power.

For example, if a company shifts sourcing from China to India, its products may arrive at the East Coast ports in the United States, rather than the West Coast ports. The distribution network will need to consider both the inbound and outbound product flows.

Rather than move fully finished products near the consumer market, companies may bring their products in an unfinished state and postpone final production, Colehower says. So, a company might make a basic printer and postpone final assembly of the power supply until it’s in the market, given differing electrical outlets between countries. This limits the investment in inventory, protects against market risk, and improves production throughput because the focus is on one size and/or style.

The Question of Nearshoring

Automation image

Automation has driven job losses in manufacturing, but it may also help bring jobs back in less labor-intensive industries such as automotive, aerospace, and semiconductors.

Will the current supply chain disruptions accelerate U.S.-based companies’ interest in nearshoring or reshoring? Experts are divided.

To be sure, the closer products are made to end consumers, the less time and money spent transporting them, and the less risk of disruption. “This sort of shift back to regionalized sourcing and manufacturing makes all the sense in the world, regardless of tariffs, regardless of a pandemic, regardless of geopolitics,” Thompson says.

If America can work productively with Mexico and Canada, the three countries together could become a robust force and reduce their reliance on China and Southeast Asia, Reuter says. At the same time, “it takes a little while to turn the ship,” she adds.

Moreover, labor shortages and a lack of manufacturing knowledge may mean it’s not viable to produce many products in the United States. “You can’t just bring someone from the street and say, ‘Start making this tomorrow,’” Kazzaz notes. Reshoring on a major scale won’t happen.

Many of the job losses in manufacturing over the past few decades have been due to automation, rather than globalization, Amling notes. Ironically, automation may help bring jobs back in industries that are less labor-intensive and automated, like automotive, aerospace, and semiconductor manufacturing.

“It’s through modern automation solutions that the United States can regain our manufacturing mojo in select industries,” he says.

Keep an Eye on the Basics

Tactics such as adding buffer stock and diversifying suppliers boost the resilience of global supply chains, yet they also increase costs.

“You need to be very measured and very balanced about how you execute these initiatives, or you will end up going out of business the old-fashioned way, which is by being uncompetitive,” Amling says.

Because even solutions to today’s global supply chain challenges can introduce new challenges, no problem is ever permanently solved. Instead, supply chain organizations must continually evaluate multiple scenarios and prepare contingency plans.

As Kazzaz notes, “Supply chain managers are never done.”

Pergolux’s Transparent, Global Supply Chain

Pergola company Pergolux photo.

By sourcing and operating in multiple locations around the world, pergola company Pergolux is able to offer personal customer service and quick delivery at an affordable price.

Pergolux designs, makes, and offers pergolas in more than a dozen countries, including the United States. It leverages a China+ strategy, with factories also in Poland and Vietnam, as well as some operations in the United States, says Tim Heneveld, country director with the Norway-based firm.

With an eye on tariffs, Pergolux began shifting some operations from China more than one year ago, Heneveld says. The company also began making strategic purchases to minimize the impact of future tariffs.

Pergolux also continually evaluates adding suppliers or manufacturing facilities. As the cost of relying on others and operating a diverse supply chain increases, it may make sense to consider boosting internal sourcing and manufacturing capabilities, Heneveld says.

Artificial intelligence is helping Pergolux with everything from demand planning to warehouse layouts. “With data-centric information, AI can really help and save a lot of time and analytical manpower,” he adds.

As important, Pergolux is transparent about its diverse supply chain. By sourcing and operating in multiple locations, while monitoring and auditing for sustainable manufacturing practices, Pergolux is able to offer a premium product at an affordable price.

“That transparency,” Heneveld says, “is what the consumer is reliant on.”

Dangerous Goods Shipping: Make Certain You are Compliant

By Erin Gaul, Senior Consultant, Labelmaster

Dangerous Goods image.

Here’s a hot take from someone who has worked in dangerous goods (DG) for 30 years: the secret to maintaining a strong compliance function is simple—employee education and training. A well-trained and confident workforce means a safer supply chain and a more compliant and profitable company.

To build a knowledgeable workforce that takes ownership of safe practices, companies should:

  • Invest in employee training. DG shipping can come with high pressure situations that require serious accountability. Regular education on regulations ensures compliance and builds confidence within teams, allowing them to shine.
  • Develop the right DG leaders. Appointing a knowledgeable DG ambassador within your organization helps drive best practices and fosters an ongoing culture of compliance.
  • Provide hands-on learning. Practical experience with modern DG tools and technologies helps teams stay ahead of regulatory changes and industry advancements. This also increases employee satisfaction and reduces overall stress, as employees will feel that they are properly equipped to understand shipping requirements.

Shipping incidents—such as leaking packages, improper labeling or packaging failures—can result in serious safety hazards. We’re talking danger to the public, environmental damage and negative press for your brand.

Well-trained and educated employees are critical thinkers, able to recognize potential shipping risks early and take preventative action to avoid accidents that could tarnish the company’s image. And when employees receive the right education on DG shipping, they feel empowered to deliver better service and stronger overall job performance. This also means they are less likely to make mistakes that result in disciplinary action, which also helps reduce employee turnover.

Here are three proactive steps to improve your compliance.

  1. Work with a DG specialist and ask for an assessment of your shipping operation. An assessment will help identify deficiencies that could lead to errors and violations. It will also identify your modal training needs. Even if the assessment results in No Deficiencies, you will have peace of mind in your operation.
  2. Create a corrective action log and commit to it. This shows your due diligence and allows your quality management system to become engaged. It also proves to any federal auditor to you are actively working on a solution to a problem they’ve identified. For example, consider installing DGIS, a hazmat shipping software, to avoid paperwork errors.
  3. Train your employees to the regulations and to the processes you’ve established. Audit your processes twice a year and try to poke holes in them with different scenarios.

The post Global Supply Chain Strategies: Certain Uncertainty appeared first on Inbound Logistics.

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