The “equity private placement” round was led by Andrew Leto, founder of GlobalTranz and Emerge, who invested $10 million and was joined by other participants including affiliates of Elliott Investment Management, Fox Hill Capital, Memento S.A., Solas Capital, existing management, and former OmniTrax Inc. CEO Kevin Shuba.
Following the round, Leto and Shuba will join Roadrunner’s board.
The move combines Roadrunner’s traditional position as an asset-based carrier with the logistics technology expertise offered by its new investors. Of the companies led by its new board members, GlobalTranz is a data-driven truckload and LTL broker, Emerge is a cloud-based shipping platform and marketplace targeting overflow truckload capacity, and OmniTrax is a private railroad holding company. Leto also founded 10-4 Systems, a truckload and visibility platform which was acquired by Trimble in 2017.
“Roadrunner is really a technology moving trucks, not a trucking company. Every shipper needs a consolidator like Roadrunner, and most are not taking advantage of what Roadrunner has to offer,” Leto said in a release. “We are changing that. This team has done a great job cleaning up a mess and getting Roadrunner back to its roots in LTL. I look forward to helping drive this transformation, especially through our technology development.”
Distribution centers (DCs) everywhere are feeling the need for speed—and their leaders are turning to automated warehouse technology to meet the challenge, especially when it comes to picking.
This is largely in response to accelerating shipment volumes and rising demand for same-day order fulfillment. Globally, package deliveries increased by more than 50% between 2018 and 2020, and they have been steadily growing ever since, reaching an estimated 380 billion last year on their way to nearly 500 billion packages shipped in 2028, according to a 2024 Capital One Shopping research report. Same-day delivery is booming as well: The global market for same-day delivery services was nearly $10 billion in 2024 and is expected to rise to more than $23 billion by 2029, according to a January report from consultancy The Business Research Co.
Adopting technologies that can boost DC throughput rates while improving accuracy and efficiency can go a long way toward helping companies keep up with those changes. Two recent projects reveal how both simple and more complex systems are answering the call for higher-velocity operations in DCs of all types and sizes.
FROM PAPER TO VOICE
Pickers at European fruit and vegetable wholesaler Gebr. Gentile AG are working faster and making fewer errors in getting fresh produce out the door after a pick-by-voice solution was installed at the wholesaler's Näfels, Switzerland, logistics center in 2023. Company leaders implemented Lydia Voice from logistics technology vendor Erhardt + Partner Group, allowing the wholesaler to move from a paper-based picking system to an automated one that has streamlined the process and is helping workers get the thousands of shipments that move through the nearly 10,000-square-foot refrigerated facility each day out the door quickly.
"The products stay in our warehouse for an average of 0.7 days, meaning the goods that come in are immediately shipped out again," Renato Häfliger, managing director at Gentile AG, said in a statement describing the project late last year. "We handle approximately 80 to 100 tons of goods daily. Ideally, our inventory rotates quickly, ensuring maximum product freshness."
In all, the Näfels facility handles between 200 and 300 different items for roughly 200 customers.
"On average, this corresponds to 6,000 to 10,000 shipping units that our pickers must process daily," Häfliger adds. "Each order involves about 20 to 60 picks. Using paper lists made this process challenging, as employees never had both hands free. This led to errors and noticeably slowed down the workflow."
Häfliger and his colleagues wanted a hands-free solution that would speed up the picking process—but they couldn't afford the downtime of a complex IT project or the added time to train both regular and seasonal workers on a new system. The beauty of the voice-picking system was that it could be used by any worker without prior training—regardless of gender, accent, or dialect—and could be installed and up and running quickly. That's because the system uses deep neural networks—technology that simulates human brain activity, particularly pattern recognition—to learn and understand language instantly. The software acts as a voice assistant, guiding workers through the picking process via a headset and wearable computer—leaving workers' hands and eyes free for picking tasks. The technology can be integrated into any enterprise resource planning (ERP) system or warehouse management system (WMS) so that work flows seamlessly to the pickers on the floor.
Häfliger says the system proved to be "very easy and intuitive to use during testing, so it [was] ready to go immediately. This was one of the main reasons why we quickly decided on this system, as we employ many seasonal workers in addition to our core team. Long training periods are simply not an option for us."
Today, workers are picking faster, with fewer errors, and orders are moving more swiftly through the Näfels DC—Häfliger cites a double-digit increase in efficiency since switching from paper to voice.
ROBOTS TO THE RESCUE
Sometimes, DC operations call for even more automation to best respond to their picking challenges.
That was the case for contract logistics services specialist DHL Supply Chain when business leaders there were looking for a way to improve warehouse operations in the company's health-care fulfillment business.
Workers supporting one of DHL's health care-focused clients were using a manual, cart-based picking system that simply wasn't allowing them to keep up with the fast-paced facility's fulfillment demands. Pushing heavy carts long distances throughout the warehouse left associates fatigued at the end of the day, slowed the overall fulfillment process, and opened the door to errors. DHL Supply Chain leaders needed a system that would alleviate the physical strain on workers, cut cycle times, and improve quality. They turned to warehouse automation vendor Locus Robotics to solve the problem, ultimately deploying 100 autonomous mobile robots (AMRs) to boost picking operations.
Today, the AMRs work alongside pickers, directing them to bin locations throughout the warehouse via the most efficient path—eliminating the need for pickers to push those heavy carts long distances and allowing for hands-free picking directly into shipping boxes. The AMRs then deliver completed orders to the next stage of the process on their own.
DHL Supply Chain has been reaping big rewards since launching the AMR system in 2018. The "pick-to-box" approach has helped reduce errors by 50% and has boosted efficiency by eliminating the need for a separate packing area in the warehouse. Cycle time for orders has fallen by 60%, worker training time has decreased by 90%, and pickers are feeling less fatigued.
"By replacing carts with AMRs, DHL saw increased consistency in warehouse associate output, as the physical demands of walking long distances with heavy loads were minimized," leaders at Locus Robotics explained in a case study about the project. "By integrating [AMRs], DHL improved order quality, reduced operational touchpoints, and enabled rapid cycle times—all essential for a health care-focused supply chain."
Demand for AMRs and similar automated material handling equipment is unlikely to slow in the years ahead: The global market for logistics automation was valued at $34 billion last year and was projected to reach more than $37 billion this year, rising to an expected $81.5 billion in 2033, according to data published last fall by Straits Research. Hardware—which includes AMRs, automated storage and retrieval systems (AS/RS), automated sorting systems, and the like—is the driving force behind that market growth, according to the research.
Such anticipated demand circles back to those accelerating shipment volumes: The Straits research also found that more than a third of material handling executives said their primary need for implementing DC automation is to fill more orders—faster and at a lower cost.
Shippers are actively preparing for changes in tariffs and trade policy through steps like analyzing their existing customs data, identifying alternative suppliers, and re-evaluating their cross-border strategies, according to research from logistics provider C.H. Robinson.
They are acting now because survey results show that shippers say the top risk to their supply chains in 2025 is changes in tariffs and trade policy. And nearly 50% say the uncertainty around tariffs and trade policy is already a pain point for them today, the Eden Prairie, Minnesota-based company said.
In a move to answer those concerns, C.H. Robinson says it has been working with its clients by running risk scenarios, building and implementing contingency plans, engineering and executing tariff solutions, and increasing supply chain diversification and agility.
“Having visibility into your full supply chain is no longer a nice-to-have. In 2025, visibility is a competitive differentiator and shippers without the technology and expertise to support real-time data and insights, contingency planning, and quick action will face increased supply chain risks,” Jordan Kass, President of C.H. Robinson Managed Solutions, said in a release.
The company’s survey showed that shippers say the top five ways they are planning for those risks: identifying where they can switch sourcing to save money, analyzing customs data, evaluating cross-border strategies, running risk scenarios, and lowering their dependence on Chinese imports.
President of C.H. Robinson Global Forwarding, Mike Short, said: “In today’s uncertain shipping environment, shippers are looking for ways to reduce their susceptibility to events that impact logistics but are out of their control. By diversifying their supply chains, getting access to the latest information and having a global supply chain partner able to flex with their needs at a moment’s notice, shippers can gain something they don’t always have when disruptions and policy changes occur--options.”
That strategy is described by RILA President Brian Dodge in a document titled “2025 Retail Public Policy Agenda,” which begins by describing leading retailers as “dynamic and multifaceted businesses that begin on Main Street and stretch across the world to bring high value and affordable consumer goods to American families.”
RILA says its policy priorities support that membership in four ways:
Investing in people. Retail is for everyone; the place for a first job, 2nd chance, third act, or a side hustle – the retail workforce represents the American workforce.
Ensuring a safe, sustainable future. RILA is working with lawmakers to help shape policies that protect our customers and meet expectations regarding environmental concerns.
Leading in the community. Retail is more than a store; we are an integral part of the fabric of our communities.
“As Congress and the Trump administration move forward to adopt policies that reduce regulatory burdens, create economic growth, and bring value to American families, understanding how such policies will impact retailers and the communities we serve is imperative,” Dodge said. “RILA and its member companies look forward to collaborating with policymakers to provide industry-specific insights and data to help shape any policies under consideration.”
Logistics service provider (LSP) DHL Supply Chain is continuing to extend its investments in global multi-shoring and in reverse logistics, marking efforts to help its clients adjust to the challenging business and economic conditions of 2025.
The company’s focus on improving e-commerce parcel flows comes as a time when retailers are facing an array of delivery challenges—both international and domestic—triggered by a cascade of swift changes in reciprocal tariffs, “de minimis” import fees, and other protectionist escalations of trade war conditions imposed by the newly seated Trump Administration. While business groups are largely opposed to those policies, they still need strategies to accommodate those rules of the road as long as the new rules remain in place.
Accordingly, DHL last week released a new study on the growing importance of multi-shoring strategies that go beyond the classic “China Plus 1” philosophy and focuses on diversifying production and supplier locations even further, to multiple countries. This expanded “China Plus X” strategy can help companies build resilient supply chains by choosing more diverse production locations in response to global trade disruptions. The study offers five criteria for sourcing goods from countries outside China such as India, Vietnam, Hungary, and Mexico, depending on the procurement needs of each particular industry.
As the Trump Administration threatens new steps in a growing trade war, U.S. manufacturers and retailers are calling for a ceasefire, saying the crossfire caused by the new tax hikes on American businesses will raise prices for consumers and possibly trigger rising inflation.
Tariffs are taxes charged by a country on its own businesses that import goods from other nations. Until they can invest in long-term alternatives like building new factories or finding new trading partners, companies must either take those additional tax duties out of their profit margins or pass them on to consumers as higher prices.
The Trump Administration on Thursday announced it may impose “reciprocal tariffs” on any country that currently holds tariffs on the import of U.S. goods. That step followed earlier threats to apply tariffs on the import of steel and aluminum beginning March 12, another plan to charge tariffs on the import of materials from Canada and Mexico—now postponed until early March—and new round of tariffs on imports from China including a 10% blanket increase and the elimination of the “de minimis” exception for individual items under a value of $800 each.
Various industry groups say that while the Administration may have legitimate goals in ramping up a trade war—such as lowering foreign tariff and non-tariff trade barriers—applying a strategy of hiking tariffs on imports coming into America would inflict economic harm on U.S. businesses and consumers.
“This tariff-heavy approach continues to gamble with our economic prosperity and is based on incomplete thinking about the vital role ethical and fairly traded imports play in the prosperity,” Steve Lamar, president and CEO of The American Apparel & Footwear Association (AAFA) said in a release. “Putting America first means ensuring predictability for American businesses that create U.S. jobs; affordable options for American consumers who power our economy; opportunities for farmers who feed our families; and support for tens of millions of U.S. workers whose trade dependent jobs make our factories, our stores, our warehouses, and our offices function. Sweeping new tariffs — a possible outcome of this exercise — instead puts America last, raising costs for American manufacturers for critical inputs and materials, closing key markets for American farmers, and raising prices for hardworking American families.”
A similar message came from the National Retail Federation (NRF), whose executive vice president of government relations, David French, said: “While we support the president’s efforts to reduce trade barriers and imbalances, this scale of undertaking is massive and will be extremely disruptive to our supply chains. It will likely result in higher prices for hardworking American families and will erode household spending power. We encourage the president to seek coordination and collaboration with our trading partners and bring stability to our supply chains and family budgets.”
The logistics tech firm Körber Supply Chain Software has a common position. "The imposition of new tariffs, or the suspension of tariffs, introduces substantial challenges for businesses dependent on international supply chains. Industries such as automotive and electronics, which rely heavily on cross-border trade with Mexico and Canada, are particularly vulnerable,” Steve Blough, Chief Strategist at Körber Supply Chain Software, said in an emailed statement. “Supply chains that are doing low-value ecommerce deliveries will have their business model thrown into complete disarray. The increased costs due to tariffs, or the increased costs in processing time due to suspensions, may lead to higher consumer prices and processing times.”
And further opposition to the strategy came from the California-based IT consulting firm Bristlecone. “Tariffs or the potential for tariffs increase uncertainty throughout the supply chain, potentially stalling deals, impacting the sourcing of raw materials, and prompting higher prices for consumers,” Jen Chew, Bristlecone’s VP of Solutions & Consulting, said in a statement. “Tariffs and other protectionist economic policies reflect an overarching trend away from global sourcing and toward local sourcing and production. However, despite the perceived benefits of local operations, some resources and capabilities may simply not be available locally, prompting manufacturers to continue operations overseas, even if it means paying steep tariffs.”