As 3PLs emerge from two years of turmoil, how will providers adapt?
The 3PL market has gone through unprecedented disruption over the past two years. Now, the easing of Covid restrictions is in sight, private equity cash is abundant, and low unemployment and a strong economy continue to drive seemingly unstoppable freight volumes. What did 3PLs learn?
Gary Frantz is a contributing editor for DC Velocity and its sister publication CSCMP's Supply Chain Quarterly, and a veteran communications executive with more than 30 years of experience in the transportation and logistics industries. He's served as communications director and strategic media relations counselor for companies including XPO Logistics, Con-way, Menlo Logistics, GT Nexus, Circle International Group, and Consolidated Freightways. Gary is currently principal of GNF Communications LLC, a consultancy providing freelance writing, editorial and media strategy services. He's a proud graduate of the Journalism program at California State University–Chico.
Transportation and logistics workers—from the executive suite to professional drivers to the warehouse associates picking orders on the floor—have navigated a period of turmoil and disruption over the past two years unlike any the industry has seen before. “If ever there was a time where ‘survival of the fittest’ was an accurate description of the market, that was it,” says John Vaccaro, president of third-party service provider Bettaway Supply Chain Services, of the pandemic and the world’s journey through seemingly endless Covid mutations.
Yet even through all that turmoil, 3PLs (third-party logistics service providers) continued to step up to the plate, and in many cases delivered—and prospered—as never before, albeit not without overcoming new as well as traditional challenges. Along the way, 3PLs have discovered how they prepare and offer services, determine and price for value, and figure out what customers want—and are willing to pay for—is changing as well.
“It’s in the mindset,” says Vaccaro. “No one has ever talked this much about supply chain before. It used to be invisible,” he notes, adding that “the Covid disruption has affected folks in the supply chain the way the Great Depression affected our grandparents.” He believes the migration of companies from minimal inventory and just-in-time practices to emphasizing more robust inventories and deeper safety stocks is a permanent shift. “A lot of people were scarred by [the pandemic]. It changed their mentality, how they approach the business, and how they evaluate needs, assess risk.”
In some ways, the pandemic accelerated trends already under way: The boom in e-commerce, embraced now across all age demographics. Shifts to smaller, more frequent shipments. Redesigned distribution networks built for speed and velocity. Giant regional warehouses giving way to more smaller, localized warehouses in more places.
Vaccaro, based in New Jersey, shares an example: “For years, big box warehouses were going out to Harrisburg, Pennsylvania, two hours from New York City,” he recalls. “Now, we’re seeing them go up in New Jersey—30 miles from Manhattan. They want more [product] closer. It’s the Amazon effect. You have to fulfill and deliver in a day or less—whether it’s a parcel shipment or a truckload of beverages on pallets.”
IT’S NOT AN ARBITRAGE GAME ANYMORE
What do 3PLs need to do differently? How are they adapting to a market with sustained high demand for services; a critical lack of capacity, whether it be trucks, drivers, or warehouses and their workers; and shippers wanting faster and faster service?
“You can’t wrestle with the carrier to get low rates; it’s not an arbitrage game anymore” for 3PLs, says Satish Jindel, chief executive officer of analytics firm ShipMatrix. “The days of ‘What rates can you give me, Mr. Trucker?’ and then adding a big markup” are fading into history, he says.
Instead, Jindel advises shippers to take a critical look at their logistics and shipping operations, ask carriers to help them root out practices that add cost or reduce efficiency, and then work to eliminate those.
“Identify what you can control: What is it in your operation that adds cost or makes your freight unattractive to the carrier?” Jindel says every shipper’s network has some level of waste. Opportunities abound to eliminate that, he believes. “If the best way is by incurring a few extra dollars to better palletize or crate your shipment, then do that. It will reduce your LTL [less-than-truckload] charges by a larger amount.”
Tom Curee, senior vice president for strategy and innovation at nonasset-based 3PL Kingsgate Logistics, says that one unintended lesson many 3PLs learned was how quickly they can react to change. “We have had to radically and rapidly shift, particularly in how we buy capacity and manage carriers, and help customers make the most of scarce capacity,” he notes. “We have all seen the value of agility, and we’ve learned that when the market—and our customers—demand rapid change and adaptation, we can do it.”
He adds that in the current market, with capacity tight and prices at historic highs, another hard-earned lesson was to focus on optimizing each trailer. “Shippers are to the point where they recognize capacity is going to cost more. They’re not arguing over pennies. So, it’s not enough to tell them ‘I can find you a truck for this load.’ They want you to optimize the value of what is being moved and what you are spending for that truck,” Curee says. “Increasing trailer utilization by 10% to 15% has a huge impact on their capacity needs. That helps everyone across the supply chain.”
ENTER THE DEEP POCKETS
As the market evolves into its next iteration, certainly third-party logistics firms, as well as other intermediaries like freight brokers and logistics technology providers, have their fans. Including ones with cash looking to invest.
Despite the pandemic, the level of venture capital and private equity money flowing into 3PLs, trucking companies, and logistics tech startups has been stunning. What has made this market a magnet for investment cash, and what do these investors bring to the party?
For Geoff Turner, chief executive officer of 3PL and freight broker Choptank Transport, it was two opportunities: First, taking to the next level a company he and his team had spent 20 years building into a $300 million business, and second, access to what every 3PL wants, especially today: more reliable capacity.
Choptank was acquired last fall by David Yeager’s Hub Group, one of the nation’s biggest transportation companies.
“As a nonasset-based 3PL, your scope is somewhat limited,” Turner says. “What our customers have been telling us repeatedly is that they want us to do more, provide more services, and operate in more modes,” he explains. “Now, as part of The Hub Group, we have a logistics platform, intermodal, and over-the-road both dry and reefer, so we can provide a lot more capacity and more complete solutions. It was the right time for the right partner,” he says.
He also cites one other benefit on the brokerage side. Combining Choptank’s brokerage volumes with Hub’s created a brokerage operation with over $1 billion in revenue, providing scale and critical mass that enable it to offer truckers more quality freight in more of their preferred lanes.
FINDING THE SWEET SPOT
Private equity investors, through their infusion of cash, can help accelerate growth for a 3PL as well as expand it into complementary verticals that, as in Choptank’s case, broaden its capabilities and solution set. But that’s not the only advantage they bring to the table.
Bob Bianco, operating partner at private equity firm Calera Capital, notes that the value his firm brings when it invests goes beyond capital and financial acumen. Strategic insight, experience, and subject matter expertise are just as valuable, if not more so. Prior to joining Calera Capital, Bianco spent 30 years with Menlo Logistics and was its president at the time the company was acquired by XPO Logistics several years ago.
“We focus on asset-light companies that are founder- or family-owned; we want to be their first private equity partner,” Bianco says, noting that it can often be difficult for these firms to access cost-effective capital and develop a workable strategy for expansion. One of Calera’s sweet spots is in the supply chain space, particularly mid-market firms in transportation management and freight brokerage. The company has a long history of partnering with company founders and owners in these specific market segments.
Bianco describes an attractive candidate as one that has a track record of growth and success, an excellent workforce culture, and a focus on specialized or differentiated services. “We’re not competing in the commoditized logistics space,” he emphasizes. “We like companies that have great employee retention and low turnover in their customer base.” A private equity partner, he adds, with its experience acquiring companies, also can help a founder expand the business through targeted, strategic acquisitions.
What’s top of mind with the chief executives that Bianco works with? “Getting skilled, qualified workers and retaining them. That’s their biggest battle,” he says. “We’re dealing with the highest wage inflation in 30 years. That has a ripple effect that goes right into the prices you’re asking the customer to pay.”
IT’S STILL ABOUT THE PEOPLE
Dave Beatson, principal at private equity firm ATL Partners, shares some similar observations. A long-time industry executive, Beatson has helmed several logistics software startups and, earlier in his career, was chief executive officer of global freight forwarder Circle International and president of the venerable aircargo pioneer Emery Air Freight during its time under CNF Inc.
One of ATL’s portfolio companies is Pilot Freight Services, a leading player in U.S. last-mile delivery. Over the course of its ownership of Pilot, ATL helped strengthen the company with acquisitions that gave Pilot “middle-mile” capabilities, as well as expanded its last-mile white-glove service capacity. Investments also were made in Pilot’s tech platform that drove better service and efficiency. The strategy enabled Pilot to grow significantly, deliver consistent profitability, and solidify its position as one of the nation’s top three providers of final-mile delivery and logistics services.
The plan worked; Pilot drew the attention of ocean shipping behemoth Maersk, which has announced that it is acquiring the last-mile service provider as a strategic move to bolster its U.S. logistics capabilities.
Success with any private equity investment starts with “good people who are good at what they do and understand the market and what customers are looking for,” Beatson says. “And a strong work ethic and a culture where people are paid and incentivized in the right way.” Also important is “the ability to help management identify and act in a timely manner on strategic opportunities … in new verticals or with other services customers want that complement your core competency,” he says. Lastly, Beatson invokes an old truism: “You have to be close to your customers” and listen to them through regular conversations and feedback.
THROWING DARTS
Not everyone is of the opinion that the flood of cash flowing into logistics and supply chain is necessarily a good thing. “What venture capital people are doing I would not do at all,” says ShipMatrix’s Jindel. “They are destroying the market, throwing money at anything that moves.” His view is that the principal strategy of many venture capital firms is to emphasize growth at any cost, not worry about profitability, and “keep throwing money at it until the valuation reaches a point where they can sell and cash out.” It’s like “throwing darts at a target and if one [hits the mark], then forget about all the others that missed,” he adds.
He contrasts that to the approach of private equity investors, who in his view, “are investing in a business that is going to be solving a problem for the customer.” Jindel characterizes this approach as “investing correctly in businesses that have a good operating model, are delivering measurable value, and are making a profit. The private equity firm becomes a long-term partner in growing that business and helping it expand into more services and new customers.”
What’s the most critical asset a 3PL needs to succeed? Jindel believes it is an active, assertive sales force that’s educated, that’s informed on current and emerging trends, and that combines a consultative approach with accurate data and intelligence to help shippers make the best decisions. And who don’t try to fit the shipper into a predetermined solution.
At the end of the day, regardless of the mode, Jindel says, “You have to know more about [the market] than me as a customer. Otherwise, why do I need you?”
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.