Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
If you're looking for a skyrocketing growth industry, you need look no further than the third-party logistics service business. Over the course of a decade, the third-party contract logistics business has exploded from a not insignificant $30.8 billion industry to one that pulled in $85 billion last year. Put another way, the industry that once took in about 4 percent of every logistics dollar spent in the United States now rakes in about 8 percent.
That galloping growth was confirmed last month, when the results of the 10th annual third-party logistics study were released during the Council of Supply Chain Management Professionals' annual meeting. The study, conducted by John Langley of the Georgia Institute of Technology* and co-sponsored by Capgemini, SAP, and DHL, showed widespread use of 3PL services in North America, Western Europe, Asia-Pacific, Latin America, South Africa, South Africa and the Middle East. In North America, for instance, fully 80 percent of the companies that responded to the survey said they made use of 3PL services (see Figure 1).
But perhaps more importantly, survey respondents report that the overall level of service from 3PLs is improving. Still, there appeared to be a significant shift in the way customers judge their 3PLs: while most say that collaboration between the customer and the 3PL is the key to improving the 3PL's performance, the responses also indicate that pricing has become the most important attribute in selecting a provider. And, interestingly, in a complete reversal of past survey findings, the respondents, who come from industries ranging from automotive and retail to food/beverage and high tech, now say they consider a 3PL's proficiency in delivering core services—like warehousing, transportation and forwardingservices—more important than its ability to deliver value-added services.
FIGURE 1
world domination
(percentage of respondents using 3PLs, by region*)
Percentage
North America
90
Western Europe
77
Asia-Pacific
83
Latin America
72
South Africa
74
*The researchers caution that while percentages are comparable year to year, 3PL users are more likely to respond to the survey than non-users and that this may be particularly true in the Asia-Pacific region.
SOURCE: 2005 THIRD-PARTY LOGISTICS, RESULTS AND FINDINGS OF THE 10TH ANNUAL STUDY, GEORGIA TECH, CAPGEMINI, SAP, DHL
AN OUTSOURCING EPIDEMIC: NO CONTINENT HAS BEEN LEFT UNTOUCHED BY THE OUTSOURCING TREND.
The core of the matter
That emphasis on core services took the researchers by surprise. "[I]n past surveys, a 3PL provider's delivery of core services was considered a 'given,'" the report says, noting that in prior years, respondents were more focused on the value-added services.
But for some, that news wasn't totally unexpected. Herb Shear, CEO and chairman of Genco, a third-party logistics provider, believes that shippers' growing reliance on 3PLs to provide the most basic of services may well reflect chronic and long-term understaffing of logistics departments. In his 35 years in the industry, Shear says, he's seen in-house logistics staffs trimmed through several waves of layoffs, leaving them no choice but to outsource.
Another reason may be the growing complexity of supply chains. Even the most sophisticated logistics and distribution operation cannot be everywhere, maintain DCs in every corner of its market, or keep up to date on trade rules for every country on the globe. The obvious solution? Hire a 3PL.
But that's not to say 3PL customers are solely focusing on the basics. Despite the emphasis on core services, shippers also report that they're asking their 3PLs to take over a variety of other tasks. They're asking them to handle reverse logistics and waste disposal, product assembly, rate negotiations, fleet and materials management, and freight bill auditing, to name a few. Some even want their partners to assist with product repairs and trade financing.
The newest study also reveals a nascent trend among companies to outsource more strategic services, such as inventory planning, says Gary Allen, who led the study for Capgemini in recent years. (Since September, Allen has been a vice president for Exel, a big international 3PL.) "There are still some companies using outsourcing for labor augmentation or asset shifting, but it's becoming much more strategic," he says. He notes, for example, that the latest survey of 3PL users shows that supply chain planning has risen to near the top of the list of what buyers are looking for from providers. "There are customers who say they would never do that," he says, "but we see that changing."
Tough customers
As for how well the 3PLs are meeting those varied demands, the news is generally good (see Figure 2). Across most regions, survey respondents reported that handing off tasks to a 3PL had led to a 10- to 11-percent reduction in logistics costs, as order fill rates improved, and order cycle and cash-to-cash cycle times shrank. Inventory turns increased for North American and Asia-Pacific users as well.
Yet 3PL-customer relationships are not without strain. For example, while customers are generally pleased with the immediate savings they realize when they contract with a 3PL, a large proportion report that they're bothered by what they see as a lack of continuous improvement. "The bar has been raised in terms of customer expectations," says Scott McWilliams, CEO of Ozburn-Hessey Logistics. "Their focus is on execution, the pressure to reduce inventories ... on [wringing out] that last 1 or 2 percent of costs [and productivity]."
Another source of dissatisfaction appears to be information technology. Customers consider a 3PL's information technology capabilities to be crucial to the relationship, yet less than half are satisfied with their providers' capabilities.
FIGURE 2
satisfied customers
(3PL customers who rate their relationship with 3PL providers as "very successful" or "extremely successful," by region)
Percentage
North America
90
Western Europe
88
Asia-Pacific
89
Latin America
77
South Africa
93
*The researchers caution that while percentages are comparable year to year, 3PL users are more likely to respond to the survey than non-users and that this may be particularly true in the Asia-Pacific region.
SOURCE: 2005 THIRD-PARTY LOGISTICS, RESULTS AND FINDINGS OF THE 10TH ANNUAL STUDY, GEORGIA TECH, CAPGEMINI, SAP, DHL
NOT QUITE SO HOT, HOT, HOT: LATIN AMERICA LAGS BEHIND OTHER REGIONS WHEN IT COMES TO CUSTOMERS' SATISFACTION WITH THEIR 3PLS.
That pressure has led many of the 3PLs that once relied on homegrown IT systems to consider some outsourcing of their own—that is, they're subcontracting some or all of their IT needs to supply chain software specialists. Tom Kozenski, a marketing executive for supply chain software provider RedPrairie, notes that his company's 3PL customers tend to have much more complex IT requirements than its shipper customers. What makes the 3PLs' job all the more challenging, he says, is that their requirements are constantly in a state of flux. Every time they add a new customer or expand their services, their systems are likely to need tweaking. "Their work is never done," Kozenski says. "And because they work with so many customers, [they have] a lot more integration to do."
That growing customer demand for IT expertise, strategic services or broader geographic coverage has altered the face of the industry. "There has been a convergence of companies," Allen says. Warehousing or transportation companies remain the dominant players, but others are jumping into the game. Today traditional consultancies or even contract manufacturing companies like Solectron are offering their customers logistics services. Allen reports that it's not unusual to see different types of players team up to offer the specialized mix of financial, IT and logistics services requested by their ever-more-demanding clients.
Keeping up with the customer
As they scramble to meet these customer demands, some 3PLs are overhauling their own operations. For example, Warehouse Specialists Inc., a Wisconsin-based third-party logistics provider with 13 million square feet of warehouse space in 40 locations around the country, has traded in its largely manual, labor-intensive inventory management system for a much more sophisticated process (it's using Microsoft's CE.NET, vehicle-mounted terminals from LXE, and wireless printers from Zebra)—in an attempt to boost both productivity and customer service.
But investing in technology isn't always enough. "What we've had to do is broaden and deepen our knowledge in each functional area," says Ozburn-Hessey's McWilliams. "The challenge is to come up with client solutions that we can replicate across industries or across the same verticals. It takes a lot of customization to wring out that last bit [of productivity]. It used to be that you could implement a solution that could run for a while. But if you're not out there constantly evaluating ways to improve, you're not going to keep the customer happy."
As Gary Kowalski, COO of Menlo Worldwide, sees it, the job will only become more challenging as foreign trade explodes. "As customers go more global, it's clearly a challenge to manage their supply chains. Take the data alone: As supply becomes more global, it becomes more complex and more difficult to manage." He says today's customers are putting more emphasis on integrated, cross-functional management of their supply chains than in the past. That means 3PLs must do the same.
If they hope to succeed, Kowalski says, 3PLs must become expert at designing supply chains, implementing supply chains and managing those supply chains on an ongoing basis. "Today," he says, "the pressure to do all three is greater than ever."
Shear would agree. "If you can do only one thing," he warns, "you might be left out in the cold."
the more you ask, the more you risk
Labor savings, lower truck or ocean rates, higher inventory turns, shorter order cycles ... it's easy to see the appeal of outsourcing to senior management. But in their zeal to slash logistics costs, senior managers sometimes are blind to the risks, warns David Bovet of Mercer Management.
Bovet, who advises clients on outsourcing strategy, worries that the trend toward outsourcing even the most strategic of tasks is leaving more and more shippers vulnerable to the following four types of risks:
Strategic risks. The main strategic risk companies face when outsourcing key logistics tasks is the potential loss of control, says Bovet. At the top management level, he says, there's sometimes a great temptation to put the outsourcing plan in motion and then walk away. But even heavy users of 3PL services still need in-house logistics expertise, he warns. "If you need to change providers or strategy—which is almost inevitable today—it's difficult to do [without professional guidance]." As a cautionary tale, Bovet cites the case of a manufacturer that set up a third-party logistics service contract written around specific transport lanes. "Shortly afterward, they had a major change in the manufacturing footprint," he says, "which made the whole deal worthless."
Bovet also points out that logistics expertise is essential to managing the third-party arrangements. "Strategic supplier management isn't something a lot of companies spend a lot of time on," he says. "But they should. Supplier performance can have a direct impact on both costs and customer satisfaction." For instance, someone knowledgeable about supply chain matters should be on hand when the 3PL agreement is drafted to make sure it includes clear rules on governance, on performance measures, and on details such as the frequency of meetings and incentives. Bovet, by the way, believes penalties have little value in a contract. "Once you're into the fine print," he says, "the relationship is over."
Operational risks. Ideally, outsourcing will result in service that's the same as—or better than—the service the company previously enjoyed. But that's not always the case. Bovet tells of one company that hired a third party to manage its transportation operations in hopes of cutting costs. Sure enough, its costs dropped. The problem was, service deteriorated. The financial arrangements made it hard for the third party to find carriers when a capacity shortage developed.
Financial risks. The most obvious financial risk, of course, is the potential for a third-party business failure (a risk that can be mitigated by a thorough investigation of a prospective partner's financials). But there are less obvious financial risks as well, such as unexpected transition costs or the 3PL's failure to pick up on cost-saving opportunities. "Most 3PLs focus on what the contract says," Bovet notes. Because they have little incentive to devote a lot of time to the shipper's problems, they just do what they're hired to do.
Hazard risks. The hazards a 3PL may confront—natural disasters, political instability, IT security breaches—are no different from the hazards a shipper might face on its own. What's important, Bovet says, is to make sure that a 3PL has policies and practices in place to protect against those risks.
E-commerce activity remains robust, but a growing number of consumers are reintegrating physical stores into their shopping journeys in 2024, emphasizing the need for retailers to focus on omnichannel business strategies. That’s according to an e-commerce study from Ryder System, Inc., released this week.
Ryder surveyed more than 1,300 consumers for its 2024 E-Commerce Consumer Study and found that 61% of consumers shop in-store “because they enjoy the experience,” a 21% increase compared to results from Ryder’s 2023 survey on the same subject. The current survey also found that 35% shop in-store because they don’t want to wait for online orders in the mail (up 4% from last year), and 15% say they shop in-store to avoid package theft (up 8% from last year).
“Retail and e-commerce continue to evolve,” Jeff Wolpov, Ryder’s senior vice president of e-commerce, said in a statement announcing the survey’s findings. “The emergence of e-commerce and growth of omnichannel fulfillment, particularly over the past four years, has altered consumer expectations and behavior dramatically and will continue to do so as time and technology allow.
“This latest study demonstrates that, while consumers maintain a robust
appetite for e-commerce, they are simultaneously embracing in-person shopping, presenting an impetus for merchants to refine their omnichannel strategies.”
Other findings include:
• Apparel and cosmetics shoppers show growing attraction to buying in-store. When purchasing apparel and cosmetics, shoppers are more inclined to make purchases in a physical location than they were last year, according to Ryder. Forty-one percent of shoppers who buy cosmetics said they prefer to do so either in a brand’s physical retail location or a department/convenience store (+9%). As for apparel shoppers, 54% said they prefer to buy clothing in those same brick-and-mortar locations (+9%).
• More customers prefer returning online purchases in physical stores. Fifty-five percent of shoppers (+15%) now say they would rather return online purchases in-store–the first time since early 2020 the preference to Buy Online Return In-Store (BORIS) has outweighed returning via mail, according to the survey. Forty percent of shoppers said they often make additional purchases when picking up or returning online purchases in-store (+2%).
• Consumers are extremely reliant on mobile devices when shopping in-store. This year’s survey reveals that 77% of consumers search for items on their mobile devices while in a store, Ryder said. Sixty-nine percent said they compare prices with items in nearby stores, 58% check availability at other stores, 31% want to learn more about a product, and 17% want to see other items frequently purchased with a product they’re considering.
Ryder said the findings also underscore the importance of investing in technology solutions that allow companies to provide customers with flexible purchasing options.
“Omnichannel strength is not a fad; it is a strategic necessity for e-commerce and retail businesses to stay competitive and achieve sustainable success in 2024 and beyond,” Wolpov also said. “The findings from this year’s study underscore what we know our customers are experiencing, which is the positive impact of integrating supply chain technology solutions across their sales channels, enabling them to provide their customers with flexible, convenient options to personalize their experience and heighten customer satisfaction.”
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
As the hours tick down toward a “seemingly imminent” strike by East Coast and Gulf Coast dockworkers, experts are warning that the impacts of that move would mushroom well-beyond the actual strike locations, causing prevalent shipping delays, container ship congestion, port congestion on West coast ports, and stranded freight.
However, a strike now seems “nearly unavoidable,” as no bargaining sessions are scheduled prior to the September 30 contract expiration between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX) in their negotiations over wages and automation, according to the transportation law firm Scopelitis, Garvin, Light, Hanson & Feary.
The facilities affected would include some 45,000 port workers at 36 locations, including high-volume U.S. ports from Boston, New York / New Jersey, and Norfolk, to Savannah and Charleston, and down to New Orleans and Houston. With such widespread geography, a strike would likely lead to congestion from diverted traffic, as well as knock-on effects include the potential risk of increased freight rates and costly charges such as demurrage, detention, per diem, and dwell time fees on containers that may be slowed due to the congestion, according to an analysis by another transportation and logistics sector law firm, Benesch.
The weight of those combined blows means that many companies are already planning ways to minimize damage and recover quickly from the event. According to Scopelitis’ advice, mitigation measures could include: preparing for congestion on West coast ports, taking advantage of intermodal ground transportation where possible, looking for alternatives including air transport when necessary for urgent delivery, delaying shipping from East and Gulf coast ports until after the strike, and budgeting for increased freight and container fees.
Additional advice on softening the blow of a potential coastwide strike came from John Donigian, senior director of supply chain strategy at Moody’s. In a statement, he named six supply chain strategies for companies to consider: expedite certain shipments, reallocate existing inventory strategically, lock in alternative capacity with trucking and rail providers , communicate transparently with stakeholders to set realistic expectations for delivery timelines, shift sourcing to regional suppliers if possible, and utilize drop shipping to maintain sales.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.
Krish Nathan is the Americas CEO for SDI Element Logic, a provider of turnkey automation solutions and sortation systems. Nathan joined SDI Industries in 2000 and honed his project management and engineering expertise in developing and delivering complex material handling solutions. In 2014, he was appointed CEO, and in 2022, he led the search for a strategic partner that could expand SDI’s capabilities. This culminated in the acquisition of SDI by Element Logic, with SDI becoming the Americas branch of the company.
A native of the U.K., Nathan received his bachelor’s degree in manufacturing engineering from Coventry University and has studied executive leadership at Cranfield University.
Q: How would you describe the current state of the supply chain industry?
A: We see the supply chain industry as very dynamic and exciting, both from a growth perspective and from an innovation perspective. The pandemic hangover is still impacting decisions to nearshore, and that has resulted in a spike in business for us in both the USA and Mexico. Adding new technology to our portfolio has been a significant contributor to our continued expansion.
Q: Distributors were making huge tech investments during the pandemic simply to keep up with soaring consumer demand. How have things changed since then?
A: The consumer demand for e-commerce certainly appears to have cooled since the pandemic high, but our clients continue to see steady growth. Growth, combined with low unemployment and high labor costs, continues to make automation a good investment for many companies.
Q: Robotics are still in high demand for material handling applications. What are some of the benefits of these systems?
A: As an organization, we are investing heavily in software that will allow Element Logic to offer solutions for robotic picking that are hardware-agnostic. We have had success deploying unit picking for order fulfillment solutions and unit placing of items onto tray-based sorters.
From a benefit point of view, we’ve seen the consistency of a given operation improve. For example, the placement accuracy of a product onto a tray is far higher from a robotic arm than from a person. In order fulfillment applications, two of the biggest benefits are reliability and hours of operation. The robots don't call in sick, and they are happy to work 22 hours a day!
Q: SDI Element Logic offers a wide range of automated solutions, including automated storage and sortation equipment. What criteria should distributors use to determine what type of system is right for them?
A: There are a significant number of factors to consider when thinking about automation. In my experience, automation pays for itself in three key ways: It saves space, it increases the efficiency of labor, and it improves accuracy. So evaluating which of these will be [most] beneficial and quantifying the associated savings will lead to a “right sized” investment in technology.
Another important factor to consider is product mix. With a small SKU (stock-keeping unit) base, often automation doesn’t make sense. And with a huge SKU base, there will be products that don’t lend themselves to automation.
With any significant investment, you need to partner with an organization that has deep experience with the technologies that are being considered and … in-depth knowledge of the process that is being automated.
Q: How can a goods-to-person system reduce the amount of labor needed to fill orders?
A: In most order picking operations, there is a considerable amount of walking between pick faces to find the SKUs associated with a given order or set of orders. Goods-to-person eliminates the walking and allows the operator to just pick. I have seen studies that [show] that 75% of the time [required] to assemble an order in a manual picking environment is walking or “non-picking” time. So eliminating walking will reduce the amount of labor needed.
The goods-to-person approach also fits perfectly with robotic picking, so even the actual picking aspect of order assembly can be automated in some instances. For these reasons, [automation offers] a significant opportunity to reduce the labor needed to fulfill a customer order.
Q: If you could pick one thing a company should do to improve its distribution center operations, what would it be?
A: Evaluate. Evaluate the opportunities for improving by considering automation. In my experience, the challenge most companies have is recognizing that automation is an alternative. The barrier to entry is far lower than most people think!