In our continuing series of discussions with top supply chain company executives, Greg Gantt of Old Dominion Freight Line shares about his company's culture and how it strives to help its customers keep promises every day.
David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
Greg Gantt is president and CEO of Old Dominion Freight Line (OD). Gantt joined the company in 1994 as a regional vice president and was subsequently named senior vice president of operations, then executive vice president and chief operating officer. His operational focus has propelled Old Dominion to a multiyear performance of greater than 99 percent on-time delivery and a cargo claims ratio of 0.5 percent. Both are industry-leading benchmarks. Gantt earned a degree in health and physical education from Appalachian State University, where he was a member of the university's intercollegiate wrestling team. He remains a fan of NCAA wrestling as well as Major League Baseball. He recently spoke with DC Velocity Editorial Director David Maloney.
Q: Old Dominion has consistently ranked among the top LTL (less-than-truckload) carriers in the nation. To what do you attribute that success?
A: We have a unique culture at OD. We have the best and most committed team in the industry. Our people are committed to servicing our customers. All employees are bought in to provide exemplary service far above and beyond our competitors. We call it "Service 2.OD." In addition, our management team is tremendous; we are experienced, and all are on the same page, making a strong team. We have a strategy, and we execute on it daily. We believe we are far more disciplined than the carriers we compete with on a daily basis, which leads to our success.
Q: Your company motto is "Helping the World Keep Promises." As president and CEO, what does that mean to you?
A: Helping the World Keep Promises means we will help our customers keep their promises to their customers. Every shipment we handle is an opportunity to impress two customers (our customer and our customer's customer).
Q: Old Dominion was named to Forbes magazine's 2019 Best Employers List. What makes your company a desirable place to work?
A: We were recognized because of our culture, and our employees are the heart behind that. People come to work at OD and have the opportunity to create a life-long career. I am the perfect example of that. I came to OD in 1994 and served in a handful of positions throughout the company before being named CEO this past year. Inside OD, we refer to ourselves as the "OD Family," because we look out for each other, we have a mutual respect for one another, and we have a passion for the business and our mission to provide the best service to our customers. All of this makes OD a place where people want to work every day.
Q: What are some of the ways you attract and maintain talent?
A: One impactful way that OD attracts and retains talent is by word of mouth. We have a great reputation that we have built over our 85-year history. We provide on-the-job training programs to help and encourage our employees to grow and develop their careers, and we have a strong pay and benefits program. We've found that many of our employees previously worked for other carriers and heard about our culture, career offerings, and benefits, so they eagerly applied to work at OD.
Q: Old Dominion is involved in many charitable causes, including youth baseball. Why is that important to your company values?
A: We think it's essential to be a good corporate citizen. We have 235 service centers across the country, and our OD Family lives and works in all of these communities. As a company, we want to make each community a better place than when we first arrived. We love being able to give back and help others; it's part of the OD Family spirit that drives our culture and business. A few of the larger charities we work with are the United Way, American Red Cross, and Salvation Army. Giving back is who we are.
You mentioned youth baseball, and that brings to mind a fun example of our charity work. We're the Official Freight Carrier of Major League Baseball and a few years ago created a baseball-filled trailer to travel around the country, making stops at various MLB stadiums. This year, we removed the baseballs from the trailer and wanted to give them a second life. We donated more than 12,000 baseballs to "Pitch in for Baseball & Softball," an organization that gives boys and girls access to recreation and contributes to positive youth development by providing baseball and softball equipment to children around the world.
Q: You have personally been involved in collegiate wrestling. Are there lessons from the sport that translate to your leadership role at Old Dominion?
A: Yes, wrestling is a lot of hard work as is LTL trucking. In wrestling, you have to work hard every day, and you have to be consistent. There are no shortcuts. There are no quick fixes or gimmicks. Hard work and determination win every time. This directly relates to my philosophy as a leader and the way we operate at OD.
Q: Are there any new initiatives OD is undertaking that you wish to discuss?
A: OD has a strategic plan that is well documented that will help us continue to grow and gain market share. We are the premier LTL carrier that provides a premium service for a fair price. We're continuing to invest in our fuel-efficient fleet, 235 service centers with more openings and renovations coming in 2019, and most importantly, our people, with training and career development to help them succeed and provide better service to our customers. We also just announced a formal partnership with the American Red Cross as a member of its Disaster Responder Program, where we made an annual pledge of $250,000 to help the Red Cross prepare in advance of disasters to help meet the needs of people affected by disasters big and small.
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Online grocery technology provider Instacart is rolling out its “Caper Cart” AI-powered smart shopping trollies to a wide range of grocer networks across North America through partnerships with two point-of-sale (POS) providers, the San Francisco company said Monday.
Instacart announced the deals with DUMAC Business Systems, a POS solutions provider for independent grocery and convenience stores, and TRUNO Retail Technology Solutions, a provider that powers over 13,000 retail locations.
Terms of the deal were not disclosed.
According to Instacart, its Caper Carts transform the in-store shopping experience by letting customers automatically scan items as they shop, track spending for budget management, and access discounts directly on the cart. DUMAC and TRUNO will now provide a turnkey service, including Caper Cart referrals, implementation, maintenance, and ongoing technical support – creating a streamlined path for grocers to bring smart carts to their stores.
That rollout follows other recent expansions of Caper Cart rollouts, including a pilot now underway by Coles Supermarkets, a food and beverage retailer with more than 1,800 grocery and liquor stores throughout Australia.
Instacart’s core business is its e-commerce grocery platform, which is linked with more than 85,000 stores across North America on the Instacart Marketplace. To enable that service, the company employs approximately 600,000 Instacart shoppers who earn money by picking, packing, and delivering orders on their own flexible schedules.
The new partnerships now make it easier for grocers of all sizes to partner with Instacart, unlocking a modern shopping experience for their customers, according to a statement from Nick Nickitas, General Manager of Local Independent Grocery at Instacart.
In addition, the move also opens up opportunities to bring additional Instacart Connected Stores technologies to independent retailers – including FoodStorm and Carrot Tags – continuing to power innovation and growth opportunities for retailers across the grocery ecosystem, he said.