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.
“The past year has been unprecedented, with extreme weather events, heightened geopolitical tension and cybercrime destabilizing supply chains throughout the world. Navigating this year’s looming risks to build a secure supply network has never been more critical,” Corey Rhodes, CEO of Everstream Analytics, said in the firm’s “2025 Annual Risk Report.”
“While some risks are unavoidable, early notice and swift action through a combination of planning, deep monitoring, and mitigation can save inventory and lives in 2025,” Rhodes said.
In its report, Everstream ranked the five categories by a “risk score metric” to help global supply chain leaders prioritize planning and mitigation efforts for coping with them. They include:
Drowning in Climate Change – 90% Risk Score. Driven by shifting climate patterns and record-high temperatures, extreme weather events are a dominant risk to the supply chain due to concerns such as flooding and elevated ocean temperatures.
Geopolitical Instability with Increased Tariff Risk – 80% Risk Score. These threats could disrupt trade networks and impact economies worldwide, including logistics, transportation, and manufacturing industries. The following major geopolitical events are likely to impact global trade: Red Sea disruptions, Russia-Ukraine conflict, Taiwan trade risks, Middle East tensions, South China Sea disputes, and proposed tariff increases.
More Backdoors for Cybercrime – 75% Risk Score. Supply chain leaders face escalating cybersecurity risks in 2025, driven by the growing reliance on AI and cloud computing within supply chains, the proliferation of IoT-connected devices, vulnerabilities in sub-tier supply chains, and a disproportionate impact on third-party logistics providers (3PLs) and the electronics industry.
Rare Metals and Minerals on Lockdown – 65% Risk Score. Between rising regulations, new tariffs, and long-term or exclusive contracts, rare minerals and metals will be harder than ever, and more expensive, to obtain.
Crackdown on Forced Labor – 60% Risk Score. A growing crackdown on forced labor across industries will increase pressure on companies who are facing scrutiny to manage and eliminate suppliers violating human rights. Anticipated risks in 2025 include a push for alternative suppliers, a cascade of legislation to address lax forced labor issues, challenges for agri-food products such as palm oil and vanilla.
That number is low compared to widespread unemployment in the transportation sector which reached its highest level during the COVID-19 pandemic at 15.7% in both May 2020 and July 2020. But it is slightly above the most recent pre-pandemic rate for the sector, which was 2.8% in December 2019, the BTS said.
For broader context, the nation’s overall unemployment rate for all sectors rose slightly in December, increasing 0.3 percentage points from December 2023 to 3.8%.
On a seasonally adjusted basis, employment in the transportation and warehousing sector rose to 6,630,200 people in December 2024 — up 0.1% from the previous month and up 1.7% from December 2023. Employment in transportation and warehousing grew 15.1% in December 2024 from the pre-pandemic December 2019 level of 5,760,300 people.
The largest portion of those workers was in warehousing and storage, followed by truck transportation, according to a breakout of the total figures into separate modes (seasonally adjusted):
Warehousing and storage rose to 1,770,300 in December 2024 — up 0.1% from the previous month and up 0.2% from December 2023.
Truck transportation fell to 1,545,900 in December 2024 — down 0.1% from the previous month and down 0.4% from December 2023.
Air transportation rose to 578,000 in December 2024 — up 0.4% from the previous month and up 1.4% from December 2023.
Transit and ground passenger transportation rose to 456,000 in December 2024 — up 0.3% from the previous month and up 5.7% from December 2023.
Rail transportation remained virtually unchanged in December 2024 at 150,300 from the previous month but down 1.8% from December 2023.
Water transportation rose to 74,300 in December 2024 — up 0.1% from the previous month and up 4.8% from December 2023.
Pipeline transportation rose to 55,000 in December 2024 — up 0.5% from the previous month and up 6.2% from December 2023.
The supply chain risk management firm Overhaul has landed $55 million in backing, saying the financing will fuel its advancements in artificial intelligence and support its strategic acquisition roadmap.
The equity funding round comes from the private equity firm Springcoast Partners, with follow-on participation from existing investors Edison Partners and Americo. As part of the investment, Springcoast’s Chris Dederick and Holger Staude will join Overhaul’s board of directors.
According to Austin, Texas-based Overhaul, the money comes as macroeconomic and global trade dynamics are driving consequential transformations in supply chains. That makes cargo visibility and proactive risk management essential tools as shippers manage new routes and suppliers.
“The supply chain technology space will see significant consolidation over the next 12 to 24 months,” Barry Conlon, CEO of Overhaul, said in a release. “Overhaul is well-positioned to establish itself as the ultimate integrated solution, delivering a comprehensive suite of tools for supply chain risk management, efficiency, and visibility under a single trusted platform.”
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
Editor's note: This story was revised on January 9 to include additional input from the ILA, USMX, and Freightos.
Under terms of the deal, Sick and Endress+Hauser will each hold 50% of a joint venture called "Endress+Hauser SICK GmbH+Co. KG," which will strengthen the development and production of analyzer and gas flow meter technologies. According to Sick, its gas flow meters make it possible to switch to low-emission and non-fossil energy sources, for example, and the process analyzers allow reliable monitoring of emissions.
As part of the partnership, the product solutions manufactured together will now be marketed by Endress+Hauser, allowing customers to use a broader product portfolio distributed from a single source via that company’s global sales centers.
Under terms of the contract between the two companies—which was signed in the summer of 2024— around 800 Sick employees located in 42 countries will transfer to Endress+Hauser, including workers in the global sales and service units of Sick’s “Cleaner Industries” division.
“This partnership is a perfect match,” Peter Selders, CEO of the Endress+Hauser Group, said in a release. “It creates new opportunities for growth and development, particularly in the sustainable transformation of the process industry. By joining forces, we offer added value to our customers. Our combined efforts will make us faster and ultimately more successful than if we acted alone. In this case, one and one equals more than two.”
According to Sick, the move means that its current customers will continue to find familiar Sick contacts available at Endress+Hauser for consulting, sales, and service of process automation solutions. The company says this approach allows it to focus on its core business of factory and logistics automation to meet global demand for automation and digitalization.
Sick says its core business has always been in factory and logistics automation, which accounts for more than 80% of sales, and this area remains unaffected by the new joint venture. In Sick’s view, automation is crucial for industrial companies to secure their productivity despite limited resources. And Sick’s sensor solutions are a critical part of industrial automation, which increases productivity through artificial intelligence and the digital networking of production and supply chains.