REDEFINING CHEMICAL LOGISTICS HAWAII SUPPLY CHAINS SHARPEN STRATEGIES
75 Green Supply Chain Partners
17 HIGH-IMPACT MOVES FOR A SUSTAINABLE SUPPLY CHAIN PLUS
BITE SIZED SUPPLY CHAIN/LOGISTICS INFORMATION Info SNACKS
PEST CASE SCENARIO
GRAYSCALE Calbee, Japan’s largest snack maker, has lost its color. The company recently announced that more than a dozen of its products will now ship in black-and-white packaging, a direct result of the ongoing naphtha shortage across the region.
The USDA opened a sterile fly breeding facility in Texas, representing its first domestic line of defense against a livestock parasite that is moving north from Central America at a moment when the U.S. beef supply has little room for additional strain. Cattle herds are at a 75-year low, imports from Mexico have been banned since mid-2025, and ground beef is running around $6.80 per pound. The New World screwworm was eradicated from the United States in the 1960s by releasing millions of sterile male flies into the wild. The new facility will rely on that same methodology.
The closure of the Strait of Hormuz has constricted access to the petrochemical, a base component of printing ink. Despite the monochrome redesign, the chips remain unchanged.
Aurora Innovation and Volvo Autonomous Solutions added 200 miles to their commercial freight network in May, opening a new route between Dallas and Oklahoma City. The corridor runs five days a week. It features a human on board but CRUISE CONTROL
99% of reworks sold in the United States come from China. With a 30% tariff now in effect and America’s 250th birthday on the horizon, casual consumers and pyrotechnic professionals alike are relying on a single supply chain with no scalable alternative. –American Pyrotechnics Association
not at the wheel. The companies are working to complete final validation for fully driverless operations. Volvo plans to build hundreds of these trucks in 2027.
WINDFALL
The Port of Long Beach is oering $1 million to the first oceangoing vessel to commercially refuel with methanol at its harbor. While methanol-capable ships already call there, the port just doesn’t carry it. The Clean Fuel Bunkering Challenge Incentive Award is designed to help kickstart that infrastructure. Refueling with methanol runs about $1.5 million per call compared to roughly $1 million for conventional fuel. The prize more than osets the dierence. A MILLION REASONS
USPS held a public vote to bring back one discontinued stamp design, putting Mister Rogers on the ballot alongside Disney characters, Snoopy, popsicles, and polka dots. More than 580,000 people voted online, and Mister Rogers won by 40,000 votes. The original 2018 stamp sold out in weeks despite a print run of 12 million. The reissue went on sale June 1, alongside a new four-image souvenir sheet. IT’S A BEAUTIFUL DAY
SunZia, a 3.5-gigawatt wind farm in New Mexico, is poised to begin commercial operations. Pattern Energy spent two decades and $11 billion on the project, which features 916 turbines, a 550-mile transmission line, and enough capacity for roughly one million homes. It is the largest onshore wind installation in U.S. history.
June 2026 • Inbound Logistics 1
CONTENTS JUNE 2026 | VOL. 46 | NO. 6
FEATURES
28 75 GREEN SUPPLY CHAIN PARTNERS The annual Green 75 (G75) awards recognize supply chain companies, 3PLs, and carriers that exhibit exceptional environmental stewardship, sustainable operations, and a commitment to going green every day.
High-Impact Moves for a Sustainable Supply Chain
22 Sustainability initiatives can improve a company’s supply chain performance, as well as its environmental footprint. These strategies can help you go green.
CONTENT PARTNERS 38 LOGISTICS IN HAWAII:
PREPARE FOR THE UNEXPECTED Change is a constant in logistics, especially in Hawaii. But the most successful logistics providers ensure their clients experience seamless delivery, even as conditions evolve. evolve. UNEXPECTED
2 Inbound Logistics • June 2026
INPRACTICE 10 LEADERSHIP LEADING WITH PASSION AND FOCUSING ON THAT “ONE THING”
CONTENT PARTNERS 50 CHEMICAL LOGISTICS: SOLVING THE EQUATION As complexity increases and challenges compound, chemical solutions providers respond with innovative oerings, moving chemical products across a range of modes–safely, securely, and reliably.
A culture built on trust, the courage to do what’s right, and setting “big, hairy, audacious goals” guides Bristlecone CEO Lakshmanan Chidambaram
6
through the unpredictable era of global supply chain disruption.
GOOD QUESTION What’s one underrated leadership skill in logistics and supply chain management?
INSIGHT 4 CHECKING IN Demand-driven: When pop outruns infrastructure 6 GOOD QUESTION What’s one underrated leadership skill in logistics and supply chain management? 8 10 TIPS Preventing supply chain fraud 20 FULFILLMENT The case against treating micro- fulfillment as a permanent model 21 SUPPLY CHAIN RESILIENCE Why strategic stockpiles are not the ultimate supply fix
INFO 62 RESOURCE CENTER
INFOCUS 1 INFO SNACKS 12 TAKEAWAYS 60 IN BRIEF 64 LAST MILE Bulk up for the GLP-1 slimdown
CONTENT PARTNERS 14 Report: Supply Chains 2026 O ered by Papryon 16 Cloud-Based TMS Streamlines Operations Into One Work ow O ered by Tai TMS 18 Carrier Fraud Prevention: Who’s Really Vetting Your Carriers? O ered by PLS Logistics
12
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June 2026 • Inbound Logistics 3
CHECKINGIN Demand-Driven: When Pop Outruns Infrastructure
Vol. 46, No. 6
June 2026
THE MAGAZINE FOR DEMAND-DRIVEN ENTERPRISES www.inboundlogistics.com
STAFF
PUBLISHER Keith G. Biondo
C ool isn’t a forecast. If you want to understand the difference between a high-growth pop business built on a disciplined supply chain management system that effectively matches demand to supply, and one struggling with a tale of inventory woe, look no further than one distribution center operated by Funko. A recent lawsuit against Funko reads less like a corporate ling and more like a cautionary tale for any supply chain management pro who has ever tried to tune
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CONTRIBUTING EDITORS
up an engine while doing 80 mph on I-10. Inspired by Japanese anime and manga, Funko gurines, particularly the Funko Pop! series, are fast-moving, in-demand products. Items can sell on eBay for $1,000 despite an original list price of $7.99. These collectible gurines depict licensed characters from franchises such as Marvel, Disney, Pixar, Star Wars, and others. The license requirements are part of the ful llment challenge. Funko’s business model is great but unforgiving. The company has one year to design, produce, sell, and ship its products before license agreements time out. If they can’t move the product in that time window, it becomes “dead”—they are not allowed to sell it. Not much fun in that. The lawsuit against Funko alleges that company leadership botched the trinity of supply chain management: inbound inventory ow, logistics infrastructure, and data integrity. To save costs and to keep the ink black, Funko consolidated ve Washington State facilities into one massive 860,000-square-foot DC in Buckeye, Arizona. The plan was to save on ful llment costs and increase speed to the customer. On paper, it makes sense. But in practice? The lawsuit claims the doors to the new DC opened before the new warehouse management system was fully installed and enough product racks were on site. Inbound containers arrived from overseas, and trucks rolled from the port only to nd a DC not ready to receive them. The suit claims the result was a logistical nightmare. Products were unloaded without electronic tracking, and items were misplaced. Add ful llment delays that would make any DC manager lose sleep. And the clock was ticking on the short selling window before product went dead. Supply chain excellence cares not if you have the coolest or fastest-moving products. Excellence is about visibility to demand signals, matching that to the inbound product ow, and having the intestinal fortitude to stop when customer data says to. While pop culture is all about what’s happening now, matching demand accurately to supply is timeless. When management ignores the laws of logistics, lawsuits or not, things can go from Funko to funky pretty quickly.
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Inbound Logistics supports sustainable best practices. Our mission is rooted in helping companies match demand to supply, eliminating waste from the supply chain. This magazine is printed on paper sourced from fast growth renewable timber.
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4 Inbound Logistics • June 2026
GOODQUESTION Readers Weigh In
What’s One Underrated Leadership Skill in Logistics and Supply Chain Management?
CONSTRAINT AWARENESS. Constant market shifts demand prioritization and creative workarounds. Effective leaders target the biggest bottlenecks rather than perfecting every link. By partnering with teams to identify root causes, they resolve issues faster and keep operations moving forward. –Davey Miller Chief Operating Officer, CMC LEADING THROUGH AMBIGUITY. In fast-moving operations, plans break. The strongest leaders stay decisive with imperfect data, adapt in real time, and keep teams aligned under pressure. It’s what keeps throughput high, costs controlled, and service levels intact.
Staying Calm
The ability to remain calm during chaos is paramount. In supply chain, disruption is the only constant. A leader who stays composed can gather info, listen to their team, and provide decisive direction. People follow those who are steady under pressure. It’s the ultimate tool for de-escalating conflict and ensuring operational continuity. –Kshitiz Saini Commodity Manager, American Airlines Being low key. There are plenty of reasons for drama among the pressures, changes, and failures of supply chain management. Working diligently ahead means staying level and focused to push ahead toward the solution, and on to the next issue at hand. –Danny Schnautz President, Clark Freight Lines Absorbing chaos without spreading panic. Making decisions with incomplete information. Communicating the “why” clearly across teams. These skills keep a company moving forward—and in logistics and supply chain, every day demands them. –Philip Carpenito Vice President of Partnerships, CADDi
–James Terry Head of Revenue, Indeed Flex
DRIVING BEHAVIORAL CHANGE. Leaders who can drive behavioral change at scale will separate themselves from those who just invest in the right tools. Technology only improves supply chains when people trust it, adopt it, and adapt decisions and workflows. –Ilan Gluck Head of Go-to-Market, North America, Digital Matter OPERATIONAL EMPATHY. Great leaders understand every operational decision impacts people across the supply chain. They build stronger communication, resilient teams, and lasting trust because they understand the realities behind the operation, not just the metrics that drive it. –Lorena Camargo President, Customized Logistics & Delivery Association (CLDA)
RECONCILING CONFLICTING INCENTIVES. Supply chain leaders are often described as collaborators, but the real skill isn’t collaboration itself. It’s the ability to reconcile conflicting incentives across the business and turn them into operational decisions. The best leaders make tradeoffs explicit and align stakeholders around what won’t be prioritized. –Jacob Lee ACCOUNTABILITY. Strong leaders build cultures where teams take ownership, deliver on commitments, measure performance honestly, and challenge themselves SEO Content Editor, R+L Global Logistics
beyond safe metrics. If you’re hitting 100% of targets 100% of the time, the bar may be too low. Real progress comes from holding each other to higher standards. –Beth Hendriks Chief Technology Officer, Infios OPERATING WITHOUT A SET BLUEPRINT. The environment is too dynamic, and employee processes change too much to set anything in stone. Strong leaders who make thoughtful decisions in ambiguity, adjust quickly, and create reciprocal clarity with their teams create resilient and productive processes and environments. –Anna Falcon VP, Customer Experience Transformation, MCA Connect
6 Inbound Logistics • June 2026
GOODQUESTION
PERSPECTIVE ARBITRAGE: knowing when to lean on deep domain expertise and when to challenge it with a fresh lens. The opportunity is in pairing operational fluency, decades of hard-won knowledge about how bulk commodities move, with the questions a technology company would ask. Not just how to optimize the existing model, but whether the model is the constraint. –Chad Raube CEO, IntelliTrans SELFAWARENESS. Self-aware leaders know their strengths and use them to guide others. But they also admit their limits, empowering team members to step up and fill those gaps. This openness builds deep trust, creates a balanced team, and motivates everyone to deliver results for the organization and its customers. –Heidi Ratti Chief Human Resources Ocer, RXO COACHING is an underrated leadership skill in logistics. Many of us learned through trial by fire, especially in volatile markets. Leaders who actively teach pass down hard- earned instincts while learning fresh perspectives from newer talent. This creates stronger, more adaptable teams and smarter ways of working. –Travis West VP Strategic Client Engagement, Evans Transportation OPERATIONAL TRANSLATION: the ability to bridge the gap between strategy, technology, finance, and frontline execution in a way every stakeholder understands. Most supply chain failures aren’t caused by bad systems; they happen when leadership can’t align people, processes, and accountability around change. –Bryan Stone Principal for Client Delivery, JBF Consulting RELATIONSHIP MAPPING: knowing who is on the field, who is on the bench, and who can step in when conditions shift. Strong leaders build those networks before disruption hits,
Creating Clarity and Alignment
Clarity under pressure is one underrated logistics leadership skill. Strong leaders cut through the chaos, communicate priorities, and give teams confidence to act. Clear direction accelerates decisions, reduces friction, and keeps the network resilient, even when conditions change by the hour. –Amir Khoshniyati VP Strategy, Channel & Marketing, Wiliot The ability to translate complexity into clarity. As AI takes on more and more responsibilities in the supply chain, people-to-people communication becomes infinitely more important. Leaders must align operators, IT, and executives around what the technology is actually doing—and why—so teams trust the system and move faster together. –Keith Moore CEO, AutoScheduler.AI Strong leaders align teams around priorities, outcomes, and the “why” behind decisions, helping prevent misaligned KPIs and confusion during disruptions. Great leaders also take ownership and empower teams to perform at their best. –Andreas Podwojewski Managing Director, North America, Arvato
THE RIGHT MINDSET. The best logistics leaders stay curious, adapt fast, and never stop learning. They set bold visions, make decisive calls without chasing perfection, and lead with empathy and accountability. They surround themselves with the greatest people and inspire them toward a common purpose. In a field where disruption is constant, the right mindset isn’t soft—it’s your most strategic asset. –Hooman Yazhari CEO, TEN (Transportation Equipment Network)
keeping their “head on a swivel” and knowing who to call when the play changes. –Doug DeLuca Product Marketing Manager, SAP Business Network CRITICAL THINKING. In an era of AI proliferation, leaders who can cut through the noise and identify what really moves the needle are invaluable. The ability to ask the right questions, evaluate “fit vs. features,” and make grounded decisions protects organizations from costly missteps. –Je Jones Senior Account Executive, Made4net LEVERAGING DATA for employee development. A leadership challenge is ensuring operational data drives not just process optimization but also employee development. Employees are the greatest asset, and strong leaders balance technology, eciency, and people to build resilient operations. –Derrick Miller Senior Manager, Sales, The Raymond Corporation, a brand of Toyota Material Handling North America
Answer upcoming Good Questions at: www.inboundlogistics.com/ good-question
June 2026 • Inbound Logistics 7
10 TIPS
In 2025, retailers incurred $706 billion in returns, with about $100 billion of that value lost to preventable fraud and abuse, according to an Appriss Retail analysis. The following strategies can reduce fraud and protect profits along the supply chain. Preventing Supply Chain Fraud
1 LOOK INSIDE
8 TIGHTEN INVENTORY CONTROLS Distribution centers can get overlooked. DC mispicks, transfer errors, and vendor collusion can quietly drain inventory value at scale. Four-eye approvals on outbound shipments, periodic access reviews, and strict separation of duties make it harder for individuals to commit fraud. Cycle counts and blind receiving processes add further protection against manipulation at the receiving dock. 9 VALIDATE RETURNS, SHIPMENTS Retailers witnessed $4 billion in cross-channel fraud during BORIS (buy-online- return-in-store) activity, finds the Appriss Retail Total Retail Loss Benchmark Report. This issue arises because systems treat channels independently. Verifying returned goods against original purchase data and shipment manifests can prevent fraudsters from exploiting these gaps.
YOUR OWN WALLS Employee theft, inventory discrepancies, and operational inefficiencies are massive drivers of loss throughout the supply chain. Start with an internal review of stores, warehouses, and distribution center receiving areas. Identify risk points and evaluate where controls or visibility are weakest.
2 UNIFY DATA ACROSS CHANNELS A major blind spot in many supply chains is siloed data. Having an integrated view of data, including online and in-store transactions and customer call centers, helps spot unusual behaviors further down the supply chain. Integrated analytics connect purchase, return, and inventory data so patterns don’t slip through the cracks. 3 MONITOR INVENTORY MOVEMENT RFID technologies work alongside AI and retail analytics to help uncover blind spots along inventory journeys. Look for frequent “lost in transit” claims, unusual product transfers between facilities, or higher- than-normal damage reports. 4 REVIEW PARTNERS THOROUGHLY In many fraud cases, collusion between internal staff and external partners enables invoice padding, false deliveries, or double- billing. Suppliers, freight
brokers, and carriers can all become part of phantom deliveries or inflated freight charges. Regular background checks, contract reviews, and performance audits help expose vulnerabilities early. 5 APPLY FRAUD DETECTION AI and retail analytics technologies review millions of transactions in near real time to detect subtle patterns and learn from past incidents. AI-supported fraud detection spots organized behaviors that manual processes overlook, reducing fraud while keeping legitimate transactions flowing. 6 AUTOMATE PROCESSES; SPEED MATTERS Manual, ad-hoc processes are fertile ground for fraud. Standardizing approval workflows, automating
validations, and enforcing consistent checks ensure that every touchpoint follows the same fraud- resistant protocols. Technology improves transparency across logistics operations to verify when inventory changes hands. 7 EDUCATE FRONTLINE TEAMS Frontline teams—from procurement and receiving to warehouse staff—are a critical first line of defense. They need to recognize the warning signs: unusual return volumes, suspicious invoice patterns, sudden changes to supplier payment details, or shipment manifests that don’t match purchase orders. Regular training establishes accountability and ensures teams know how to escalate what they see before an anomaly grows into significant loss.
10 BUILD CROSS-FUNCTIONAL FRAUD PREVENTION
Bring functional departments to the same table so emerging threats don’t fall through organizational cracks. Sharing data across procurement, transportation, inventory, and returns systems helps uncover patterns that might otherwise go unnoticed.
SOURCE: PEDRO RAMOS, CHIEF REVENUE OFFICER, APPRISS RETAIL
8 Inbound Logistics • June 2026
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LEADERSHIP Conversations with the Captains of Industry Leading With Passion and Focusing on That “One Thing”
About one year ago, Lakshmanan Chidambaram, who often goes by CTL, was appointed chief executive officer and managing director of Bristlecone, a pure-play supply chain services provider and Mahindra Group company. He brought more than three decades of experience in global technology services and business transformation. Along with his role at Bristlecone, CTL serves on the board of the US-India Business Council and has participated in the World Economic Forum and the WSJ CEO Council. Chidambaram, a bookworm and history buff, notes that the name “Bristlecone” comes from the bristlecone pine tree, which is the oldest surviving tree on the planet. “It’s many thousands of years old and has learned to adapt and thrive,” he says. The lessons of adaptability are particularly relevant to many supply chain professionals today. Increasing unpredictability as a result of geopolitical conflicts, tariffs, and advancing technology, among other changes, is compelling supply chain organizations, as well as the companies that advise and support them, like Bristlecone, to adapt. “The world needs our services and our expertise, and we need to learn and adapt and evolve as we shape the future of this company,” Chidambaram says. Here, he shares his insight on leading through disruption and change. IL: How can you help Bristlecone employees adapt to the current, ever-changing environment so they can provide the services and expertise your clients need? I think about this every day. Some parts of what we do will change dramatically, and we should be at the forefront. One step in preparing for the future is tripling our consulting practice. We believe that’s the tip of the spear, and we need consultants who can understand the problems our customers face and help determine how to solve them. The second part is using artificial intelligence. It’s a transformative technology, and it will play a role in every aspect of delivery to our clients. We have to do 30% more with what we have, which means every employee has to leverage AI technology. It all goes to the culture within the company. In good times and bad, culture is the one thing that doesn’t change and that differentiates you.
Lakshmanan Chidambaram (CTL), CEO and Managing Director, Bristlecone
A culture built on trust, the courage to do what’s right, and setting “big, hairy, audacious goals” guides Bristlecone CEO Lakshmanan Chidambaram through the unpredictable era of global supply chain disruption.
by Karen Kroll
10 Inbound Logistics • June 2026
LEADERSHIP
in people who are smarter than me, people who bring better knowledge to the table. Once I do that, I have to define their roles, give them the resources and an environment in which they can succeed, and then get out of their way. IL: What qualities do you look for when you’re considering potential job candidates? Passion is at the core of everything. The impossible becomes possible when passionate people get involved. Passion, grit, determination, an undying hunger to win, a fiercely competitive approach, and ethics are the things I look for. Obviously, depending on the job, sometimes a candidate will need expertise. But if these things aren’t there, I would not go near them. IL: Given the many challenges facing organizations today, how do you maintain a positive mindset? When the pandemic happened, we were sitting in our homes. We didn’t know what to do. I needed to call in and energize my team. I was thinking, ‘How the hell do I energize them? I don’t know what’s going to happen either.’ We got on the call, and the energy came. I told them that our customers were going through pain, and it wasn’t about them or their targets. We had to put ourselves in the shoes of the customer, find out their pain points, and address them. The year of the pandemic, we grew 25% by doing the right thing and not compromising our principles or culture. They are the lighthouses that guide us. When the sun is shining, the sky is blue, and the stock market is doing well, you won’t feel the need for culture. But when the night is dark, when there are rocks and the ship has to find its destination, that’s when culture guides you. It’s all about the truth, keeping it simple, and having a big, hairy, audacious mindset. Dream Dinner Party CTL’s top invitees for a hypothetical leadership summit are a diverse group of visionaries. First is Abraham Lincoln, admired for his tough decisions and unwavering vision for an equal America. Next is Elon Musk, praised for his “guts and capabilities” to imagine a new world and set a bold future vision. CTL also highlights a lesser-known but equally impactful leader: Subramania Bharati, an Indian poet and freedom fighter. Bharati, who championed India’s independence and women’s rights despite imprisonment, imbued his poems with hope and positive energy, which ‘powered India’s independence moment.’ These figures embody the blend of vision, boldness, and inspirational culture that CTL values in leadership.
IL: How would you describe your culture? Everyone has time to do only one thing in their professional life. You may do many things, but they should be focused on that one thing. Our executive team debated about the one thing, and then it came out clearly: The one thing that matters is customer delight. When we said this, the next thing we heard was, ‘Everyone says customer delight. It’s cheesy. What do you mean by it? And how do you convert that into reality?’ We define it as this: the customer has given us something invaluable, which is their trust. They expect us to keep their interests in our hearts at all times and to do what it takes to make them successful. Then, we said employees should do what’s right, even if it’s detrimental to Bristlecone. For example, if you bring in AI, you might work with 20% fewer resources, which means you’ll bill less to your clients, impacting your revenue and profitability. It may sound naive, but I believe you can’t go wrong by doing what’s right. So, we may temporarily have situations where revenue drops because we’ve introduced AI and used fewer resources and then passed on the benefit to the client. The client will see this. In the long run, we strengthen the client’s trust, and that will lead to more business. I endeavor to be true to this every day. IL: What characteristics are critical for effective leaders? The first role of a leader is to define the vision and a big goal. People don’t want to do small goals. Mahatma Gandhi said, ‘I’m going to get the British out of India, and I’m not going to use violence.’ India has 150 spoken languages and multiple cultures. This was as big, hairy, and audacious as a goal can be. Yet Gandhi managed to touch and inspire people across the nation. People left their lives to follow him on this journey. And once he got that together, magic happened. People will follow leaders who set big, hairy, audacious goals (BHAGs) and take them on magical journeys where they can discover a better part of themselves. The role of a leader is to define the vision clearly. Keep it simple and communicate it again and again and again until it gets into the DNA of your people; so it’s like brushing your teeth when you wake up in the morning. The second thing is hiring the right leaders. I need to bring
June 2026 • Inbound Logistics 11
TAKEAWAYS Shaping the Future of the Global Supply Chain
FREIGHT FRAUD: DON’T BE DECEIVED
ELECTRIC TRUCKS EARN THEIR KEEP Early adopters in Europe are making a strong case for electrifying freight. The Öko-Institut surveyed 57 German companies that had been running heavy electric trucks for at least one
U.S. cargo theft incidents fell 25% from Q4 2025 to Q1 2026, according to a new report from supply chain security firm Overhaul. But the dip comes with a significant caveat: Deceptive pickup schemes—in which criminals use forged credentials, fake carrier identities, and impersonation tactics to walk o with legitimate
year, and 93% of respondents report being satisfied or very satisfied with their vehicles. Survey respondents are customers of Daimler Truck’s European commercial vehicle brands. Their electric trucks range from 3.5-metric-ton vans to 18-ton long-haul rigs. Survey respondents praise the trucks for their reliability, driver comfort, and lower fuel costs. On reliability specifically, about 71% of operators say electric trucks performed on par with or better than more traditional options. About 25%, however, report more frequent issues. Charging infrastructure remains the biggest operational headache. Depots carried an average grid connection of 1,115 kW, with average installed charging capacity at 629 kW. Public charging accounted for roughly 8% of energy consumed across all respondents, largely because existing infrastructure is not designed around large commercial vehicles. High prices and unclear cost structures at public stations add to operator frustration. Despite these friction points, more than 90% of respondents expect electric trucks to be the dominant vehicle type in their fleets by 2030. Persistent safety issues are causing women to leave the driver’s seat. Women represented only 9.5% of all professional drivers in 2024, down from 12.1% the prior year, according to the 2024-25 Women in Trucking Index. Safety concerns are among the reasons cited for the decline. Women drivers have pointed to truck stops as the most common place they experience harassment. The ATA’s Women In Motion (WIM) Council and navigation app Trucker Path have stepped in to help address this ongoing issue. In spring 2026, they named their first top three women-friendly truck stops: Compass Travel Center in DeMotte, Indiana; Garden Inn Truck Plaza in Mound City, Missouri; and Talent Truck Stop in Talent, Oregon. These three truck stops went above and beyond to make their facilities safe spaces, but they are not the only companies working toward change. TRUCK STOPS STEP UP FOR WOMEN DRIVERS
loads—jumped 31% year over year during the same period. “The growth in deceptive pickup schemes tells us that organized networks are investing in fraud infrastructure,” says Barry Conlon, CEO of Overhaul. “When criminals forge identities and impersonate carriers, a padlock on a trailer isn’t going to stop them.” Some numbers that stand out from the report: • 574 cargo theft incidents were recorded in Q1, averaging 6.4 per day. • Nearly half of all deceptive pickup incidents occurred in California, which accounted for 36% of reported thefts nationally. Texas followed at 17%, while Illinois and Tennessee both saw notable increases. Illinois nearly doubled its share of incidents, from 6% in Q1 2025 to 13% this year, while Memphis-area thefts rose 27% year over year. • Electronics led all freight categories at 17% of incidents, and auto parts emerged as a fast-growing target, up 142% from Q4 2025 and 51% year over year. Food and beverage and apparel each accounted for roughly 11% to 15% of incidents. The full scope of freight fraud is likely far larger than any quarterly report can measure: Industry estimates suggest that for every reported theft, six to seven go unreported. Another key takeaway is clear: The fraud threat has moved upstream, into identity verification and carrier vetting, and organizations that haven’t adapted their risk protocols are increasingly exposed.
To be considered women-friendly, a truck stop must meet seven criteria developed from direct driver input: lighted parking, bathroom access, showers, laundry facilities, a lounge area, 24/7 maintenance, and on-site security. Nearly 12,000 truck stops have listed at least one women-friendly amenity, and almost 250 boast all seven.
12 Inbound Logistics • June 2026
TAKEAWAYS
“Carrier selection must be systematic, safety- focused, and well-documented with a process that stands up to the scrutiny of litigation and underwriting alike.” JANELLE GRIFFITH, Managing Director, Global Logistics Practice Leader, Marsh Risk OVERHEARD
TESTING A LITHIUMION REPLACEMENT Materials handling
company Jungheinrich deployed sodium-ion batteries in real-world customer applications to test the performance and reliability of the new technology—a potential alternative to lithium-ion batteries. After building
and testing the first prototypes in forklift trucks, the company is now validating its performance under a range of operating conditions at customer sites. Greater availability of raw materials, lower costs, and a better environmental footprint make the technology promising. Sodium is widely available as a raw material worldwide and is not subject to geopolitical constraints. It also oers resource-ecient production and recyclability.
Shippers should pay attention to carriers’ safety practices, documented compliance, and financial stability in the wake of the U.S. Supreme Court decision in Montgomery v. Caribe Transport II, LLC, which ruled that freight brokers can be held liable for state-law negligence claims arising from motor-vehicle accidents.
asi_halfpgIL_0626_final_• 5/26/26 3:10 PM Page 1
▪ RAIL INTERMODAL ▪ HIGHWAY CAPACITY ▪ TEMPERATURE CONTROL
SUSTAINABILITY PROMISE At Alliance Shippers Inc., we continuously work towards arranging cleaner and more energy-efficient transportation services and solutions. Our 14th Green Supply Chain Partner award underscores our steadfast commitment to a greener environment.
www.alliance.com
June 2026 • Inbound Logistics 13 2017+2019 EXCELLENCE AWARD WINNER CERTIFIED MEMBER SINCE 2006
CONTENT PARTNERS
Report: Supply Chains 2026 Supply chains are entering a new phase of transformation. What was once built around ef ciency and cost is now being rebuilt around resilience, visibility, and the ability to execute reliably across increasingly complex global networks. Trade
Featured companies: • Rinchem: specialist in chemical and gas logistics • Schneider Electric: global supply chain ranked number one by Gartner • ProcureAbility: practitioner-led procurement advisory firm • Bios Management: supply chain planning and digital transformation • Carpedia International: optimization platform • Unilog SC: global mission-critical logistics provider • Loadproof by Smart Gladiator: supply chain documentation and visibility solution specialists in operational performance improvement • Keelvar: sourcing
At the same time, compliance expectations are becoming more complex across industries, and the margin for error in how organizations respond is narrowing. In many sectors, even small changes to suppliers, routes, or storage locations can introduce new operational and regulatory risks that require immediate attention. In response, Supply Chains 2026 examines how leading organizations are responding—from shifting toward dynamic, data-driven planning to closing the gap between AI adoption and operational impact. Central to the report are eight featured companies, each operating at the forefront of their segment and offering direct insight into how the industry is adapting, investing, and building supply chains that are more resilient, more visible, and better equipped for what comes next.
volatility, regulatory pressure, and the growing role of AI are reshaping how organizations plan, source, move, and manage goods at every level. Supply Chains 2026 is an industry report that brings together exclusive perspectives from eight leading companies across specialized logistics, procurement, consulting, planning and analytics, manufacturing operations, and industrial AI. The challenges reshaping supply chains today are signi cant. Geopolitical instability, shifting trade policy, and tariff volatility are forcing organizations to reassess sourcing strategies and logistics networks more frequently than ever before.
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14 Inbound Logistics • June 2026
CONTENT PARTNERS
Cloud-Based TMS Streamlines Operations Into One Work ow Helping teams eliminate duplicate data entry and move freight faster, Tai TMS brings quoting, booking, tracking, document management, audit, and invoicing into one connected workflow.
“Beyond features, Tai is built for flexibility and adoption. Brokerages can configure workflows, permissions, integrations, reporting, and automation rules to fit their operating model.”
By Walter “Mitch” Mitchell CEO, Tai TMS
sourcing, real-time tracking, and simpli ed documentation. For LTL, Tai brings the entire
Tai also connects brokers to a broad partner ecosystem, including load boards, carrier onboarding tools, visibility providers, accounting platforms, payment solutions, digital freight matching tools, and market intelligence partners. These integrations allow teams to work from a centralized system instead of constantly switching between disconnected tools. Beyond features, Tai is built for exibility and adoption. Brokerages can con gure work ows, permissions, integrations, reporting, and automation rules to t their operating model. Tai also supports customers with onboarding, training, live Q&A, self-paced learning, documentation, and its Tai Experts program, which helps internal champions build deeper platform knowledge and drive long-term adoption. Powered by modern cloud infrastructure, Tai TMS is designed for secure, scalable performance as brokerages grow. For companies looking to reduce busy work, improve visibility, protect margin, and give their teams a stronger operating system, Tai delivers a premium TMS built around how freight brokers actually work.
Tai TMS is a cloud-based transportation management system built speci cally for freight brokers and 3PLs managing FTL, LTL, and drayage. The platform brings quoting, booking, tracking, document management, audit, and invoicing into one connected work ow, helping brokerages reduce manual work, protect margins, and grow without adding unnecessary complexity. At the center of Tai is broker-focused automation. From email-based shipment creation and customer portals to bulk uploads, API/EDI connections, and work ow automation, Tai helps teams eliminate duplicate data entry and move freight faster. Brokers can automate key tasks across the full shipment lifecycle, including quoting, load coverage, tracking, document processing, accounting, reporting, and customer communication. Tai also gives brokers stronger visibility and control across modes. For FTL operations, Tai supports faster order entry, centralized pricing intelligence, load board posting, carrier
operation into one system, with direct carrier API and EDI integrations, real- time rate shopping, tariff management, freight class calculation, address validation, accessorial tagging, audit automation, and invoice generation. These built-in fail-safes help reduce errors before they become rebills or margin issues. HARNESSING ARTIFICIAL INTELLIGENCE AND ENHANCING CONNECTIVITY One of Tai’s most notable innovations is its embedded Track & Trace AI Agent. The AI agent can call drivers, con rm location and ETA, sync status updates into Tai, schedule follow-ups, support after-hours coverage, and communicate in multiple languages. Combined with tracking integrations, SMS location requests, and automatic activity logging, Tai helps brokers reduce manual check calls and maintain better shipment visibility from one platform.
tai-software.com
16 Inbound Logistics • June 2026
Why Is Our Podcast #1 in Logistics? We’ve Got the Top Thought Leaders!
Doug Waggoner CEO, ECHO GLOBAL LOGISTICS
Mike Medeiros EVP, Operations PENSKE
Bill Heaney CCO, ODYSSEY LOGISTICS
Hannah Testani CEO, INTELLIGENT AUDIT
Yuriy Ostapyak COO, LOGISTICS PLUS
Lori Boyer Head of Content Marketing, EASYPOST
VISIT bit.ly/PodcastIL TO HEAR MORE ON THE INBOUND LOGISTICS PODCAST
THOUGHT Leaders CONTENT PARTNERS
Carrier Fraud Prevention: Who’s Really Vetting Your Carriers?
Q Carrier fraud is getting a lot of attention across the industry right now. Where does the problem actually come from? A Public load boards. Carrier fraud does not typically originate with shippers—it originates on public load boards that lack user subscription vetting controls. When a broker posts a load to a public board to find capacity, they open the door to fraudulent activity. That is where identity fraud and double brokering get in. Q So for a shipper already working with a broker, what is the real concern? A The concern is that most shippers have no visibility into how their broker is actually vetting carriers. They assume that because a carrier showed up and moved their freight, someone checked them out. That is not always true. A broker who relies heavily on spot market capacity is making real-time decisions under pressure, and corners get cut. The shipper is downstream from all of that. If a fraudulent carrier picks up their load, the shipper absorbs the damage, the claim, the delay, and the hit to the customer relationship. They did not create the exposure, but they own the consequence.
Q How does PLS approach this differently than other brokers? A Our carrier network is built on relationships, not load boards. We maintain a vetted network of more than 40,000 motor carriers, and everyone goes through a rigorous onboarding process before they ever touch a PLS load. Beyond that, we built PLS IQ CarrierCheck to take vetting out of the hands of individual judgment calls and put it into an automated, AI-powered system that runs continuously. It verifies carrier identity, validates insurance directly from the agent and reacts to cancellations, monitors and validates changes in safety to ensure ongoing compliance, reacts to authority changes, and automatically updates PLS PRO to allow for real-time compliance. This is not a checklist. It is a live system that runs on every load, every time. Q For a shipper evaluating brokers, what should separate PLS from the pack? A Ask any broker where they find capacity when things get tight. If the answer involves spot boards, you have your answer about their fraud exposure. Ask what specifically happens when a new carrier requests a load. Ask whether that process is the same at 2 pm on a Tuesday as it is at 11 pm on a Friday. At PLS, the answer is yes, because the system handles it, not a person working against a deadline. Any broker can tell you they vet carriers. We can show you how and prove it does not break down under pressure.
Courtney Homan Senior Director PLS Logistics plslogistics.com 888-814-8486
To learn more about PLS Logistics and PLS IQ CarrierCheck, visit plslogistics.com or contact our team.
18 Inbound Logistics • June 2026
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FULFILLMENT [ INSIGHT ]
by Peter Perrella VP Operations, Fuel Transport peter.perrella@fueltransport.com | 312-379-8024
The Case Against Treating Micro-Fulfillment as a Permanent Model
Micro-fulfillment is having a moment. It is being framed as the inevitable next evolution of logistics: smaller footprints, closer to demand, faster delivery, lower risk. For some sectors, that narrative holds. For many others, it doesn’t.
major clients allow for better automation, stronger labor utilization, and clearer accountability. They don’t eliminate risk, but they make it manageable. That doesn’t mean micro-fulfillment disappears. It means its role becomes more deliberate. Tactical rather than foundational. A pressure valve, not the core architecture. The real risk today isn’t adopting micro-fulfillment. It’s locking into it without an exit strategy. Demand and supply chain leaders should ask tougher questions: Is this facility designed to flex up, or only sideways? Are we optimizing for this quarter’s volatility or the next 2-3 years of demand patterns? Most importantly, are we building optionality, or are we quietly taking on more optionality debt? Micro-fulfillment can be a smart response to uncertainty. But when it’s positioned as a permanent solution without clear thresholds for reevaluation, it risks becoming yesterday’s fix applied to tomorrow’s market. Supply chains are built for cycles, not headlines. The companies that will come out strongest are the ones that treat micro-fulfillment as a tactical response to abnormal conditions, not a one-size-fits- all blueprint for the future.
processes, and site-specific workarounds create networks that are difficult to unwind once conditions improve. What starts as a hedge against uncertainty can become a constraint on scale. From the field, we see companies managing razor-thin margins across networks that were never designed to scale. Dashboards may show service levels holding steady, but operators see the friction underneath: constant shuttling of inventory between nearby sites, duplicated safety stock sitting idle, and underutilized automation that only makes sense at higher volumes. None of that shows up neatly in quarterly metrics, but it erodes performance over time. HONEST ASSESSMENT NEEDED What’s missing from much of the micro- fulfillment conversation is an honest assessment of what happens when markets stabilize. Historically, as volatility eases, supply chains tend to reconsolidate. Fewer, larger warehouses anchored by one, two or three
There’s no question micro- fulfillment has become essential in certain environments. Grocery, quick- commerce, and last-mile delivery rely on proximity and speed to compete. In those cases, micro-fulfillment isn’t a strategic experiment, it’s table stakes. Customer expectations and product velocity make centralized models impractical. The problem is assuming that what works for grocery automatically scales across other supply chains. Operating across a fragmented network of micro-facilities introduces hidden costs that rarely show up in early business cases. Transportation complexity increases. Inventory fragmentation raises working capital requirements. And when gross margins are already thin, running multiple sites with minimal buffer leaves little room for error. This is where many organizations begin accumulating “optionality debt.” Micro- fulfillment often feels flexible on paper, but over time it can quietly narrow future choices. Short-term leases, duplicated
20 Inbound Logistics • June 2026
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