A top automotive manufacturer needed a more efficient way to move heavy, high-volume freight from its suppliers in Asia and Europe to plants in North America. The company relied on airfreight to meet production timelines, but high costs and limited capacity made it difficult to keep up with demand.

As shipment volumes grew and more cargo required hazmat compliance, ocean freight became a better fit for select loads; however, standard ocean transit times were too slow to keep pace with the production schedule. The manufacturer turned to Ascent for a fast, lower-cost alternative to airfreight.

THE SOLUTION

Ascent recommended its Fast Boat service, a time-critical ocean solution with 8-17 day port-to-port transit.

Designed for freight that needs to move faster than standard ocean without the high cost of air, Fast Boat uses priority vessel space, optimized routing, and minimal dwell times to accelerate ocean shipments.

Starting on the Asia to North America lane, Fast Boat kept production moving with a 99% on-time delivery. Ascent also worked with the company to build a flexible shipping strategy that combined Fast Boat, airfreight, and standard ocean based on shipment urgency.

After early success, the program expanded to include Europe to North America, driving new efficiencies across the supply chain.

THE RESULTS

Fast Boat gave the manufacturer a reliable option that helped prevent costly line shutdowns and reduced transportation costs. By replacing a portion of airfreight with Fast Boat, the company saved millions without sacrificing the speed its supply chain depended on.

With the right mix of services in place, the team now has greater control and reliability over its logistics planning and can keep critical materials in motion.

Through a strong partnership with Ascent, the manufacturer turned a complex shipping challenge into a long-term advantage. Today, its supply chain is more cost-effective, flexible, and built to keep operations running on track.

To learn more:
info@ascentlogistics.com
800-614-1348
ascentlogistics.com

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As citizenM continued its rapid expansion across Europe, the United States, and Asia, the brand encountered logistics challenges that required a specialized solution. Their fully integrated approach to hotel development—spanning acquisition, investment, design, procurement, construction, and operations—meant they needed a logistics partner capable of scaling alongside them.

Key Challenges

• Global Supply Chain Complexity: citizenM needed a provider with international reach to manage inbound freight, customs compliance, warehousing, and delivery across continents.
• Supplier Order Management: Efficient coordination of supplier orders was essential to ensure each hotel received the necessary items on time.
• Inbound Freight Across Territories: citizenM required support managing freight from global suppliers into key markets—with customs clearance, storage, and onward distribution.
• Integrated Digital Solutions: A key requirement was a web shop integrated with citizenM’s ERP system, enabling hotel teams to place stock orders with ease.
• Logistics & On-Time Fulfillment: A reliable logistics network was vital to ensure timely deliveries to hard-to-reach hotels.
• Pre-Financing & Invoicing Complexity: Managing costs and accurate invoicing across multiple properties was a challenge. citizenM needed a partner to streamline this.
• Hotel Launch Projects: citizenM needed a supplier to manage multiple hotel openings annually, including PO management, supply chain coordination, and kitting “Room in a Box” consignments to simplify new property setup.

How We Solved It

SEKO implemented a comprehensive 4PL solution—serving as a centralized control tower from its Windsor, UK office. This enabled seamless logistics management across North America and Europe, optimizing operations from procurement to final delivery. Key elements of SEKO’s solution include:

• Centralized Supply Chain Control: SEKO’s Windsor-based team oversaw global supply chain activities, leveraging AI-powered demand planning to optimize inventory and shift from a manual push model to a predictive pull model.
• Automated Inbound Freight Management: SEKO handled supplier coordination, PO management, customs clearance, and shipment consolidation—automating workflows from PO creation to advance shipment notices.
• Strategic Warehousing: Facilities in Rotterdam and New Jersey were selected for their scalability and proximity to citizenM’s core markets.
• Last Mile Deliveries: SEKO ensured hotel deliveries met SOPs using urban-optimized delivery plans, tail lifts, and white glove service for fragile items.
• Integrated Digital Solutions: A custom website and Shopify Plus-powered webshop, integrated with citizenM’s ERP, allowed hotel teams to place and track orders easily.
• Procurement Support: SEKO provided credit terms and processed payments for inventory purchases, streamlining invoicing and reducing administrative overhead.
• Hotel Launch Kitting: For new openings, SEKO managed six-month logistics plans and provided “Room in a Box” kits to simplify room setup.

citizenM now operates with a future-ready logistics model—scaling globally, reducing inventory costs, and improving delivery efficiency, all powered by SEKO’s agile and tech-driven approach.

To learn more:
hello@sekologistics.com
630-919-4800
sekologistics.com

The post Supporting a Hotel Brand’s Global Expansion and Complex Logistics Needs appeared first on Inbound Logistics.

Q. What concerns do shippers have in today’s climate of disruption and uncertainty?

A. The number one concern today is visibility. Whether it’s cost transparency, shipment tracking, or understanding service performance, companies are asking: “Where’s my freight, what’s it costing me, and is my provider being fair?” This concern is especially urgent in times of uncertainty. Delays, tariffs, and other disruptions now shape the everyday environment. That’s where the Outrun the Bear™ mindset comes in—a framework for staying ahead, not just surviving.

Q. What does it mean to Outrun the Bear—and how do you do it?

A. The name comes from an old adage: if you encounter a bear, you don’t need to be the fastest person in the woods—you just need to be faster than the next guy. In supply chain terms, the bear is disruption. The companies that stay ahead respond faster—with clarity, confidence, and agility.

The Outrun the Bear™ mindset is built around four strategic reflexes:

Know Your Cost
Without visibility into true cost-to-serve, margin erosion often goes unnoticed. Gaining a detailed understanding of spend—by customer, lane, frequency—equips teams to make efficient decisions and avoid surprises.

Use Insights that Trigger Action
Insight without action is just observation. The value lies in turning data into direction—closing the gap between identifying issues and addressing them.

Cost-to-Serve Sequencing
This is where Routing as a Service Plus™ (RaaS+™) comes in, NT Logistics’ people-powered model for route sequencing and delivery optimization. And let’s be clear: this isn’t about choosing carriers or building routing guides. RaaS+™ means delivery planning, sequencing, and refinement are managed by NT’s logistics experts—focused on geography, volume, time windows, urgency, and equipment.

Build Adaptive Muscle
Conditions change. Organizations with flexible processes—ones that allow for intentional adjustments and quick pivots—are better equipped to weather disruption and maintain performance.

Q. Can NT Logistics help companies put these reflexes into action?

A. Yes, through people-powered execution. Technology supports the process—but experienced teams, informed by data and grounded in operations, are what turn visibility into results. Bringing the Outrun the Bear™ mindset to life means applying that mix of insight and responsiveness where it matters most.

This includes:

• Actionable visibility to cost trends, tracking data, and performance gaps.
• Proactive communication.
• Expert-driven route sequencing (RaaS+™) to reduce waste and improve asset use.
• Continuous refinement through network analysis and feedback loops.

The goal isn’t to eliminate disruption—it’s to stay ahead of it. The bear is always out there and the companies that outrun it are the ones who never stop moving.

The post Outrun the Bear™: Building a Smarter Response to Supply Chain Disruption appeared first on Inbound Logistics.

Q. How are companies adapting their supply chains to current conditions?

A. In today’s market, companies are reshaping their supply chains to boost resilience and efficiency amid disruptions like geopolitical tensions, inflation, and shifting demand.

A key focus is diversification, with firms reducing reliance on single regions by expanding supplier networks across multiple countries. Many are also nearshoring or reshoring operations to cut lead times and minimize risks. Digital transformation plays a crucial role, as AI and predictive analytics optimize inventory and demand forecasting, while IoT and blockchain enhance real-time tracking. Automation, including robotics in warehouses, is streamlining operations and reducing labor dependence.

Inventory strategies are shifting from just-in-time (JIT) to just-in-case (JIC), with businesses stockpiling critical components to avoid shortages, alongside multi-sourcing for backup options. Agile logistics is another priority, with companies adopting multi-modal transport to bypass bottlenecks and setting up regional hubs for faster distribution. Collaboration with suppliers is deepening to improve risk management, including stress testing for potential disruptions. Companies with strategic regional warehouses leveraging expertise and cutting-edge technology will be the keys to successful supply chains.

Q. How are shippers taking advantage of multi-modal solutions?

A. Shippers are increasingly adopting multi-modal solutions to enhance flexibility, reduce costs, and mitigate disruptions in global supply chains. By combining rail and road transport, they avoid over-reliance on a single mode. By combining multi-modal solutions with cross-dock, consolidation, warehouse, and fulfillment programs, shippers can take advantage of operational efficiencies and cost savings within their supply chain.

For example, companies are shifting from all-road routes to intermodal to take advantage of the truck-competitive transit times, manageable costs, and sustainability factors. Digital platforms and real-time tracking help shippers dynamically switch modes based on disruptions, demand shifts, or cost fluctuations. Shippers that partner with a solutions provider that has expertise across modes see more resilient, cost-optimized results within their supply chain which can adapt quickly to real-world volatility.

Q. How has technology played a factor?

A. Technology enhances visibility, efficiency, and agility. AI and machine learning optimize routes, predict demand, and automate inventory management, reducing waste. IoT sensors track shipments in real time, while blockchain ensures transparency in multi-tier supplier networks. Cloud-based platforms enable seamless collaboration across global partners, and robotics automates warehouses for faster fulfillment. Advanced analytics help companies assess risks and switch logistics modes dynamically.

From predictive maintenance to route planning, technology enables smarter, faster, and more resilient supply chains, turning data into a competitive advantage. Companies that invest in and enhance their technology provide shippers with insights and visibility that can make a meaningful impact on their business.

Hub Group’s transportation and logistics solutions provide businesses with the tools, expertise, and innovative strategies needed to thrive in today’s competitive landscape. From intermodal to brokerage to cross-dock efficiency, retail consolidation, and fulfillment, our comprehensive services drive performance, reduce costs, and deliver measurable results for our customers’ supply chains.

The post Adapting Your Supply Chain to Mitigate Risk and Volatility appeared first on Inbound Logistics.

Within the life sciences and pharmaceuticals industries, the demand for cGMP-compliant, state-of-the-art warehousing space has grown immensely over the past decade. The implementation of the Drug Supply Chain Security Act (DSCSA) and the need for serialization of product has created a bigger demand for solution providers to be able to handle larger volumes of data than ever before.

As the industry evolves in such a short amount of time, the challenge for solution providers becomes how to prioritize upgrades to their technology offerings in order to accommodate client needs and industry demands.

THE SOLUTION

As a third-party logistics provider, MD Logistics provides warehousing and fulfillment services to clients within the life sciences and pharmaceuticals industries. With nearly 30 years of experience as a 3PL within these industries, the team at MD Logistics has witnessed, first hand, the changes the industry has undergone in the past decade.

Understanding that in order to continue to offer best-in-class solutions, evolving with their clients’ supply chains and the industry is imperative. As technology and business processes become less efficient, they must be upgraded. But, how do you prioritize which upgrades to make?

Client Buy-in. The MDL leadership and operations teams conduct regular client business meetings to discuss current initiatives and future business growth. Meeting regularly ensures the MDL team remains ready to anticipate client growth with enough time to respond in an appropriate manner. An upgraded smart conveyor system was born out of a need to absorb rapid client growth for the MDL team. This conveyor system enables the operations team to reduce touches to product and realize increased throughput, allowing the MDL team to handle current business and scale to accommodate future need.

Operational Improvements. By adding finger scanners, collaborative robots, and pick-to-light systems, MDL was able to bring increased efficiency across multiple warehouse environments. This was done by reducing training time, which led to higher employee retention, and minimizing unnecessary walking to and from pick zones, which allowed employees to remain actively engaged in outbound order processing. These investments also created more seamless pick processes by utilizing finger scanners and collaborative technologies, thus eliminating the need to use a larger RF device. All three of these investments led to lower picking errors and higher throughput for clients.

Industry Regulations. The DSCSA regulation created the need to be able to store large amounts of serialized data throughout the supply chain. With the volumes of data now being handled on a daily basis by 3PLs, a robust warehouse management system (WMS) and track and trace serialization tool are required. The MD Logistics team not only had to ensure they had a WMS solution in place, but also had an appropriate data storage solution to ensure they were able to handle the large amounts of data which now had to be captured.

Warehouse upgrades are a necessary expense for 3PLs who want to remain relevant within the industry. Knowing which upgrades to prioritize over others is imperative.

If you are looking for a leading 3PL provider within the life sciences and pharmaceuticals industry, reach out to the MD Logistics team today.

To learn more:
info@mdlogistics.com
317-838-8900
www.mdlogistics.com

The post Prioritizing Technology Upgrades in a Multi-Client Warehouse Environment appeared first on Inbound Logistics.

When it comes to 3PL contracts, not all pricing models deliver the same results. And as supply chains evolve with the times, so should the commercial models that underpin them. Increasingly, logistics leaders are turning to pay-for-performance or activity-based pricing as a more effective way to align incentives, reduce waste, and drive continuous improvement. 

A performance-paid or activity-based pricing model aligns your costs directly with your throughput: cases picked, pallets moved, trailers loaded. Your costs are structured around work performed rather than hourly estimates. That simple difference can transform your cost structure and your bottom line.

Cost-Plus: Familiar, But Flawed

Cost-plus, often implemented as an “open-book” agreement, may offer transparency—but it rarely guarantees efficiency. Because costs are largely fixed, the model lacks built-in motivation for productivity gains. If volumes dip, costs don’t necessarily follow. And if performance suffers, the customer often absorbs the risk.

In a cost-plus environment, labor inefficiencies, absenteeism, or even poor process design can go unaddressed because the financial incentives don’t push toward improvement. That can be a costly blind spot, especially in operations where demand is variable or margins are tight.

Pay-for-Performance: Aligned and Accountable

By contrast, a pay-for-performance model, often called cost per unit or activity-based costing, shifts the focus from inputs to outcomes. Customers pay a pre-agreed rate per activity—per case picked, pallet moved, or trailer loaded—tying costs directly to throughput, so labor costs flex with your volume. Labor is compensated based on output, not attendance, and performance is measured using engineered standards.

This structure builds accountability from the ground up. When workers are paid based on how much they produce, efficiency becomes a shared priority. From the floor to the management team, everyone is incentivized to hit targets, reduce errors, and continuously improve.

Real-World Advantages

In environments that have transitioned from hourly labor to activity-based compensation, the improvements are often dramatic. Companies have reported reductions in overtime, better order accuracy, and measurable decreases in product damage.

Perhaps even more importantly, performance-based models bring agility. As demand fluctuates due to seasonal peaks, promotions, or market shifts, activity-based pricing automatically scales with volume. This flexibility reduces the need for overstaffing during slow periods and mitigates the chaos of last-minute hiring during surges.

Choosing the Right Model

Gartner’s research echoes this: while cost-plus and closed-book models work for steady, predictable volumes, variable and activity-based pricing unlock real value for dynamic operations. In an environment where every dollar matters, paying for productivity drives structural cost reduction and continuous improvement.

When to Consider a Pay-for-Performance Model

Pay-for-performance isn’t a fit for every operation. It works best where:

• Volume is variable and throughput is measurable
• Clear performance standards can be defined
• Data systems can support real-time tracking
• All parties are aligned on shared goals

For operations seeking greater cost control, improved service levels, and a culture of accountability, pay for performance offers a compelling alternative to legacy pricing structures.

Rethinking the 3PL Relationship

Ultimately, a pay-for-performance model isn’t just about pricing; it’s about partnership. It turns the customer-provider relationship into a joint pursuit of operational excellence. When incentives are aligned and results are measured, performance becomes a mutual priority—not just a contractual obligation.

In today’s high-stakes supply chain, that alignment can make all the difference.

From performance-driven labor solutions to warehouse management, high-touch transportation, and last-mile fulfillment, Capstone Logistics offers a fully integrated suite of solutions underpinned by a best-in-class technology and operating platform. Learn more at www.capstonelogistics.com 

The post The End of Cost-Plus: A Legacy Pricing Model in a High-Performance Supply Chain appeared first on Inbound Logistics.

From e-commerce fulfillment centers to pharmaceutical distribution hubs, operations are adopting high-density storage to gain flexibility, reduce picking time, and defer costly facility expansions. These systems are proving that smarter storage can unlock more capacity, without touching the footprint.

Why Space Optimization Matters More Than Ever

For decades, the conventional response to warehouse growth was simple: add more shelving or expand the facility. But that approach is getting harder to justify. Industrial vacancy rates are shrinking in many regions, and costs for new construction are escalating. In high-demand markets, even finding a viable expansion site can take months.

At the same time, product lines are getting more complex. A growing SKU count means more inventory to manage, often in the same amount of space. Layer on rising labor costs, regulatory pressure, and consumer expectations for faster delivery, and it’s clear that the traditional warehouse model is reaching its limits.

This is why space optimization has become a strategic imperative. Warehouses are shifting from a horizontal to a vertical mindset. They’re asking, “How can we get more out of what we already have?”

That’s where high-density storage systems come in. By using automated technologies that leverage vertical space, facilities can dramatically increase storage capacity, reduce wasteful movement, and improve accuracy without expanding their footprint.

Companies like Vertical Storage USA are helping warehouses unlock this potential through customizable systems that integrate with existing workflows, whether in fulfillment centers, food processing plants, or aerospace parts storage.

Understanding Vertical Lift Modules

At the heart of many high-density storage strategies is the Vertical Lift Module. A VLM is a dynamic storage tower that automatically retrieves trays of inventory and delivers them to a centralized access point at waist height. Items are scanned into the system, and the machine stores each tray based on its height, optimizing space with each cycle.

Unlike traditional shelving, which requires wide aisles and extensive walking, VLMs are compact and bring the inventory to the worker. That makes them faster, safer, and significantly more space-efficient. In many applications, they reduce floor space usage by up to 90% compared to static shelving.

But the benefits go far beyond footprint. VLMs improve inventory visibility by integrating with warehouse management systems (WMS), allow for secure access control, and can be configured for temperature-sensitive or clean-room environments. From production lines to fulfillment centers, they adapt easily to existing operations.

If you’re considering customizable systems that integrate with existing workflows, VLMs offer a flexible, modular foundation for long-term efficiency.

The Role of Automation in Labor-Constrained Environments

One of the biggest challenges facing warehouse leaders today is labor. It’s not just about rising wages — many facilities are struggling to find qualified workers at all. Turnover rates remain high, and training new staff takes time and resources.

High-density storage systems help relieve that pressure by automating repetitive tasks and simplifying workflows. Instead of sending workers across a warehouse with a pick list, a VLM delivers the required items to a single ergonomic access point. The result: faster order fulfillment with fewer people.

This also leads to less fatigue and fewer injuries. VLMs eliminate the need for ladders, forklifts, or repeated bending and stretching. They reduce the physical strain of warehouse work, which not only improves employee satisfaction but also expands the talent pool by making roles more accessible.

In some industries, like medical device distribution or aerospace maintenance, the reduction in error rates is just as valuable as the labor savings. With pick-to-light guidance, barcode scanning, and inventory tracking built into the system, VLMs help ensure every item goes exactly where it needs to go, when it needs to get there.

Where VLMs and High-Density Storage Deliver the Most Value

Not every product or workflow is a good fit for high-density storage. But in the right environment, these systems can dramatically improve performance. Industries seeing the strongest ROI from VLM adoption include:

• Aerospace and defense: Manage thousands of critical spare parts with high accuracy and quick retrieval times.
• Manufacturing and assembly: Store components, tools, and fasteners near the point of use without cluttering the floor.
• Healthcare and pharma: Maintain strict access control, traceability, and cleanliness for medical inventory and supplies.
• Retail and e-commerce: Increase order picking speed and SKU density without expanding warehouse space.
• Food and beverage: Store packaging and specialty ingredients in clean, organized environments with optional temperature control.

These industries rely on efficient space utilization and fast, accurate inventory movement—two areas where high-density storage delivers significant value.

Implementation Considerations

Adding VLMs or other high-density systems to a warehouse isn’t just about installing new equipment, it’s about rethinking how inventory is handled and how workflows are designed. Before implementing a system, it’s important to evaluate:

• Ceiling height: VLMs often require 16 to 40 feet of vertical clearance.
• Floor load capacity: Because VLMs concentrate weight in a small footprint, floors may need reinforcement.
• Inventory profile: Not all SKUs belong in a VLM. Start with small, fast-moving, or high-value items.
• Software compatibility: WMS and ERP integration ensures the system works seamlessly with existing inventory systems.
• Change management: Clear communication and training help teams adapt quickly to new technology.

Companies like Vertical Storage USA provide design consultations, CAD layouts, and project management support to help operations get the most out of their investment.

Maximizing Performance with a Layered Storage Strategy

High-density storage doesn’t replace every racking system in a facility, but it can transform the most constrained areas. Many successful implementations use a layered approach: fast-moving parts go into VLMs, bulk goods remain on pallet racking, and seasonal or slow-turn items are stored offsite or in less accessible zones.

This hybrid strategy ensures that the highest-value inventory is stored in the most efficient format, while lower-priority goods still have a place. It also allows companies to adapt over time. As SKUs grow or shrink, storage zones can be reassigned, trays can be reconfigured, and additional towers can be added without starting over.

In this way, high-density storage becomes not just a space-saver, but a scalable infrastructure for long-term warehouse performance.

Calculating ROI and Long-Term Value

The payback period for a VLM or similar system depends on the operation, but many businesses recover their investment within 12 to 18 months. Key drivers of ROI include:

• Space savings (often delaying or avoiding expansion)
• Reduced labor hours for picking and replenishment
• Improved inventory accuracy and fewer mis-ships
• Increased throughput using the same or fewer employees
• Lower injury risk and insurance costs

To help visualize savings, Vertical Storage USA’s free ROI calculator allows companies to input their facility metrics and generate a tailored estimate. This tool has proven useful in building internal business cases, especially when justifying capital investments to finance teams.

Beyond hard numbers, companies also cite intangible benefits: cleaner warehouse layouts, improved employee morale, more consistent order performance, and easier onboarding for new staff.

Storage as a Strategic Asset

In a fast-moving supply chain environment, warehouse storage can’t be static. It must flex with product lines, scale with demand, and support rapid shifts in operations. That’s why high-density storage systems are gaining attention—not just as equipment, but as strategic assets.

By reclaiming vertical space, increasing automation, and improving access to inventory, these systems do more than solve today’s space problems. They create infrastructure that supports growth, agility, and continuous improvement.

For many companies, VLMs are a stepping stone toward larger automation initiatives. For others, they’re a standalone solution that unlocks new capacity and speed. In either case, they represent a shift in how warehouses think about space—not as a fixed limit, but as an opportunity to grow smarter.

Conclusion: Rethinking the Role of Storage

As warehouse and distribution leaders confront rising costs, labor constraints, and operational complexity, one thing has become clear: you can’t scale tomorrow’s supply chain with yesterday’s storage model.

High-density systems like vertical lift modules help reimagine what’s possible within the same four walls. They don’t just store more in less space; they reduce pick times, enhance worker safety, improve accuracy, and support long-term scalability.

Whether your operation is outgrowing its footprint or simply seeking a more efficient way to manage inventory, the answer might not be found in a new building. It might be sitting just above your head.

Interested in getting started? Contact Vertical Storage USA to schedule a layout consultation or explore available inventory today.

The post Do More With Less: How High-Density Storage Is Reshaping Warehouse Efficiency appeared first on Inbound Logistics.

Safety Isn’t One Size Fits All

For safety practices to be truly effective, they should be a good fit for both carriers and shippers. But with so many different types of freight, and practices and policies that vary from company to company and carrier to carrier, in addition to federal and state regulations, finding a good fit can be challenging.

That’s why an integrative approach, like Landstar’s Mutual Understanding of Safety Together or M.U.S.T. customer program, is so often the right choice for many shippers.

With M.U.S.T., safety practices are customized to fit the shipper, instead of squeezing the customer into a one size fits all program.

Mutual

To put the mutual in M.U.S.T. we often start with a discussion about Landstar’s safety culture and how we aim to provide a shipper with the best, safest, most secure transportation available. But it’s not about us. We open a dialog with the customer on their safety goals, practices, and possible solutions.

Understanding

A round table collaboration can be quite effective in loss prevention. We believe there are no secrets in safety and appreciate the opportunity to share our perspectives, experience, and data. But to fully understand each unique situation, sometimes the meeting is moved outside, into the shipping environment.

During a M.U.S.T. customer visit, Landstar safety team members, the Landstar agent, and shippers may examine product loading/unloading and securement to determine the best way to ensure the product is properly prepared for transit for an on-time, damage-free delivery.

Safety

Collectively, the carrier and customer work toward solutions, or agree that the practices in place are in the best interest of everyone involved. Often the result is either standardizing those safety practices and implementing them at the customer’s other locations or may be as simple as clarifying existing processes and practices.

Together

Whatever the resulting solutions are, both the customer and the carrier have a stake in the safety protocols, making compliance or adherence to the self-imposed actions much more likely to be effective.

With M.U.S.T., no two visits are the same, because no two customers or shippers are exactly alike. So, while the particulars may be different, the results are the same—safety as a service.

M.U.S.T. serves both the customer and carrier in working to achieve their common goals of improved safety practices, reduced accident risk, and claim-free delivery. But working together also strengthens the safety bond, creating lasting dialogue and relationships.

Adopting integrative safety programs like M.U.S.T. often lead to the expansion of safety practices within multiple customer locations, growing a safety culture, and making more people safer than before—and that’s an advantage for everyone in the industry.

A collaborative approach, like the M.U.S.T. customer program, involving the carrier, freight agencies, and customers to formulate and implement safety solutions has been a part of the way Landstar operates for more than 25 years.

The post For a Competitive Edge, Safety Is a M.U.S.T. appeared first on Inbound Logistics.

Although Hawaii is one of the most remote island chains in the world, the state’s nearly 1.5 million citizens are not so remote from the circumstances of everyday American life that they do not want and need the same staples that everyone who lives on the mainland does.

Fortunately for those who live and work in Hawaii—including those working in its approximately 135,000 businesses—leading logistics providers navigate the delivery of goods to and from the islands with a level of efficiency that complements the state’s comfortable ambiance.

While this necessitates handling shipping challenges that in some ways are more difficult than those in the other states, technological advances and fleet improvements combine to give logistics professionals the tools they need to make it all work.

Enhancing their efforts is a transportation infrastructure that includes a substantial network of airports, ports, and highways to help facilitate logistics operations and fuel economic growth. The network includes five international airports, nearly 2,500 miles of roads and highways, and 10 commercial harbors. The state relies heavily on maritime transport for both inter-island and international shipments, with Honolulu Harbor being the largest in terms of tonnage.

By Air or By Sea: Infrastructure Upgrades Abound

Hawaii’s primary airports are Daniel K. Inouye International Airport (Oahu); Kahului Airport (Maui); Lihue Airport (Kauai); Hilo International Airport on the east side of the Island of Hawaii; and Ellison Onizuka Kona International Airport, the primary airport on the Island of Hawaii, located in West Hawaii at Keahole.

An airport modernization program established by Gov. Josh Green is designed to enhance Hawaii’s visitor and traveler experience as well as transform the state’s airports into distinctive, functional, world-class facilities.

The goals of the modernization program, developed in close cooperation with airlines and other visitor-industry partners, include expanding capacity, improving safety and efficiency, creating jobs, and integrating sustainability principles.

In 2025, the Hawaii Department of Transportation (HDOT) announced that the state’s airports system raised $849 million in bond financing to fund approximately $600 million of essential projects to upgrade and expand airport infrastructure, including runway repairs, terminal renovations, security enhancements, and construction of new facilities. The funding program also provides for refinancing $233 million of existing debt, generating more than $23 million in interest cost savings. The transaction represents the largest bond issuance for the airports system in its history.

Meanwhile, Hawaii’s ports build on their long history as vital links in the supply chain. Maritime commerce grew rapidly following Hawaii’s establishment as a U.S. state in 1959. Harbor construction, dredging, and landfilling activities continued in order to accommodate increasing demands for goods and other essential materials.

The statewide harbor system consists of harbors at Honolulu, Kalaeloa Barbers Point, Hilo, Kawaihae, Kahului, Hana, Kaunakakai, Kaumalapau, Nawiliwili, and Port Allen. Honolulu Harbor functions as the port hub of Hawaii by receiving, consolidating, and distributing practically all overseas cargo shipments, as well as catering to passenger and fishing operations. These maritime operations provide the majority of basic necessities, including food, clothing, construction materials, fuel, and other essential supplies.

Today, efforts continue to maintain, develop, and plan for essential harbor infrastructure that supports maritime operations. HDOT’s Honolulu Harbor Master Plan Update is part of an ongoing strategic plan for the infrastructural development, terms of use, and optimization of the port and its facilities to best serve future cargo handling, storage, and distribution requirements, as well as non-cargo maritime operations and maritime support services.

Highway Highlights

Further strengthening Hawaii’s logistics infrastructure are the paved freeways, highways, and roadways that criss-cross the state’s six major islands. This includes four interstate highways located on Oahu.

Among highway improvements currently planned or in progress, of particular interest to logistics providers is the widening and construction of new retaining walls on the H-1 Freeway, Hawaii’s longest and busiest interstate highway. The highway runs east-west on Oahu, connecting Kapolei to Kahala. Crucial to its importance for logistics, H-1 links downtown Honolulu with Honolulu International Airport, military installations, and suburban areas.

Keeping abreast of Hawaii’s shipping enhancements on land, in the air, and at sea are logistics providers who specialize in navigating Hawaii’s unique infrastructure, understanding both its advantages and challenges.

Approved Freight Forwarders: Better and Better

Approved Freight Forwarders started more than 30 years ago serving the Guam market and has expanded to Hawaii and California, serving as a key link to the Pacific and around the world.

From the perspective of Approved Freight Forwarders, the logistics assets of Hawaii are steadily improving. “Over the past several years, we’ve seen continued investment in port infrastructure, improvements in shipping technology, and stronger integration with mainland supply chains,” says Eric Zybura, the company’s CEO and president.

“These advancements could lead to increased reliability and shortened transit times—both crucial for Hawaii’s unique supply chain ecosystem. Additionally, digital tools and enhanced tracking systems have brought better visibility to cargo movement, helping shippers make smarter, faster decisions.”

Approved Freight Forwarders, part of the DeWitt Family of Businesses, got its start more than three decades ago serving the Guam market and has since expanded to Hawaii and California, serving as a key link to the Pacific and all around the world. “One key factor in our success in solving our customers’ unique challenges is the relationship we have with our sister company, Royal Hawaiian Movers, the largest mover located in Hawaii,” Zybura says.

“Their skilled delivery and installation services give us an added layer of custom logistics solutions to offer our customers,” he adds. “We rely on them and their significant labor pool to offer unique and specialized white-glove delivery, installation, and other services.”

Approved Freight has mirrored the logistics improvements of the state itself. “As a company deeply rooted in Hawaii since 2006, we’ve built one of the most comprehensive freight networks in the islands,” says Zybura. “With terminals on Oahu, Maui, the Big Island, and Kauai, we offer true end-to-end service that few can match. We’ve made substantial investments in technology, including near real-time shipment tracking and digitized documentation processes that simplify the freight experience for customers.”

Deploying A Specialized, Localized Approach

Approved Freight also has optimized its inland-to-Hawaii consolidation services and invested in scalable infrastructure, including state-of-the-art warehouses in Honolulu and Los Angeles, to support faster throughput and better inventory management.

Hawaii’s geography is both its strength and its biggest challenge, Zybura notes. He cites port congestion, unpredictable weather, limited warehousing space, and inter-island logistics as among the major challenges.

“People may assume that Hawaii’s logistics are simply an extension of West Coast shipping,” Zybura says. “The reality is that Hawaii requires a specialized, localized approach; it almost requires a mixed international and local solution. Inter-island freight operations, local delivery nuances, and port-specific regulations create a logistics environment that’s quite distinct from mainland models.

“Another misconception is that service levels are lower or slower in Hawaii,” he adds. “In truth, providers like Approved Freight Forwarders have built highly responsive, customer-focused operations that rival—and often exceed—mainland standards.

“If you are able to get the logistics plan right, you can create a differentiated strategy to outpace competitors,” Zybura says. “At Approved Freight Forwarders we pride ourselves in creating customized logistics solutions to help our customers create those differentiated strategies.”

Zybura is optimistic about Hawaii’s continued importance in worldwide logistics. “Hawaii remains a vital link in the Pacific and a key market for mainland shippers,” he says. “As global trade patterns shift and ecommerce expands, Hawaii’s role as a strategic hub is only growing. Investments in technology and infrastructure—combined with the resilience of our local logistics community—position us well for the future.”

Lynden: Synergies of Service

The Lynden family of companies, including Aloha Marine Lines (AML), provides transportation and logistics solutions in Hawaii, Alaska, Canada, the Pacific Northwest, and around the world.

As the saying goes, “The whole is greater than the sum of its parts.” A strong case in point is Aloha Marine Lines (AML), a barge service company that is part of the powerful Lynden family of companies providing transportation and logistics solutions in Hawaii, Alaska, Canada, the Pacific Northwest, and around the world.

“In addition to barge service, we can provide air and ocean forwarding services to Hawaii, and trucking services throughout the mainland,” says Bret Harper, Aloha Marine Lines’ vice president of sales. “Our combined capabilities allow customers to have their freight picked up from suppliers on the mainland and shipped to Hawaii all by the same company, simplifying the entire process.

“If something needs to be delivered quickly, we can transport it via air or ship,” he adds. “If it’s less urgent, we can save the customer money by using our barge service. We call this service Dynamic Routing.”

The companies’ synergies add up to an approach that leverages their combined resources and expertise to ensure a seamless and coordinated delivery of goods, often across multiple modes of transportation on air, land, and sea. “We work together and can utilize all our services,” Harper explains.

The unique challenges of providing logistics services to and from Hawaii include navigating 2,400 miles across the Pacific Ocean, Harper notes, and then traversing the distances within and among the islands.

AML’s fleet of barges and specialized container equipment enables the company to overcome these challenges for both small and large shipments with efficiency and speed.

AML’s Makani Class barges, for example, measure 438 feet long and 105 feet wide, with a deadweight capacity of 16,900 tons. They are fitted with high binwalls, which help to keep freight secure while minimizing the amount of lashing needed for each voyage.

Lynden Logistics, also part of the Lynden family of companies, provides global freight forwarding. “You can have one point of contact anywhere in the world by tapping into Lynden Logistics,” Harper says. Lynden Logistics provides air and ocean freight forwarding, expedited ground freight services, customs brokerage, and other specialized services such as charters, barcode scanning and assembly, and distribution.

Providing Turn-Key Solutions

The assets and experience of AML and its partners enable the company to meet the challenges of the state’s unique and complex infrastructure. Recently, they have been called upon to assist in emergencies such as the Hawaii wildfires.

In late 2024, AML delivered the third barge load of modular units to Maui for a FEMA project supporting the Lahaina fire rebuild efforts. “We were glad we could assist in a small way with the ongoing Maui recovery efforts,” says Harper. “These barges were loaded with temporary housing units for displaced residents. We worked within tight deadlines and load requirements to move 83 modulars on trailers from Seattle directly to Kahului, Maui.”

Meanwhile, AML and Lynden Logistics are supporting the Navy’s Shipyard Optimization Program (SIOP) to replace Dry Dock 3 at Pearl Harbor. The project is a key investment for the Navy to increase capacity and modernize shipyards through upgraded dry docks, facilities, and new equipment.

“We view ourselves as logistics consultants,” Harper says. “We provide turn-key solutions that make the shipping process easy for customers.”

Honolulu Freight Service: Constancy of Change

Serving the Pacific for nearly 90 years, Honolulu Freight Service (HFS) moves shipments in a timely manner, providing visibility and shipment information over sea, land, and air.

Change is a constant in logistics, and Hawaii is no exception. The most successful logistics providers ensure their clients experience seamless delivery, especially as conditions evolve. Growth and innovation are strategies Honolulu Freight Service (HFS) has managed well as the freight forwarder serving the Pacific for nearly 90 years.

Its success has been displayed by building a tradition of superior service and cost-effective solutions for every customer. Through its growing network of asset-based trucking companies, state-of-the-art terminals, warehouses, logistics technologies, and detailed tracking information, HFS can provide visibility and shipment information over land, air, and sea.

2025 marks a major shift in operations for HFS through infrastructure and technology improvements to its Hawaii services. After years of growth, HFS is completing renovations for its new Hawaii headquarters at the former Love’s Bakery headquarters in the heart of Honolulu.

This 92,400-square-foot building and three acres of industrial property will allow the company to streamline and upgrade operations.

“The new location provides operational efficiencies and expands in-town chilled and frozen as well as dry storage potential,” says James Beidleman, HFS president and CEO. “Eventually, two of the three HFS operations will be consolidated into this new headquarters.” The new location is slated to open in late 2025 with more than 200 employees.

Through their new operating system, HFS is replacing several manual processes with new software and technology throughout each division.

“This puts the focus on the customer rather than on administrative personnel. New procedures are being adopted to include e-signatures, dispatch systems, communications, and other tools,” Beidleman says, adding that HFS is also evaluating new technologies for more efficient real-time temperature controls throughout shipment and cold chain handling.

“Our goal is to keep shipments moving in a timely manner throughout the islands, and that is particularly critical for refrigerated goods,” he says. “We’ve developed an unbroken cold chain for all shipments—big and small—throughout the islands that is rolling out this year, so goods never sit on an open tarmac in the sun.”

Due to Hawaii’s location, logistics providers need to be familiar with ocean/consolidation/rail/truck and final-mile delivery all in one shop. “Our ability to provide all of this is what makes Honolulu Freight Service stand out,” Beidleman says.

Maintaining Complete Cold Chain Control

HFS has introduced a new local less-than-container load (LCL) system for its inter-island chilled and frozen shipments to greatly improve control and consistency in the cold chain, Beidleman adds. Chilled and frozen goods are loaded directly into dedicated refrigerated shipping containers by pallet, then shipped inter-island, with shipments once a week.

HFS trucks can immediately deliver door-to-door to the customer with complete control over the cold chain. Unloading onto the terminal floor or wait times outside in the open environment, are things of the past.

“This system greatly helps local neighbor-island businesses with LCL shipments of sensitive materials, such as perishable food items,” Beidleman says. HFS loads direct containers between Oahu, Maui, Kauai, and the Island of Hawaii once a week.

Complementing the HFS inter-island cold chain container movements are their daily inter-island airfreight movements. This service is a function of their Oahu-based trucking division (XPress Trucking). Inter-island airfreight moves through their TSA-approved facilities, providing same-day transportation of products between each of the Hawaiian Islands.

2026 will mark 90 years of service for the company under the third generation of Beidleman family ownership and management. “Working together with the hundreds of families at HFS, we are so proud and thankful for what we’ve built, and we are excited about what lies ahead,” Beidleman notes.

In addition to Honolulu, HFS terminal locations include Tacoma, Washington; Los Angeles and Oakland, California; Portland, Oregon; and Guam.

Seamless Shipping

The Aloha spirit that typifies Hawaii is a term that is especially apt in the islands’ world of logistics. “Aloha” is a word used in both greeting and farewell. For logistics providers, Aloha spirit typifies how cargo shipments are handled both entering and leaving the state.

“Mahalo” is another word spoken both in greeting and farewell on the islands. It is an expression of gratitude and thanks. Not surprisingly, logistics pros serving the state hear it often.

The post Hawaii Logistics: Maintaining the Island Flow appeared first on Inbound Logistics.

As important as the chemical distribution sector is, it’s not immune to the changes and challenges impacting many industries. “This year was marked with tailwinds and headwinds,” says Eric R. Byer, ACD president and CEO.

One example is supply chain disruption. Challenges that initially impact one region, such as a weather event, can throw off supply chains on the other side of the globe.

“Even organizations that aren’t geographically close to the area are impacted by ‘the butterfly effect,’” says Robert Boyle, managed services division president with Odyssey Logistics, referring to the theory that describes how small changes to a system’s condition can produce dramatically different outcomes.

“None of these issues are local,” Boyle adds. “These are deeply entrenched supply chain challenges that eventually touch everybody that participates.” Successful chemical logistics companies need to get ahead of the disruptions and decide how to respond.

Tight Labor Market

The driver shortage remains an ongoing challenge, particularly when shippers need drivers skilled in the regulations and processes that govern chemical transportation. But trying to attract more workers by raising wages increases transportation costs, notes Scott Buber, director, chemical division, operations, and regulatory compliance with Warehouse Specialists, LLC (WSI), one of the largest privately held logistics companies in the United States.

Along with the driver shortage, there has also been an increase in non-driver personnel changes over the past year, which severely impacts how supply chain challenges are addressed.

“Given complicated insurance policies, strict equipment and shipping requirements, and prior cargo restrictions, much of the success of moving bulk chemicals relies on relationships and experience,” says Heston Hodges, president and CEO of Logistics Management Resources, Inc. (LMR), a non-asset-based logistics provider specializing in bulk chemicals.

Changes in terminal managers, office personnel, and drivers can lead to performance issues, which might range from a late delivery to product contamination.

“In the past year we have seen many high-performing carriers challenged by losing a terminal manager and/or a subset of drivers,” Hodges says. “And, it takes time to rehire and retrain.”

“Automating manual processes can also boost visibility within logistics operations,” says Ashley Lindsey, director of sales at the KC Regional Service Center for Trinity Logistics, a Burris Logistics company. “Visibility has taken on new importance, given ongoing supply chain disruptions.”

Some visibility solutions can tell where products are located, as well as get detailed information such as whether upstream obstacles in the supply chain might create delays that impact customers. Logistics companies can then act—say, by allocating products between distribution centers—to mitigate bottlenecks before they materialize.

Leveraging Technology

Leading chemical logistics providers leverage industry relationships and expertise to ensure bulk chemicals move safely and successfully.

Once technology provides visibility into a supply chain, optimization tools can help companies organize and combine shipments so they can reduce the number of trucks on the road, cutting both costs and the environmental impact. “Leveraging technology to plan and route shipments in an optimal way offers multiple benefits,” Boyle says.

“Visibility, such as that offered by transportation management systems (TMS), can help chemical companies and their clients manage labor shortages, keep spending in check, reduce risk, and boost efficiencies,” Lindsey says. “TMS solutions can also provide better analytical reporting so companies can make informed business decisions.”

This is key, as many chemical companies are paying more attention to costs, says Mark Lloyd, executive vice president with KAG Logistics, which provides cutting-edge transportation management solutions and value-added logistics services for the chemical and other sectors.

During the pandemic, timeliness was a primary focus. “Now, suppliers want to be more cost effective,” Lloyd says, adding that some shipments that used to move mostly by truck are being shifted to rail.

Growing Regulations

“The number of regulations governing chemical logistics continues to increase,” Lindsey says. “The growth is due, in part, to the heightened emphasis on sustainable practices and tighter environmental and safety regulations both in the United States and globally.”

For example, the EU’s directive on corporate sustainability due diligence, which went into effect in July 2024, requires some companies to identify and address any adverse environmental impacts of their actions within and outside Europe.

Across the United States, companies must comply with multiple clean air acts, lower emission standards, and reporting requirements. These rules impact both chemical manufacturing and storage, particularly for sites that transfer products.

For instance, to reduce emissions, California’s Advanced Clean Fleets Regulation requires that fleets are well-suited for electrification. This will be accomplished, in part, through requirements that manufacturers only produce zero-emission vehicles starting in the 2036 model year.

Fires and other accidents involving the transport of chemicals have prompted greater emphasis on safety and compliance with handling, packaging, and documentation requirements, particularly for cross-border shipments.

OSHA has increased the number of warehouse audits, Buber says. Among other areas of focus, it is looking at the safe handling of hazardous materials and checking that companies follow regulations regarding stack height and closure instructions on packages.

Ensuring Safety

Many chemical logistics companies diligently strive to comply with safety and environmental regulations. Nearly 100 transportation, warehousing, and logistics management companies are part of the American Chemistry Council’s Responsible Care® Partner Program, a safety and sustainability initiative.

The increase in cyberattacks across logistics firms and infrastructure sites, such as port operators, is another key consideration. In 2024, telecommunications, transportation, and shipping were the three sectors most targeted, according to a Trellix report. To protect themselves and their customers, chemical logistics firms need to implement their own backups and preventive measures.

“Another area of concern is cargo theft,” Lindsey says. The United States and Canada saw 3,625 reported incidents in 2024, up 27% from 2023, according to Verisk CargoNet. Targeted goods include copper products, consumer electronics, and cryptocurrency mining hardware.

“Rigorous carrier vetting and real-time safety monitoring don’t just support compliance—they’re critical safeguards against fraud. By verifying every credential, registration, and safety record, quality chemical logistics providers ensure only legitimate, qualified carriers move their customers’ freight,” says Lloyd. “It’s about protecting shippers, logistics providers, and the integrity of the supply chain. This is especially important in the chemical space.”

The New Normal

Starting in April 2025, the imposition and then reversals of multiple tariffs created uncertainty for chemical companies and the chemical logistics sector, says Michael Zimmerman, partner in the strategic operations practice of Kearney, a management consultancy. The uncertainty generated volatility and depressed demand on the part of shippers.

The ACD supports the renewal of the Generalized System of Preferences trade program, Byer says. This works to reduce the tariff burden on products essential to U.S. industries.

Today’s disruptions and challenges appear likely to remain, although perhaps taking on new forms.

Technical tools, such as visibility solutions and automation, along with human insight, can help shippers navigate these challenges. “Chemical logistics is complex,” Boyle says. “A great deal of work and expertise is needed to develop a strong chemical network across various modes.”

The companies profiled here bring the experience, insight, and dedication needed to make this happen.

LMR: ‘We Don’t Mimic Solutions; We Create Them’

LMR specializes in moving bulk hazardous materials, and qualifying and managing carriers to the highest safety standards.

Launched in 1981, LMR was one of the first 3PLs in the chemical space, as well as the first logistics provider to achieve ISO certification in North America. “LMR’s business, processes, and systems are specifically designed to service the complex bulk liquid and dry chemical markets,” Hodges says.

The company’s state-of-the-art IT solutions, along with its deep experience and close relationships with bulk chemical carriers, place it at the forefront of the chemical logistics industry. Operating effectively in this space requires rigorous oversight and automating services such as carrier compliance, problem resolution, and auditing, and LMR excels at each of these, Hodges says. “Our clients can rest assured that their business is being handled by known, vetted carriers in the chemical vertical,” he adds.

Most of LMR’s carrier relationships extend back decades, and they’re as valued as the company’s client relationships. “My dad started the business as a carrier,” Hodges says. “We come with a legacy of knowing how carriers feel and operate, and we know they’re not a commodity.”

LMR works closely with its carrier partners to ensure their operations are best-in-class and meet shippers’ expectations for reliable, quality service.

In contrast to some providers, LMR’s mentality is to ‘own’ a client’s problem versus relaying issues back to the client to create a solution. As a result, the client doesn’t have to dedicate personnel to creating a solution. LMR experts are available 24/7 and quickly provide responses to customers’ inquiries.

“Our customers are buying our expertise—all our employees are trained in bulk chemical shipments—and our ability to manage their shipments from ‘cradle to grave,’” Hodges says.

“LMR truly operates as an extension of the client’s team and is focused on their success,” he says.

To that end, LMR regularly conducts business reviews, provides actionable insights, and searches for trends and continuous improvement opportunities. The improved capacity and shipping and delivery performance LMR provides has directly helped clients boost their sales.

Recently, LMR attracted a client whose previous logistics provider wasn’t offering a completely reliable logistics service, due to the provider not ‘owning’ problems as they arose, gaps in the track-and-trace capability, and a limited bulk carrier network. LMR was able to solve each of those limitations with experience and relationships, including improving track-and-trace to more than 95% accuracy.

A recently completed tech initiative enhances the capabilities available through LMR’s transportation management system (TMS), including automated data exchange, and real-time visibility and operational reporting.

“This advances our ability to continue to deliver quality service and operate as a reliable, effective extension of our clients’ teams,” Hodges says.

In addition to vast shipping experience across all shipping modes, LMR’s feature-rich TMS supports clients by offering real-time costing information, comprehensive shipment tracking, and simplified freight audit and invoicing, among other capabilities. By leveraging its own middleware system, LMR offers quick turnaround on customized, automated reporting/EDI at no cost to its clients.

“Most importantly, unlike our competitors, our TMS platform is not a direct cost to our clients or our carriers, nor are there additional subscription fees,” Hodges says. “We are not a TMS seller, but rather use the TMS to deliver our clients a process-based solution customized for their needs.”

Odyssey Logistics: Transforming Complexity into Opportunity

Odyssey Logistics offers a suite of chemical logistics services that are purpose-built to resolve supply chain issues and keep chemical shipments moving safely, sustainably, and on time.

Initially spun off from Union Carbide’s logistics operations about 22 years ago, Odyssey Logistics supports chemical customers through its operations in Asia, Europe, and North America, and across all modes of transportation.

“Our roots are in chemicals and we’re proud of this,” Boyle says. “Chemical logistics is complex and not without risk. Our expertise distinguishes us.”

The American Chemistry Council has certified Odyssey as a Responsible Care® partner company. Odyssey also belongs to the European Chemical Industry Council. Its Project CloverLeaf  ™ helps clients track and quantify their environmental impact and then reduce their carbon footprint, using AI and real-time data collection tools. The solution also highlights opportunities to cut costs and boost profit.

Intermodal Relief Valve

Odyssey’s extensive intermodal offerings help tackle disruptions, bottlenecks, sustainability requirements, and other challenges. “Intermodal transportation can act like a relief valve,” Boyle says. In May 2024, Odyssey established a new intermodal division headquarters in Illinois.

A robust sample fulfillment program helps numerous chemical company clients boost their own business. “A sample is often a precursor to a sale, so it’s an area of focus with our chemical customers,” Boyle says. Odyssey has shipped more than 14 million samples across North America, Europe, and Asia. Nearly all—95%—ship within 24 hours, and 100% ship within 48 hours.

Odyssey’s sample program also provides visibility to sample orders, real-time inventory management, detailed reporting and compliance, while automating many processes. “It can turn a sampling operation into an enabler for sales,” Boyle says.

To address growing demand for these specialized services, in late 2024, Odyssey acquired OctoChem, Inc., a sample fulfillment company with two decades of experience. The acquisition adds warehouse capacity and value-added services.

Odyssey works with a chemical company that had been processing more than 11,000 sampling orders each year with largely manual processes, which led to quality issues, potentially impacting sales. Odyssey assumed responsibility for the sample program, implementing its proprietary system and leveraging its carrier network. The partnership helped to increase customer satisfaction, even while delivering cost savings. “Any time we can help a customer grow, it’s a wildly successful partnership,” Boyle says.

The company’s consulting arm also provides value to many chemical clients. Optimization studies can help logistics and supply chain managers determine how to optimize their network, whether for cost, geography, risk, and/or the ability to quickly serve customers, among other parameters.

For example, an optimization study can help a company assess how a move to nearshoring might impact its domestic manufacturing and distribution network. “Through our data science and modeling teams, we can provide a high level of visibility to multiple scenarios,” Boyle says.

While technology is essential, human expertise remains critical. “Through the confluence of our employees’ deep expertise and our technology we compound the value we can offer customers,” Boyle says.

Trinity Logistics: People-Centric Freight Solutions

Dedicated team members at Trinity Logistics embrace the company’s core values of “Make it Happen,” “We, not Me,” and “Personal. Service. Excellence.” Trinity supports complex chemical supply chains with customized tech solutions and trusted carrier partnerships.

Three core values drive team members’ actions at Trinity Logistics, a full-service third-party logistics provider. “These are ‘Make it Happen,’ ‘We, not Me,’ and ‘Personal. Service. Excellence,’’’ Lindsey says. “These values, along with a culture of family and servant leadership, have enabled Trinity to develop effective logistics and supply chain operations for its clients for more than 45 years,” she adds.

Through the expertise it has gained from decades of experience and its best-in-class technology, Trinity has helped chemical companies more effectively manage their often-complex supply chains. Its team members understand the chemical industry, including its evolving and complicated regulations.

By building relationships with many specialty carriers, Trinity can help chemical shippers find ones that best fit their shipping needs. Trinity can also provide improved visibility through its customizable technology solutions.

Trinity recently earned a silver sustainability medal rating from EcoVadis, which provides a global standard for business sustainability assessments. “We were extremely excited to go from our original bronze rating to silver within one year. We’re very proud of this accomplishment,” Lindsey says, adding that they’re working to earn gold in 2025.

Trinity also continues as a Responsible Care® partner, a role it has proudly held since 2009.

Through its work with a leading chemical company that provides post-patent crop protection products, Trinity helped the supply chain organization streamline and automate its logistics operations. Employees had been using largely manual processes, which often led to duplicate steps, as well as errors and wasted time.

The company needed a transportation management solution that would automate many of these processes and seamlessly integrate with its ERP solution. Management was also looking for insightful analytics that would help it manage change and rein in freight expense.

Streamline for growth

Trinity Logistics leveraged its expertise in freight optimization to provide enhanced data visibility and custom reporting. Through its integrated outsource solution, Trinity stationed a freight management professional on-site to ensure seamlessness in coordinating shipments.

By leveraging Trinity’s technology platform and management insight, the company has been able to position itself for greater growth and profitability, while cutting its risk exposure. Among other improvements, on-time pickup performance now tops 97% while on-time delivery stands at 98.1%. Annual spending on LTL shipments has dropped by 8%.

“In addition, the analytics generated by Trinity’s system and experts have enabled the company’s salespeople to identify and focus on regions that were generating greater profit because the transportation costs were lower,” Lindsey says. “We’re true partners and like to focus on the big picture and goals of the business. Then, we can offer capabilities that provide benefits beyond the supply chain.

“Along with the technical capabilities Trinity offers, its team members’ dedication and commitment to service help the company stand out,” Lindsey says. “Living our values day-in and day-out is the true reason for our success.”

WSI: Raising the Standard

WSI operates four certified chemical warehouses for public lease across the United States, as well as additional dedicated and private chemical warehouse facilities.

As one of the largest privately held logistics companies in the United States, WSI offers a nationwide distribution network with a global logistics reach.

Over the past five years, it added four locations with specialty rooms, such as temperature-controlled storage rooms and containment areas that can store corrosives or toxins. These enable WSI to ensure it transports and stores products safely and efficiently, Buber says.

WSI also continues to enhance its digitalization capabilities. Its transportation and warehouse management solutions offer robust visibility, planning, tracking, and reporting along with predictive analytics, according to Buber.

Another area of focus within WSI is sustainability. WSI earned a bronze accreditation from EcoVadis and is just a few points away from silver.

Not only does this place WSI in the top tier of logistics providers, but it has generated multiple ideas for greener solutions across the company, Buber says. By utilizing electric lifts, changing to LED lights, and launching more recycling initiatives, among other efforts, WSI has saved thousands of dollars, which helps it serve clients even more cost-effectively.

In recognition of WSI’s ongoing commitment to safety and operational excellence, the company earned Partner of the Year within the Responsible Care® Program. “It’s the second time we’ve been blessed to receive this honor from our peers,” Buber says.

Another WSI initiative, Operation Clean Sweep, focuses on the plastics subsector within the chemical industry. Companies commit to doing all they can to reclaim plastic materials, so they’re kept from waterways or other natural habitats.

“It’s a voluntary program, but requires a rigorous audit,” Buber says. “We’re committed to making sure there’s zero loss and that we’re acting as a responsible, faithful steward of the community and environment, while operating safely.”

WSI helped a leading producer of advanced polymers and high-performance plastics address operational inefficiencies, inflated storage and handling rates, and an unacceptable rate of shipping errors. Through its flexible service offerings, WSI enabled the company to optimize its own facilities, while also leveraging the scale and expertise WSI could provide through its network of warehouses.

Along with traditional storage and handling, WSI performs minor blending operations, as well as bulk transfers of liquids and dry materials. With all the services it provides, WSI ensures seamless and contamination-free operations.

WSI’s team also provided IT support, human resources, and a rigorous training program. Between the process improvements, and by leveraging WSI’s established vendor relationships and flexible financing options, the company was able to save money and streamline operations.

In the chemical logistics sector, safety requires investing in appropriate infrastructure and protocols. “You can’t take shortcuts or cause unnecessary risks,” Buber says. WSI always has redundancy—that is, one employee holding another one accountable—to make sure all processes are completed correctly and safely.

“There’s a cost to having an extra person there, but dealing with an injury or regulatory violation costs far more,” he says. “Our customers and the regulators appreciate that we’re willing to make that investment because they know it protects everyone.”

KAG Logistics: Industry-Leading Transportation Management Solutions

KAG Logistics’ experienced and qualified personnel understand the unique challenges chemical companies face, and are committed to meeting these requirements.

From its start in bulk transportation logistics 20 years ago, KAG Logistics has evolved into a full-service provider for the chemical industry. In addition to bulk, the company manages truckload, LTL, rail, and intermodal shipments, and operates 18 transload facilities nationwide.

“Chemical logistics is our core competency—we know the business inside and out,” Lloyd says. “We understand the complexity of our customers’ supply chains. We know what’s important not just to them, but to their suppliers and customers, and we continually leverage our expertise and technology to identify potential improvements and efficiencies.”

KAG Logistics’ managed transportation solutions are designed to help shippers overcome common logistics challenges—such as limited capacity, poor shipment visibility, and resource constraints—by delivering scalable, technology-driven support. Through access to a vast carrier network, advanced tracking tools, automated workflows, and expert operational management, KAG Logistics enables customers to optimize performance, reduce costs, and focus on their core business with confidence.

For example, a leading chemical company’s customer base was expanding. However, its small, largely manual logistics operations constrained the potential growth. Among other challenges, the company’s limited carrier base led to missed business opportunities, while a lack of visibility tools limited the ability to gain real-time insights into shipment statuses, compromising customer service.

The company turned to KAG Logistics’ comprehensive managed services solution. KAG Logistics’ extensive network of qualified, vetted carriers is alleviating capacity constraints, while its Enhanced Tracking & Alert Solutions (ETA) track shipments in real time. These and other changes have helped to boost customer service levels, cut freight expenses by double digits, and enabled the company to expand its customer base. Additionally, by avoiding upfront investments in technology and additional staffing, the customer minimized overhead expenses and improved overall efficiency.

KAG Logistics provides robust technology solutions that offer inventory management, freight tracking and visibility, procurement, business intelligence, and many other capabilities. Its single-point TMS manages shipments from inception to conclusion, and can connect with both customers and vendors, boosting efficiency and streamlining communications.

The company’s broad carrier portfolio consists of more than 8,000 vetted carriers. “We take safety, security, and quality very seriously—we won’t just sign on any trucking company to move our customers’ freight,” Lloyd says. “We match the most qualified carriers to each specific load, based on training, experience, and safety performance. A dedicated carrier management team ensures each carrier is thoroughly vetted and continuously monitored throughout the partnership. Our TMS is connected to automated services, which monitor carrier safety ratings and alert our team when a carrier’s safety rating drops below the acceptable requirements,” he says.

The post The Chemistry of Trust: Logistics Leaders Reinvent Chemical Supply Chains appeared first on Inbound Logistics.