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BITE SIZED SUPPLY CHAIN/LOGISTICS INFORMATION Info SNACKS
UP GOES FULL STEAM AHEAD Union Pacific and Wabtec struck a $1.2 billion deal—one of the rail industry’s largest modernization investments—to upgrade a major share of UP’s AC4400 locomotive fleet. The program extends locomotive life and standardizes equipment with next-generation
TURBINE BLADES GET A SECOND SPIN Architect Jonas Lloyd of Lloyd’s Arkitektkontor has turned retired wind turbine blades into a striking facade for the new Niels Bohr parking garage in Lund, Sweden, tackling one of the wind industry’s toughest recycling challenges. The five-story structure incorporates 57 decommissioned blades mounted on its exterior, repurposing materials once destined for landfills into a
PLUGGING IN GREENER PLASTICS
A coalition of 14 global companies, including Sony, Mitsubishi, and Toray, has launched a first-of-its-kind supply chain to integrate renewable plastics into high-performance audio- visual equipment and
controls and diagnostics, with upgrades expected to boost reliability by 80% while cutting fuel use by
reduce reliance on fossil-based materials. Using a mass balance approach, the partners can introduce biomass-derived inputs while preserving the quality standards required for complex electronics and accurately tracking carbon impacts. The initiative creates a scalable framework for shared data and verified sustainability reporting, with plans to expand the model across the broader electronics industry.
bold example of circular design. Equipped with
more than 5% and increasing tractive eort by 14%. The first of roughly 1,700 modernized units, built at U.S. facilities and outfitted with advanced digital systems for longer, data- driven train operations, are scheduled for delivery in 2027.
EV chargers, battery storage, rooftop solar, and greenery, the garage showcases how renewable energy waste can be reimagined as sustainable urban infrastructure.
GAME ON By 2028, four in 10 large warehouses and distribution centers will use gamification tools to energize their workforces, signaling a shift toward game-inspired performance management, according to Gartner. By layering points, badges, and rewards onto daily operations, logistics leaders boost engagement while tackling labor issues. Gartner advises companies to first build transparent performance frameworks and target quick operational wins so employees see immediate
A SENSE OF FULFILLMENT of brands say U.S. tari changes in 2025 increased their business costs aim to deliver their domestic U.S. orders in 2-3 days are leveraging a third-party fulfillment company for at least some orders 80% • In 2024, average total compensation for executive women reached $457K, compared to $486K for men, a $29K gap, down from $36K the year prior. • Notably, compensation increased for both groups, with women’s pay growing at a faster rate than men’s. WOMEN EXECS GAIN GROUND While the World Economic Forum estimates it will take 106 years for women in North America to reach economic parity, new executive-level data suggests progress may be accelerating at the top of the org chart. An analysis of more than 1,000 senior-level executive searches from ON Partners’ proprietary database shows the gender compensation gap at the VP level and above is narrowing year over year.
benefits. Successful rollouts start with enthusiastic pilot sites, strong change- management support, and gamification features that integrate seamlessly with existing systems.
FAILED DELIVERIES, HIGH COSTS 5-10% of package deliveries in the United States fail on the first attempt, costing carriers an average of $17.78 in rescheduling, additional miles, and customer service. – Wired With ecommerce volumes rising, apartment complexes and gated communities have become frequent bottlenecks. At the same time, nearly 1.7 million parcels are stolen every day from U.S. doorsteps. –Security.org, New York Times
44% 69% 84% 59%
already use more than one fulfillment center will increase the number of fulfillment centers they use in 2026 –2026 State of Ecommerce Fulfillment Report, ShipBob
February 2026 • Inbound Logistics 1
CONTENTS 24 AUTOMATION: BUILDING RESILIENT SUPPLY CHAINS FEATURES FEBRUARY 2026 | VOL. 46 | NO. 2
INFOCUS 1 INFO SNACKS 12 NOTED 14 TAKEAWAYS 36 IN BRIEF 40 LAST MILE Rock salt: slippery conditions, rock-solid supply chain INSIGHT 4 CHECKING IN Random stow or the disorganized warehouse? 6 GOOD QUESTION You’re pitching a cargo heist movie. What’s the title and plot synopsis? 8 10 TIPS Combating supply chain threats 22 GLOBAL COMMERCE The next great convergence in global commerce: DPP, Ambient IoT, and GS1
Resilience is the new eciency. As automation touches every supply chain process—from picking to final delivery—future-proof solutions demand clean data, a holistic vision, and the right software backbone to weather any disruption. 30 RISKY BUSINESS: INSIDE FREIGHT FRAUD Escalating cargo crime is forcing shippers and carriers to rethink risk, visibility, and security.
GOOD QUESTION You’re pitching a cargo heist movie. What’s the title and plot synopsis?
INFO 38 CALENDAR 39 RESOURCE CENTER INPRACTICE
6
CONTENT PARTNERS
16 Unpacking Supply Chain Certi cations O ered by SMC 3
19 Overcoming Geopolitical Uncertainty and Turning Challenges into Opportunities O ered by The Logistix Company 20 Making the Business Case Amidst the Rapid Proliferation of Advanced Fleet Technology O ered by ACT Expo
10 LEADERSHIP: TRY THINGS, FAIL FAST, AND TAKE RESPONSIBILITY RepSpark CEO Meghann Butcher’s apparel industry roots and customer-first mindset are shaping the
17 Why “Global” Freight Audit Isn’t a Buzzword… It’s a Business Requirement O ered by nVision Global 18 The Pendulum Swings Towards Dedicated Capacity…AGAIN O ered by Tansect
company’s wholesale ecommerce platform and long-term vision.
Inbound Logistics (ISSN 0888-8493, USPS 703990) is mailed monthly to approximately 60,000 business professionals who buy, specify, or recommend logistics technology, transportation, and related services, by Thomas, a Xometry company, 6116 Executive Blvd, Suite 800, North Bethesda, MD 20852. Periodicals postage paid at North Bethesda, MD, and additional mailing oces. All rights reserved. The publisher accepts no responsibility for the validity of claims of any products or services described. No part of this publication may be reproduced or transmitted in any form or by any electronic means, or stored in any information retrieval system, without permission from the publisher. Postmaster send address changes to: Inbound Logistics, 6116 Executive Blvd. Suite 800 North Bethesda, MD 20852
2 Inbound Logistics • February 2026
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CHECKINGIN Random Stow or the Disorganized Warehouse?
Vol. 46, No. 2
February 2026
THE MAGAZINE FOR DEMAND-DRIVEN ENTERPRISES www.inboundlogistics.com
STAFF
Keith G. Biondo publisher@inboundlogistics.com Felecia J. Stratton editor@inboundlogistics.com Katrina C. Arabe karabe@inboundlogistics.com
PUBLISHER
R andom Stow is a warehouse putaway method driven by an algorithm developed by Coupang, an ecommerce monster and formidable Amazon competitor. For the Korean market, Coupang uses this counterintuitive warehouse management method, which stores items wherever there is open shelf space, rather than grouping similar SKUs together.
EDITOR
SENIOR EDITOR
DIRECTOR OF STRATEGIC CONTENT
Amy Roach amy.roach@thomasnet.com
Tom Gresham Karen M. Kroll
CONTRIBUTING EDITORS
The warehouse might look disorganized. But it is organized chaos because the technology—AI and big data—groups products for faster picking in a way that a human can’t see or understand. The result is faster picks because workers can pick multiple different items for an order in the most ef cient path possible. When a worker gets a list of items to pick, the AI calculates a “Goldilocks” route. Because items are scattered randomly, there is a high statistical probability that one of the items on the list is already very close to the worker’s or robot’s current position. In a traditional warehouse, if 100 people order a popular item, such as an iPhone charger, those are all stored in the electronics aisle, creating bottlenecks. The Random Stow AI distributes those 100 chargers across different locations. Because identical items are spread throughout the warehouse, multiple pickers can grab the same product from different locations simultaneously without bumping into each other. Sounds messy, yet pick rates with this method rival Amazonian pick cycles. It gets better. Coupang’s AI analyzes massive datasets to see which items are often bought together—phone chargers and screen protectors, for example. It stows these like products near each other, even if they belong to different categories, using predictive ordering AI to minimize the travel distance for a single order. Fast-selling items are stowed in prime locations closer to pick/pack stations, while slow-moving items are tucked away in far corners. Traditional warehouses leave open slots on shelves because they are reserved for speci c categories. Random Stow allows Coupang to ll open slots, storing more SKUs in the same warehouse footprint. But inches add up. The AI monitors every cubic inch of shelf space. When an inbound shipment arrives, the Random Stow system tells the robot or worker exactly which open bin is the perfect t for that speci c item’s dimensions. In the Korean market, real estate for ecommerce ful llment is at a premium. No wasted space means smaller warehouses can handle faster and more picks per square foot. Can the Random Stow approach be a lesson for the small urban nal-mile ful llment facilities in the United States?
Keith Biondo, Publisher
Jeof Vita jvita@inboundlogistics.com
CREATIVE DIRECTOR
DESIGNER Arlene So
DIGITAL DESIGN MANAGER PUBLICATION MANAGER CIRCULATION DIRECTOR
Amy Palmisano apalmisano@inboundlogistics.com
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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 • February 2026
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GOODQUESTION Readers Weigh In
You’re Pitching a Cargo Heist Movie. What’s the Title and Plot Synopsis?
FRAUD GIRL CHRONICLES: THE MILLION DOLLAR LOAD A fraud ring targets a shipper moving $1M+ loads on predictable lanes, posing as a clean carrier with a newly purchased MC (motor carrier number). A carrier portal flags fake VINs and recycled photos, alerting the broker. When thieves attempt an in-person pickup, Fraud Girl runs a sting using a decoy load and live tracking. The ring is arrested at a cross-dock. –Danielle Spinelli Account Executive, Descartes GOLD RUSH A group of hyper-competent idiots hijack a sealed cargo container rumored to be hauling gold from Fort Knox. After a long, arduous journey, bullets flying, escaping both the FBI and an evil famous freight hijacking gang, the amateur group drive to rural Alaska to open the trailer only to find 40,000 live goldfish. –Izzy Tessitore-Knight Logistics Coordinator, TA Services TRANSIT TRUTH A high-tech cargo ring swaps labels mid-transit to vanish freight. They’re caught when a routine warehouse scan flags impossible barcode histories with timestamps, locations, and serial logic that don’t add up. –Ken Feinstein Vice President, MIDCOM Data Technologies THE LAST PALLET A crew targets a high-value food shipment, counting on blind spots and timing. But real-time inventory visibility, automated tracking, and secure storage controls quietly flag anomalies. As systems reconcile
— AN IL READER PRESENTS —
A desperate warehouse worker steals pharmaceuticals to fund his mother’s cancer treatment, resealing containers to hide the theft and selling them to a crime family. The heist is flawless—until a routine audit catches a discrepancy. Facing prison, he cuts a deal: his freedom for the gangsters. What begins as survival becomes redemption as he risks everything to bring them down. –Brian Carlson Founding Partner, Cornerstone Edge
every pallet move, the heist unravels, finally caught not by force, but by outrunnable data. –Danilo Potocnik Head of Sales, Stoecklin Logistics NO EXCEPTIONS A cargo theft ring thrives on chaos— last-minute carrier swaps, fake drivers, forged credentials. They target a disciplined shipper, betting speed will outrun control. Planning clears the load. Execution doesn’t. Credentials are enforced, driver and equipment fail RTVP (real-time visibility platform) at pickup, and the cargo never moves. –Rachelle Yeingst Director, Strategy, JBF Consulting GHOST INVENTORY A logistics analyst manipulates demand signals, rerouting high- value shipments through ghost warehouses. Goods vanish before anyone notices. But one manual count catches a discrepancy their algorithm can’t explain. Root cause diagnostics trace it to the insider. –Laurence Brenig-Jones VP Product Strategy & Marketing, RELEX Solutions
FILED IN 60 SECONDS A shipment is stolen mid-route
through a sophisticated paperwork scam. The freight is covered, the claim is filed and paid, and business continues. There’s no drama in this film. It’s quite boring, actually. And that’s the point. –David Goldberg EVP Marketing, Loadsure CONTAINER ZERO A daring team exploits hidden gaps across Tier 2 and beyond, but real- time supply chain mapping, ESG audits, and ethical sourcing checks illuminate every misstep. Social, environmental, and governance risks flare up, turning the heist into a high- stakes lesson in accountability. –Nicole Brackett Enterprise Account Executive, TradeBeyond ROUTE 66 PHANTOM Cross-country truckers steal high- value cargo, replacing loads with decoys. They’ve done it 6 times without a trace. But shipment 7’s sensors record unique environmental signatures—vibration patterns, air
6 Inbound Logistics • February 2026
GOODQUESTION
quality, light exposure. The decoys show warehouse storage, not highway transit. The cargo’s journey doesn’t match the truck’s route. The FBI is their final stop. –Scott Case Founder and Chief Storyteller, Position : Global GONE IN 60 MILLISECONDS An elite crew of executives pulls o impossible cargo thefts across land and sea, vanishing like a ghost— no delays, no fingerprints. But once optimized with AI, the supply chain network tracks the culprits, anticipates their next moves, and sends real-time signal updates, exposing their complex operation and stopping the heists. –Ann Marie Jonkman VP, Global Industry Strategies, Blue Yonder THE BROKER’S MARGIN A fed-up dispatcher steals a $2M pharmaceutical load, exploiting every supply chain gap he has complained about the past decade. Fake MC#, CDL, and carrier packet. The works. He gets busted because he just could not resist leaving a 1-star Google review for the victim company. “Terrible freight security. An inside job would be super easy.” –Justin Todoro VP, Brokerage, Kenco METAL BEAST: OVER THE ROAD A desperate struggle to rescue a cargo of MacGuns critical to saving the planet ensues. Our hero races against time to get the truck, cargo, and hapless hostage back before the world ends. The MacGun has a unique property that allows for surreptitious tracking, leading to a trap where the vehicle is captured and the victim rescued just in time. –Joe Adamski Managing Director, Consulting, ProcureAbility THE REDUNDANCY GAMBIT A crew intercepts high-value shipments by hacking into a single carrier’s system, but a multi-carrier orchestration platform automatically reroutes the stolen packages through
THE DRINKS ARE ON THEM.
A wisecracking trucker and misfit crew swipe limited-edition glow-in-the-dark tequila, livestreaming their clout-chasing escape. A relentless sheriff is on their tail while fan meetups and stunt gags snowball. Their bumbling hype- man geotags the hideout for a brand deal. Cops crash the party instead, turning neon toasts into silver cuffs. WRITTEN BY Ann Stawski DIRECTOR OF Marketing & Communications, Odyssey Logistics backup carriers. The goods arrive at their destinations, while the thieves are caught red-handed with empty decoy boxes—their operation exposed by the resilience layer they didn’t know existed. –Kathleen Krum Director of Sales, ePost Global PHANTOM LOAD I would pitch a futuristic thriller where hackers change the details on a bill of lading to reroute a shipment, and get caught by telemetry data.
web of double brokering and fake documents, a once-washed-up broker follows cold trails and truck- stop whispers to a single hot lead, then flips the script using the thieves’ own playbook. –Travis West VP – Strategic Client Engagement, Evans Transportation ANOMALY A nefarious crew exploits access to a company’s shipping accounts to steal merchandise undetected—that is, until unusual data patterns trigger automated business-rule alerts at company HQ. Data anomalies like wrong origins, unnecessary expedited services, and unexpected vendor drop-ships act as digital fingerprints exposing the scheme and leading investigators to the thieves. –Quinn Nelson Sr. Program Manager, Reveel
–Nick Rakovsky CEO, DataDocks
SYSTEM LOSS A cargo heist film where theft isn’t loud—it’s procedural. Using fake identities and spoofed MC numbers, a crew steals high-value freight without a trace. Tension peaks when the delivery is missed, calls go unanswered, and reality sets in too late. It’s a quiet fraud story about trust, where thieves are caught only when flipping the goods, and the system absorbs the loss. –Gary Horton Chief Operating O cer, ACI Transport 2 CLICKS TO KAPUT This thriller plunges into the shadow world of freight theft, where crimes are committed from desks and keyboards. Hired to crack a
Answer upcoming Good Questions at: www.inboundlogistics.com/ good-question
February 2026 • Inbound Logistics 7
10 TIPS
Cross-border logistics is entering a phase where digital infrastructure and security are becoming critical. The result: cybersecurity is no longer an IT function—it’s an existential risk to business continuity and trust. Combating Supply Chain Threats
1 ASSESS YOUR
solutions have emerged as a crucial line of defense for these attacks, helping teams to proactively detect potential threats before they infiltrate networks. 8 TRAIN FRONTLINE TEAMS TO RECOGNIZE THREATS Implement cybersecurity training with frequent, practical, and role-specific drills. Send mock phishing emails and credential prompts to help employees spot red flags, reducing the likelihood of a click triggering a broader breach. Encourage employees to report suspicious activity, so potential threats are flagged instead of hidden. 9 MANAGE THIRD‑PARTY RISK Evaluate every carrier, supplier, and SaaS provider for security controls, access rights, API use, and data‑handling standards. Hold partners to the same requirements you enforce internally and reassess them regularly as systems evolve.
RISK EXPOSURE Cyber threats span across industries, but not all supply chain players face the same level of exposure. Assessing whether your organization falls into a high-risk category is a critical first step. Data shows that the manufacturing sector is the most at-risk due to a heavy reliance on automation and the sensitivity of its intellectual property.
2 ASSUME YOU WILL BE BREACHED Establish security controls, such as data encryption and malware defenses, based on the assumption that data breaches are inevitable. Ransomware and phishing are on the rise, with cyberattacks targeting logistics companies expected to double in 2026, yet the most common and dangerous mindset is “we haven’t been hit yet.” 3 TREAT DATA AS A CRITICAL ASSET Organizations must account for every type of data they transmit or store. They can do this by implementing a data discovery tool that can categorize and identify files with sensitive data, whether it is financial or customer- related. Having this full view and access can help secure valuable assets with advanced encryption. 4 CONTROL DATA ACCESS Maintain visibility into who can access, change, and approve sensitive data. By implementing practices
6 UNDERSTAND THE INCREASED RISK OF AI Threat actors now use AI to identify vulnerabilities, craft highly personalized phishing,
such as identity and access management, and multi- factor authentication, companies can control permissions while creating audit trails for accountability. This reduces the risk of unauthorized access and malicious manipulation. 5 ENSURE CUSTOMER DATA SECURITY When it comes to customers, data minimization is crucial. Retailers should collect only the data necessary to fulfill an order, such as shipping address, and only share that information with third- party vendors and logistics providers. Otherwise, in the case of a breach, there is a higher risk of sensitive customer data being exposed to unauthorized parties, leading to major reputational damage.
and target high‑value systems such as WMS
and ERP platforms. Some ransomware variants use AI to speed lateral movement. Counter this with AI‑driven anomaly detection, continuous authentication, and automated risk scoring to catch deviations before they disrupt operations. 7 BE AWARE OF PHISHING SCAMS Clicking on one wrong email can cause catastrophic impacts, trickling down to carriers, partners, and customers, disrupting operations beyond the initial breach. Endpoint detection and response (EDR)
10 UNDERSTAND THE REPUTATIONAL DAMAGE OF DATA BREACHES
In logistics, trust is just as important as speed. A security breach doesn’t just disrupt systems; it erodes customer confidence as shoppers say they are hesitant to shop with retailers that have experienced a data breach. A breach also damages partner relationships and raises long-term questions about reliability.
SOURCE: DIETER VAN PUTTE, CHIEF TECHNOLOGY OFFICER, BNODE’S CROSS BORDER DIVISION
8 Inbound Logistics • February 2026
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LEADERSHIP Conversations with the Captains of Industry Try Things, Fail Fast, and Take Responsibility
As founder and CEO of RepSpark Systems, Meghann Butcher focuses on understanding the impact the company’s solutions will have on both its customers and its customers’ customers. “Then, I have to understand how this could affect our long-term vision, which is to be the most effective partner for our customers and their customers,” Butcher says. RepSpark’s wholesale ecommerce platform enables brands, many of which are apparel companies, to connect with buyers and transact business, offering online order entry, digital marketing materials, and automated accounts receivable, among other capabilities. Butcher grew up in the apparel business, as her dad owned about six apparel brands. He had the initial idea for RepSpark. As demand for the solution expanded, he asked Butcher and another employee to take over. Butcher and her colleague have worked on identifying customers’ pain points and then offering the capabilities that can address them. Since its launch in 2007, RepSpark has grown to about 40 employees, along with a handful of outsourced engineers. Butcher discusses the challenges she’s tackled while leading RepSpark, the lessons she’s learned, and the value of humble con dence and grit. IL: What have been some of the most signi cant lessons you’ve learned as you’ve grown RepSpark Systems? One is that you can’t do it all yourself. You do become the bottleneck at some point, and need to bring on strong, trusted team members. Most of the time they can handle the job better, and love taking it on. Another is the value of communication, especially as your organization grows. If the ve people around a table are not aligned at the beginning of a meeting, they typically are by the end. You can decide what you’re going to tackle and tackle it. At 10 people, you have other opinions. At 20, now half the people aren’t even in the room when you make decisions. You need to put in processes so everybody understands not just what to do, but why it’s important, and how each role maps back to our goals. It has been a learning curve. I remember stopping a few years ago and asking, ‘Why isn’t everybody getting this?’ That was a kind of reset; recognizing that everybody needs to understand the ‘why’ and then buy into it.
Meghann Butcher, Founder and CEO, RepSpark Systems
RepSpark CEO Meghann Butcher shares her playbook for scaling a B2B ecommerce platform— from building a culture of radical transparency and ‘failing fast’ to optimizing the supply chain with real-time inventory and AI.
by Karen Kroll
10 Inbound Logistics • February 2026
LEADERSHIP
Litigation Lesson “Jury selection for large trials is very psychologically driven,” notes Meghann Butcher of RepSpark Systems, who worked as a litigation consultant early in her career. “I learned to understand where someone was coming from whether they were applauding or booing an idea. Learning early in my career about different viewpoints and how people could look at a trial so differently has helped in leading a company.”
IL: As RepSpark has grown, what tactics have you used to maintain clear, effective communication? We run on an operating framework, the Entrepreneurial Operating System (EOS), and have a leadership meeting every week, at the same day and time, and with the same agenda. The subjects we discuss cascade down to each department, which has a similar weekly meeting. The issues discussed in these meetings, such as deadlines, cascade up and down to all departments. Every other week we also do an all-hands-on-deck meeting. At one meeting, we’ll report on what we did the previous month, along with department and industry updates. The next meeting is looking forward at what we’ll be doing the next month. In addition, we have two ‘product office hours’ each month. These help everybody understand not just what we’re rolling out, but why, and the impact the product is having on our customers’ operations. Annually, we hold a two-day planning session, as well as quarterly planning sessions. These help ensure we understand the one-year goal and how we’re tracking against it. IL: How would you describe your leadership style? It’s definitely not micromanaging. We’re open to trying things, failing fast, and taking responsibility. One quote says, ‘It’s better to have 80% of something done today, rather than ruminate on it for a month, start, and only get to 80%.” While some issues need to be pushed to long-term decisions, we tend to iterate pretty quickly. IL: How do you know when you have enough information to make a decision? It’s more of an art than a science. Part of it is knowing what data I need, whether it’s financial or market research or the return on investment of new software. Then it’s combining the numbers and my experience and judgment on the value an investment will bring. You have to trust your gut on some things, and say, ‘This feels right,” or ‘Something’s off.’ You also have to look at how many people in the organization a decision will touch. If it will affect the entire organization, usually I’ll take a little more time to make sure it’s the right move, because change management is often the hardest part of implementing a new idea.
IL: What supply chain initiatives are at the top of your agenda?
We are focused on providing real-time inventory visibility where our solution touches our customers’ supply chains, so that as their supply chains change, they can communicate that to their end buyers. For example, we added a line item in our software so retailers can see the impact of tariffs on prices. We also want to make sure that as information such as the country of origin changes, our brands can give retailers the visibility they need. Moving forward, we’re looking at how we can help our brands be even more transparent with their buyers. One example is helping them alert their customers if an order is delayed. Also, we’re finishing several AI projects. These will use information on market, ordering and other trends, based on data already in RepSpark, to help our brands better understand, for instance, the profit margins on different sales and to better handle demand planning. IL: What challenges keep you up at night? There are so many initiatives I would love to kick off, which I’m sure is a cliché for every CEO entrepreneur. But how do I pick which ones are the most important and the most impactful? When the tariffs were newly implemented, they were really a distraction to our customers, who were figuring out sourcing diversification and how it was going to affect their profit margins. Projects were paused. Trying to figure out if the tariff situation was long or short term, and how to handle it, kept me up at night. IL: What attributes do you see as key for effective leadership? Along with communication, one is what I call being ‘humbly confident.’ That is, knowing that you can make a decision, and if it’s right, it’s going to be great, and if it’s wrong, you can move on from it. It’s also having the grit to keep persevering and pushing forward when something goes wrong. If you don’t have grit, I don’t think you can lead a company.
February 2026 • Inbound Logistics 11
NOTED [ IN FOCUS ]
The Supply Chain in Brief
> UP THE CHAIN
> SEALED DEALS
Supply chain executive Catherine Cooper has joined the Verst board of advisors.
• Omnichannel beauty retailer DOUGLAS BeNein expanded its long-standing partnership with logistics provider Bleckmann. Under the renewed agreement, Bleckmann will continue to provide 3PL services, including warehousing, order ful llment, distribution, freight forwarding, and returns management.
John Partain joins PCS Software as chief customer of cer. He will lead PCS's end-to-end customer lifecycle, strengthening customer health, loyalty, and long-term value.
Chapman Freeborn appointed Tyler Porteous vice president of cargo-Canada. He will focus on developing Chapman Freeborn’s cargo operations in Canada, expanding its customer base, and identifying new opportunities across key market segments.
• Rohlig SUUS Logistics expanded its cooperation with Hisense Europe by launching a dedicated warehouse for spare parts used in household appliances and consumer electronics and providing storage, order picking, co-packing, and customs clearance.
Michael McSpedon was appointed chief revenue of cer of Corvus Robotics. He will lead its commercialization strategy as the company expands its recurring revenue footprint across Fortune 500 customers.
• ALDI Hong Kong will adopt TradeBeyond’s multi- enterprise CBX platform to centralize supply chain data, automate work ows, and ensure accurate documentation for ALDI operations.
Eryn Dinyovszky was appointed president of Enstructure Mid-Atlantic. In this role, Dinyovszky will oversee operations and commercial activities across Delaware and Pennsylvania, including the development of the new Delaware Container Terminal.
> GREEN SEEDS
Woods Hole Oceanographic Institution
(WHOI) and CMA CGM Group are collaborating to protect endangered marine animals and preserve ocean health. CMA CGM supports two WHOI projects: the continuous operation of two acoustic monitoring buoys and monitoring biodiversity for ocean health.
Crowley consolidated its business structure by creating two divisions: shipping and logistics led by Executive Vice President and Division President James C. Fowler, and energy, led by Executive VP and Division President Kollin Fencil (pictured).
eHub named Thomas Leishman chief AI of cer. In this role, Leishman will spearhead eHub’s AI strategy, driving innovation across product, operations, customer experience, and revenue growth.
DHL Express signed a strategic sustainability
agreement with Landmark Group, which will use DHL’s GoGreen Plus program to decarbonize its international air freight operations using sustainable aviation fuel, a fundamental shift from traditional carbon osetting models.
ACI Transport appointed co-founder and former COO Gary Horton as its new CEO to lead the freight brokerage rm into its next decade of growth.
12 Inbound Logistics • February 2026
NOTED
> RECOGNITION
> M&A
SeaCube Cold Solutions acquired
• Counter Forced Labor Technologies (CFLT), a woman- and disabled veteran-owned technology firm dedicated to eradicating forced labor in global supply chains, was awarded the Prevention & Awareness Award by A21 and the U.S. Chamber of Commerce.
Martin Container, a portable cold storage container company serving the West Coast. This strategic alignment creates a more connected and responsive cold storage network for customers across the United States. Echo Global Logistics acquired ITS Logistics, a 3PL recognized for its drop trailer and trailer pool program, as well as its expertise in dedicated capacity, intermodal and drayage solutions, freight security, omnichannel fulfillment, and sustainability-focused transportation strategies.
The honor recognizes CFLT's contributions to global anti- trafficking efforts, and its work helping corporations identify, mitigate, and prevent forced labor in their supply networks. • Averitt received the 2025 Carrier Provider Gold Recognition Award from chemical manufacturer AdvanSix. The award recognizes carriers and 3PLs that demonstrate consistent performance in key areas. • The National Motor Freight Traffic Association received a Bronze Stevie Award in the Customer Service Department of the Year- All Other Industries category. The award recognizes NMFTA’s client services team for its role in supporting organizations that keep goods and services moving. • TMS provider BeyondTrucks was named as a winner of the Products That Count Award, which showcases companies that are integrating AI into processes and workflows to unlock value for their customers.
MGN Logistics purchased Fast Service LLC, an asset-based expedited logistics brokerage.
Vector acquired yard management and dock visibility company YardView.
Allstates WorldCargo acquired Promptus, a customs broker and logistics firm focused on trade with Latin America, Asia, Europe, and the Caribbean. SupplyOne acquired Wertheimer Box, a corrugated packaging provider known for custom shipping boxes, branded packaging, ecommerce mailers, and specialty retail displays.
> INVESTMENTS
CapitaLand Investment Limited made a minority investment in Ally Logistic Property, a smart logistics infrastructure based in Asia, and an existing capital partner in the CapitaLand Southeast Asia Logistics Fund. GrubMarket raised around $50 million in Series H financing from Future Food Fund, Portfolia Funds, Liberty Street Funds, RD Heritage Group, Flume Ventures, MY Securities, and others. GenLogs closed $60 million in Series B funding. The round was led by Battery Ventures with participation by IVP, Cathay Innovation, and 9Yards, as well as existing investors Venrock, Steel Atlas, HOF Capital, TitletownTech, and Autotech Ventures. The company will use the new funds to continue building out its core platform and extend capabilities to shippers, insurers, governments, and financial institutions.
> MILESTONES
Quality Corrections & Inspections marks its 40th year of doing business. The company’s product rework projects ensure timely inventory availability and provide supply chain resilience support. ShipBob, a global supply chain and fulfillment platform for SMB and mid-market omnichannel merchants, fulfilled more than one billion units across its global network to date.
February 2026 • Inbound Logistics 13
TAKEAWAYS Shaping the Future of the Global Supply Chain
Good news from Dun & Bradstreet: Business confidence is improving, finds the Q1 2026 Global Business Optimism Insights survey. According to the report—which consists of five separate indices— businesses are exhibiting higher optimism for export orders, smoother supply operations, and stronger financial planning than in earlier quarters, allowing them to prepare for Q1 2026 with more confidence. This shift is supported by a more positive assessment of the global macroeconomic environment, notes the report. READY FOR A REBOUND?
MASTERING THE RETURNS VALUE CYCLE With the post-holiday returns season currently wrapping up, global logistics leaders are gauging the efficiency and cost-effectiveness of their reverse logistics operations. Drawing on findings from DHL’s 2025 E-Commerce Trends Report , the consensus is that the winners in global commerce are no longer those trying to eliminate returns, but those mastering the value cycle, which is estimated to be an $890 billion U.S. market. The returns segment of the ecommerce supply chain is playing an increasingly critical role as reverse logistics has moved from a back-office cost center to a front-line strategic differentiator. Returns in fashion, for example, are no longer a footnote; in certain sectors, they are the business model. DHL’s report highlights the consumer habit of ordering multiple sizes or colors (known as “bracketing”), noting it is driving average return rates to above 50%. For high-sensitivity categories, such as women’s dresses, return rates can hit almost 90%. This volume also creates what the report calls an “invisible value pool,” an estimated $62.5 billion in potential global revenue that remains untapped annually. This figure represents the lost profit opportunity when returned goods are treated as waste rather than assets. In the United States, the sheer scale of returned merchandise is increasingly prompting a re-evaluation of supply chain resilience at many retailers. Additional findings include: • 92% of global shoppers return up to 30% of their online purchases. • 79% of online shoppers will abandon a purchase if the return policy does not meet their expectations. • Businesses often blame “transit damage,” for high returns rates, but shoppers consistently point to incorrect sizing (54%) and poor product quality (55%) as the real drivers. • Consumers want a hybrid experience for returns—buying online but returning through a dense network of parcel lockers or service points: 55% of shoppers return items via parcel shop dropoff, 52% use parcel locker dropoff, and 38% opt for home or business pickup.
Of particular interest for global supply chains:
Favorable Optimism: The Global Business Optimism Index rose by 3.5% quarter over quarter (q/q) in Q1 2026 after four consecutive quarterly
3.5%
declines. A higher share of respondents reported optimism across parameters, signaling a broad- based upturn in business confidence—anchored by clearer policy paths, steadier financing, and supply chain normalization.
Supply Chain Stability: The Global Business Supply Chain Continuity Index registered a gain of 6.6% q/q for Q1 2026, marking the first
6.6%
meaningful rebound after a challenging 2025, which saw declines for Q1, Q3, and Q4 and only a modest gain for Q2. Emerging economies led with an 8% rise, while advanced economies posted a gain of 6.2%. This optimism reflects early signs of stabilization in freight and energy costs after the commodity price spikes that characterized much of 2025, alongside reduced tariff- related frictions, industrial recovery, and strategic supply chain initiatives across key economies.
14 Inbound Logistics • February 2026
TAKEAWAYS
PREPPING FOR CHANGE Which of the following strategic priorities have grown in importance for your organization due to the level of change experienced throughout your organization?
Expecting constant change throughout 2026, supply chain leaders are doubling down on AI and talent to build resilience, finds new research from Accenture. The firm’s latest Pulse of Change report surveyed 3,650 global C-suite leaders, including chief supply chain and operations officers. While three-quarters (76%) of global supply chain executives anticipate continued higher levels of change and disruption in 2026, their preparedness varies. They feel most prepared for technological (51%) and talent-related (45%) disruptions, but readiness drops for economic (42%), geopolitical (38%), and environmental (34%) issues. One-third of supply chain leaders name building resilience as their top strategic priority, and most are doing it intrinsically, the report finds: Nearly seven out of ten (69%) are boosting AI and digital tools, almost six out of ten (59%) are adapting resources to market shifts, and more than half (58%) are improving forecasting and risk management, all core foundations of resilient supply chains. Here are some key data points ( find additional highlights at left ): • 85% of supply chain executives plan to increase AI spending, with one in five expecting to do so above 20%. • 30% are testing AI agents, 24% are deploying them, and 21% are building them into enterprise AI strategies. • 71% of leaders are focused on achieving more market independence enabled by AI, while 66% are seeking quicker decision- making autonomy. • 23% cite poor data quality and 21% weak integration with business strategy as top challenges.
Investing in digital tools such as AI and other technologies
71%
53%
Improving forecasting, scenario planning, and risk management
62%
58%
Adapting resources to evolving market changes and customer priorities/evolving changes
55%
62%
Increasing supply chain resilience
29%
45%
Accelerating cost optimization efforts
28%
44%
Adapting workforce to a new environment
26%
36%
January 2026 Summer 2025
Investing in domestic/local production
29%
Source: Accenture
February 2026 • Inbound Logistics 15
KNOWLEDGE Base CONTENT PARTNERS
Unpacking Supply Chain Certifications
The right certifications—the ones recognized across the industry—can pay off in a big way. Here’s how to choose strategically and take action.
T here are more than one research shows only about 12%* lead to meaningful pay increases. That means most professionals are spending time and money on credentials that don’t move the needle. The real question isn’t “Should I get certified?”. It’s “Which certification is actually worth it?”. million credentials out there in the United States alone, yet Follow the Data The numbers tell a clear story. The right certifications, the ones recognized across the industry, can pay off in a big way. Professionals with top-tier supply chain certifications often earn around $5,000 more per year.* Some see even higher gains. Certified Management Accountants, Certified Supply Chain Professionals (CSCP), and Six Sigma Black Belts tend to see some of the best returns. And employers notice this too, nearly 94%** of CFOs say they’re willing to pay for professional certifications because they view them as smart business investments, not just employee perks.
4. Check with your employer about reimbursement or training support. Doing your homework turns certification from a hopeful gamble into a well-planned move that fits your long- term goals. Make a 90-Day Plan If you’re serious about getting certified, make a short action plan: • Month 1: Research and pick a certification that matches your path. • Month 2: Build your case for support and get manager approval. • Month 3: Enroll, set a study schedule, and get started. Timing can make a big difference. Companies are often more likely to approve funding early in the fiscal year, and most require only a short retention period (usually 12–24 months). The Bottom Line As you think about your next career move, remember that certifications are more than credentials; they’re commitments to growth, discipline, and professional credibility. The key is to approach them strategically: choose the right one, plan, and take action.
more doors than one that just looks good on a resume. Why It’s About More Than Money The benefits go beyond salary. Certifications help you stand out when it’s time to compete for a promotion or leadership role. Many hiring managers now use certifications as a quick way to gauge skill and commitment. If a certification is accredited by a reputable organization, it tells employers you’ve met a verified industry standard. That builds credibility and confidence in your capabilities. How to Choose the Right One Think of certification as a career investment. Don’t rush into it. Take a step-by-step approach: 1. Research job postings for roles you want to see which credentials show up most often. 2. Calculate ROI by weighing exam costs, study time, and potential pay increase. 3. Talk to peers who’ve completed the certification to get honest insights.
Match the Certification to Your Career Path
Here’s where strategy comes in. The best certification for you depends on where you work in the supply chain, whether that’s procurement, manufacturing, logistics, planning, or sustainability. Look at what employers in your field value most. A certification that fits your role (and your career goals) will open
–By Brian Thompson
Interested in obtaining a supply chain certification? Start here: smc3.info/LTLedu Sources: *Sigelman, M., Schneider, M., Rao, S., Spitze, S., & Wasden, D. (2025). Holding new credentials accountable for outcomes: We need evidence-based funding models. American Enterprise Institute & Burning Glass Institute. **Institute of Management Accountants global salary report 2024. Montvale, NJ: IMA.
Chief Commercial Officer SMC 3
www.smc3.com 800-845-8090
16 Inbound Logistics • February 2026
KNOWLEDGE Base CONTENT PARTNERS
In today’s freight audit and payment environment, the word global is used loosely. A truly global freight audit provider does more than process invoices from around the world. Why “Global” Freight Audit Isn’t a Buzzword… It’s a Business Requirement
W hen invoices originate currencies, regulatory frameworks, and formats, global is not a marketing term. It is an operational reality. And it is the difference between a freight audit partner that looks strong on paper and one that performs when real- world complexity shows up. Many providers that market themselves from dozens of countries, across multiple languages, as global still operate with structural limitations that are not immediately visible: centralized processing in one region or time zone, thinly staffed or outsourced support, international payments routed through a single banking hub, and operating models designed primarily to win on price rather than resilience. These structures may appear cost- efficient, but they introduce fragility. That fragility surfaces when volumes spike, when ports shut down, when transportation providers dispute charges, or when invoices arrive in formats automation cannot reliably interpret. At that point, “good enough” global coverage becomes a liability. A truly global freight audit provider does more than process invoices from around the world. It operates as a distributed software and services system designed to deliver audit accuracy, continuity, and accountability. At nVision Global, this means corporate-owned facilities across multiple What True Global Presence Actually Means
continents, in-country teams supporting invoice processing and transportation provider communications, and local banking infrastructure to issue domestic payments efficiently. Operations are aligned across time zones, providing continuous, follow-the-sun coverage. This structure is not about scale for its own sake. It is about resilience. Why Local Expertise Still Matters Automation and AI are critical, but they are not self-sufficient. Invoices still arrive as PDFs, images, emails, spreadsheets, and EDI. Contracts still include exceptions, lane-specific pricing, currency adjustments, and regional surcharges. Billing disputes still require explanation, negotiation, and follow-up. Local teams provide capabilities that centralized models often eliminate such as language fluency for direct transportation provider communication, regional regulatory and compliance knowledge and familiarity with local billing practices as well as time-zone- aligned support for faster issue resolution. When this layer of human intelligence is removed, errors do not disappear, they go undetected. Labor strikes, weather events, geopolitical conflicts, and infrastructure disruptions do not respect service-level agreements. Freight audit providers operating from a single region carry hidden risk, while a distributed model provides redundancy across continents, scalable staffing Distributed Operations Create Built-In Resilience
during volume surges, and continuity when individual regions are disrupted. Execution does not stop; it reroutes. Why Price-Only Models Fail Over Time Freight audit is not a commodity service. It is a financial control system. When freight audit providers compete primarily on price; staff experience, quality control, dispute follow-up, and data governance are often the first casualties. These gaps appear gradually through unresolved disputes, missed overcharges, unreliable accruals, and reporting finance teams cannot confidently defend. Over time, the lowest-cost provider often becomes the most expensive one . The Real Question The question is not: “ Who has the lowest processing fee? ” It is: “ Who has the operational depth to protect our freight spend at global scale? ” If a provider cannot clearly explain where their teams are located, how disputes are handled locally, what happens if a region goes offline, and how international payments are governed, the issue is not cost optimization. It is risk exposure.
—By Luther M. Brown
Founder and CEO nVision Global nvisionglobal.com 770-474-4122
About nVision Global. nVision Global is the leader in global freight management solutions and services, specializing in freight audit & payment, order management, supplier management, visibility, TMS, and freight spend analytics. nvisionglobal.com
February 2026 • Inbound Logistics 17
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