Seeking efficiencies to help you navigate disruption? The latest edition of Inbound Logistics lists the top 100 logistics and supply chain tech providers that have the expertise and solutions to help you leverage data and streamline operations. Featuring exclusive market research on the tech trends reshaping supply chains, this edition contains actionable insights and impactful strategies.
ALASKA LOGISTICS FINDS AN EDGE LEADING CROSS-BORDER SOLUTIONS
TECH PERSPECTIVES: WHAT THE DATA REVEALS PLUS
Understand cost impacts of the upcoming NMFC changes with SMC³’s BatchMark® XL solution. It provides pricing analytics and insights to empower smarter, data-driven decisions and negotiations for shippers and logistics service providers. LTL Pricing Intelligence to Optimize Transportation Spend NEXT- LEVEL
BITE SIZED SUPPLY CHAIN/LOGISTICS INFORMATION Info SNACKS
With diesel prices jumping sharply since the conflict in the Middle East, C.H. Robinson is easing the impact for its contract carrier network by oering free discount fuel cards and free cash advances for fuel. The C.H. Robinson C.H. ROBINSON FUELS SAVINGS 60% of supply chain disruptions will be resolved without human intervention by 2031, as AI enables increasingly autonomous supply chains. –Gartner Inc.
AUTONOMY GETS A TEXASSIZED PROMOTION
International Motors is taking its autonomous ambitions out of the lab and onto the long haul by launching a live freight trial with Ryder System on Texas highways. Their factory-built Level 4 trucks now run a 600-mile loop along I-35 between Laredo and Temple, embedded directly into a working supply chain rather than a test track. Early returns are turning heads: Perfect on-time performance, 92% autonomous driving coverage, and pre-trip checks clocking in under 30 minutes, all with a safety driver still riding shotgun. The clear endgame is to prove autonomous trucking can plug into today’s networks without costly new infrastructure and scale fast from there.
Fuel Card unlocks discounts on fuel at thousands of truck stops across the United States. The card oers big savings: up to $385 in one fill and up to $9,000 a year per truck.
The maritime industry moves 80% of global trade but has long lacked data on vessel performance. New Northeastern University research finds a counterintuitive truth: The most ecient tankers bypass familiar, shorter routes. By ranging across multiple regions, these ships spend up to 50% more time carrying cargo rather than sailing empty, making them significantly more profitable and environmentally sound. The study also identified clear seasonal patterns in global oil flows—with Northern Hemisphere demand peaking in February/March—oering operators a tool to strategically position ships in the future. THE LONG GAME WINS
–A statement from food giant Nestlé after about 12 tons, or 413,793 KitKat candy bars were stolen while en route between production and distribution locations. If the missing candy bars enter unocial sales channels across European markets, all products can be traced using the unique batch code assigned to individual bars. As a result, consumers, retailers, and wholesalers would be able to identify if a product is part of the stolen shipment by scanning the on-pack batch numbers. If a match is found, the scanner will be given clear instructions on how to alert the company. “The vehicle and its load are still nowhere to be found.”
Unilever is selling its food business to McCormick in a $45-billion mega- merger. Reflecting global consolidation, this move creates a $20-billion culinary giant—featuring Knorr, Hellmann’s, and Cholula—while allowing Unilever to focus entirely on health and personal care. The combined entity will immediately reshape global sourcing and production strategies. DITCHING DINNER FOR DERMATOLOGY
April 2026 • Inbound Logistics 1
CONTENTS APRIL 2026 | VOL. 46 | NO. 4
FEATURES
36 CONTENT PARTNERS
48 2026 PERSPECTIVES MARKET RESEARCH:
IL’s latest survey of logistics and supply chain technology providers shows that demand for their services continues to accelerate and AI’s role in the services that they provide is only growing more powerful.
As nearshoring trends and tari regulations reshape North American flows, shippers turn to experienced logistics partners to manage complexity, ensure continuity, and keep goods flowing smoothly.
54 TOP 100 LOGISTICS & SUPPLY CHAIN TECHNOLOGY PROVIDERS 2026
The Top 100 Logistics & Supply Chain Technology Providers spotlights the innovators helping businesses navigate disruption and drive eciency across global operations. This annual list highlights leading solutions—from transportation and warehouse management to AI-driven visibility and automation—that are shaping the future of supply chain performance.
62 CONTENT PARTNERS ALASKA FINDS AN EDGE
Building on solid partnerships with companies that know the terrain and how to navigate it, the Last Frontier is well-positioned as a partner in global supply chains and energy markets.
2 Inbound Logistics • April 2026
INSIGHT 4 CHECKING IN Supply chain tech landscape: from resilience to orchestration 6 GOOD QUESTION What’s one costly assumption in logistics or supply chain management? 8 10 TIPS Supply chain leadership lessons 32 ECOMMERCE Ecommerce networks: An insider’s view 34 ROBOTICS You diversified your suppliers, but what about your robots?
INFOCUS 1 INFO SNACKS 12 NOTED 14 TAKEAWAYS 74 IN BRIEF 80 LAST MILE New robot superpower
CONTENT PARTNERS 18 Unlocking Next-Level Visibility and AI Power in Your Supply Chain Offered by IFS Softeon 20 Why Financial Control Must 21 Measure Twice, Automate Once: Don’t Build on a Shaky Foundation Offered by Made4net 22 What 3PLs and Freight Forwarders Get Wrong About SaaS Offered by Silver Bullet Technologies 24 Heavy Haul at the U.S.- Mexico Border: What It Takes to Keep Complex Freight Moving Offered by Landstar Begin Inside Your TMS Offered by nVision Global 26 Why Carrier Costing is Becoming Core Logistics Infrastructure Offered by SMC 3 27 The Hidden Risks in Temperature-Controlled Freight Offered by Trinity Logistics 28 Major Gateway Unlocks Growth and Opportunity Offered by Port Everglades 29 How to Safeguard Your Network Against Market Volatility Offered by NFI Industries 30 Rethinking Logistics Cost Management: Closed-Loop Solutions Provide Visibility Offered by Fortigo
INPRACTICE 10 LEADERSHIP KINDNESS, CURIOSITY, AND FEATHERWEIGHT SEWING MACHINES Bill Stankiewicz, the veteran
managing director of Savannah Supply Chain, shares the personal lessons that shaped his
6
GOOD QUESTION What’s one costly assumption in logistics
or supply chain management?
compassionate and disciplined leadership style—from saving for college to famously saving an employee’s job. 69 TOOLKIT TMS & DRP: THE RECIPE FOR RESILIENCE Facing pandemic-era disruptions, shifting consumer demand, and rising logistics costs, Ajinomoto Foods North America (AFNA) chose transformation over a return to the status quo. By modernizing production planning and
INFO 72 SUPPLY CHAIN INSIGHTS 76 CALENDAR 78 RESOURCE CENTER
deploying advanced transportation and supply chain technologies with key partners, AFNA built a more agile, data-driven operation for the future.
80
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April 2026 • Inbound Logistics 3
CHECKINGIN Supply Chain Tech Landscape: From Resilience to Orchestration
Vol. 46, No. 4
April 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
T he deep integration of arti cial intelligence as a “system of action” is the most signi cant shift revealed in Inbound Logistics ’ annual supply chain technology survey. No longer is AI a standalone feature; it has become the bedrock of enterprise execution. That shift re ects in this year’s Top 100 Logistics & Supply Chain Technology Providers. Aera Technology and Decklar, for example, offer“always-on” decision intelligence agents. While Aera uses its Skills platform
EDITOR
SENIOR EDITOR
DIRECTOR OF STRATEGIC CONTENT
Amy Roach amy.roach@thomasnet.com
Ashley Prince ashley.prince@thomasnet.com
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Keith Biondo, Publisher
Tom Gresham Karen M. Kroll Rich Osborne Gary Wollenhaupt
to move reactive work ows into proactive orchestration, which often reduces logistics costs by up to 15%, Decklar fuses physical signals with enterprise data to turn insights into immediate action for Global 2000 enterprises. The labor crunch accelerated the adoption of robotics and workforce coordination in the warehouse, according to the survey. For example, Lucas Systems’ AI orchestration engine, Jennifer, has powered more than 112 billion picks. For mid-market agility, Deposco uses Causal AI to prescribe exactly why costs are rising and triggering WMS corrections automatically, a strategy that helped brands such as Psycho Bunny cut short-ships by 90%. Because money is tight, the 2026 warehouse investment story is shifting toward brown eld modernization—extracting more capacity, uptime, and exibility from installed assets rather than committing to full network resets. Providers including LogistiVIEW and Lucas Systems power this shift. Similarly, Synergy’s SnapControl platform offers a multi-agent orchestration approach that is device-agnostic, allowing warehouses to seamlessly layer modern automation and robotics onto their current systems. Companies continue to favor smaller adaptable network designs over consolidated, one-size- ts-all footprints, the survey nds. The emphasis is on local-for-local sourcing and distributed ful llment to shorten response loops and reduce single-point-of-failure risk. Visibility remains a top priority, but the de nition has evolved into actionable intelligence. Gnosis Freight provides a Global Freight Operating System that gives logistics teams real-time insight into the full lifecycle of shipping containers, while Shipwell’s production-grade AI enables customers to automate up to 80% of freight decisions. This level of transparency is essential for just-in-case inventory models. The 2026 Top 100 Logistics & Supply Chain Technology Providers offer more than just software; they provide the technological foundation, practical experience, and execution resilience needed to navigate an increasingly complex global market.
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GOODQUESTION Readers Weigh In
What’s One Costly Assumption in Logistics or Supply Chain Management?
× TREATING TURNOVER as a normal expense. Losing skilled people disrupts workflows, slows productivity, and increases recruiting and training costs. A better approach is investing in retention as an operational strategy—strong leadership, clear career paths, and engagement systems. Keeping great talent is far cheaper and helps protect service levels, culture, and supply chain stability. –Rebecca Wilson Senior Vice President, Human Resources, Kenco × YOUR 3PL SOFTWARE has robust cybersecurity. The cost of assuming this can be immeasurable. A provider’s cyber incident can erase visibility of goods and routing, lead to stock spoiling, and trigger disruption that ripples across the business— often without insurance. The answer is preparation, not panic: Build and own a mindset of cyber resilience across your operation. –Kelly Malynn Senior Risk Manager, Beazley × CHASING AI for its own sake. Apply artificial intelligence with purpose. The industry is shifting from technology-first thinking to problem- first strategies, finally recognizing most AI initiatives fail because teams chase tools before defining outcomes. –Beth Hendriks Chief Technology Officer, Infios × A ONE-SIZE-FITS-ALL approach for Jones Act markets. Shippers who treat them like the mainland often end up with inventory imbalances and service shortfalls. Market-specific strategies built around longer lead times, limited sailing
Look Beyond Past Data
Assuming past data predicts future demand is a costly mistake. Fixed planning cycles leave supply chains vulnerable to disruption. Instead, become a decision-centric enterprise that uses AI to continuously process live signals and better align planning and execution. –Allan Dow EVP/General Manager Supply Chain, Aptean Volatile markets make static forecasts unreliable and limit responsiveness to spikes or disruptions. A better approach is adaptive planning using real- time sensing, dynamic modeling, flexible capacity, and multi‑sourcing so supply chains can pivot as conditions shift. –Will Heywood Chief Customer Officer, DHL Supply Chain
frequency, and agility are a more effective approach.
shared data so decisions are made based on total network impact. –Valerie Blatt Chief Revenue Officer, Supply Chain Management, SAP × BELIEVING THE SALES PITCH. Sometimes it is misinformation, sometimes it is something else, but if we believe the sales pitch, we risk overlooking the value of proven performance by a trusted partner. –Danny Schnautz President, Clark Freight Lines × UTILIZATION EQUALS EFFICIENCY. Pushing for maximum truck usage can lead to longer dwell times, reduced flexibility, and increased missed appointments. Instead, build some intentional slack by leaving buffer capacity in trucks, docks, and labor to absorb variability. Accept partial loads when it improves
–Daniel Datz VP Sales, Odyssey Logistics
× UNDERAPPRECIATING THE VALUE of regulatory compliance, considering its lower share of wallet in the overall scheme of things. Penalties and regulatory holds can have a disproportionately large impact, resulting in loss of business and/or margins. –Siddharth Priyesh VP and Head of Americas, EMEA & South Asia, CrimsonLogic × OPTIMIZING PROCESSES FOR COST optimizes the whole network. In reality, decisions that look good in procurement can increase logistics costs or hurt service downstream. End‑to‑end orchestration connects the buy, move, and deliver processes using
6 Inbound Logistics • April 2026
GOODQUESTION
velocity and segment freight by prioritizing high-value or time- sensitive shipments.
Lowest Price Equals Lowest Cost, Not!
–Aaron Freedman Chief Strategy Officer, ACI Transport × FREIGHT FRAUD RISK ends at carrier approval. With cargo theft up 60% in 2025, that’s no longer true. A better approach is layered protection—combining pre-tender screening with real-time, in-transit visibility to detect suspicious behavior and prevent loss before it happens. –Andrew Wimer VP Strategic Operations, Descartes × ADDING LABOR, space, or equipment will fix performance gaps. It won’t. Most operations aren’t resource-constrained—they’re decision-constrained. Orchestrate what you already have. When you align labor, inventory, and equipment in real time, you unlock capacity that was there all along. –Keith Moore CEO, AutoScheduler.AI × MORE TECH automatically means more efficiency. In reality, adding tools without fixing processes and data discipline often increases complexity and cost. A better approach is to simplify first: Clarify decision ownership, clean the data, and align systems, then automate what truly creates measurable value. –George Maksimenko CEO, Adexin × BECOMING CONSUMED by mitigation efforts and sourcing adjustments to minimize impact to profit margins. As tariff volatility reshapes supply chains, it is equally, if not more, important to maintain
Many leaders still push for rate cuts in every RFQ. That’s outdated. Focusing solely on price ignores bigger cost drivers, such as reliability and visibility. One last-minute airfreight move triggered by a low-cost, unreliable carrier can erase those savings. A better approach is optimizing total cost through stronger partners, better data, and consistent execution. –Sean Yanok VP Regional Development, Gebrüder Weiss A costly assumption is the lowest‑price provider delivers the lowest total cost. Focusing on price alone can create service issues and raise total landed costs. A better approach is evaluating price with reliability, claims, visibility, and performance to strengthen overall results. –Mike Kukiela SVP Supply Chain and Distribution Management, Schneider Cheap rates often bring hidden costs like delays, poor communication, and service failures that disrupt operations. A better approach is focusing on total cost and reliability, choosing partners who consistently deliver and reduce disruptions across the supply chain. –Tyler Matthews VP, North American Distribution Logistics dba NAD Logistics Price only matters if performance holds. Service failures, delays, accessorials, and recovery costs often erase savings on paper. A cheap move that disrupts inventory or misses a customer commitment is rarely cheap in total cost. Evaluate decisions on reliability, variability, and business impact—not just price. –Matt Huckeba Chief Strategy Officer, Evans Transportation
practices can be rendered obsolete overnight. Winning requires quick, confident decisions that consider the big picture, not just today’s pinch point. –John Lash Group VP Product Strategy, e2open, a WiseTech Global Group company
these events from both a claims and brand expense standpoint. –Jay Gustafson EVP Brokerage, Echo Global Logistics × ALL FREIGHT IS GOOD FREIGHT. The “accept everything” mindset erodes margin and strains
the network. A better approach is disciplined selectivity, using
optimization to evaluate network fit, true cost, and downstream impact. Profitability comes from smarter decisions, not more volume. –Erica Frank SVP Marketing, Optimal Dynamics × GLOBAL NETWORKS AND TRADE LANES are stable. Events like the pandemic, Ever Given , trade wars, and physical wars teach us that when it comes to logistics and supply chain, nothing is written. Decades-old
a macro view of risk to monitor potential supply disruptions.
–David Weeks Supply Chain Industry Practice Lead, Moody’s × AN ORGANIZATION’S LOGISTICS COSTS are simply based on transportation expenses. With the increases our industry is seeing with fraud and theft, it is critical that organizations think of ways to eliminate the chances of
Answer upcoming Good Questions at: www.inboundlogistics.com/ good-question
April 2026 • Inbound Logistics 7
10 TIPS 1 LEAD WITH CLARITY, NOT JUST URGENCY
Behind every supply chain decision are real people balancing speed, cost, risk, and relationships. Effective leaders recognize that technology matters, but success is ultimately defined by how they support people, make tradeoffs, and handle change. Supply Chain Leadership Lessons
8 DEVELOP DATA FLUENCY
You don’t need everyone to be a data scientist, but leaders should expect teams to understand what data means, how to question it, and how to act on it responsibly. Shared data literacy helps teams align faster and make decisions with confidence instead of assumptions. 9 STRENGTHEN RELATIONSHIPS Supply chains run on people. Long-term success depends on trust, communication, and collaboration with partners, especially when conditions change unexpectedly. Empathy plays a key role too, helping teams understand each other’s pressures, constraints, and priorities. Strong relationships create flexibility that contracts alone can’t provide and help teams solve problems faster when plans go awry.
Fast decisions matter, but clear and honest communication matters just as much. Teams perform better when they understand priorities, tradeoffs, and the “why” behind decisions, especially during times of disruption or uncertainty. Taking time to explain events and respond to questions can make a positive impact on adoption.
2 DESIGN PROCESSES FOR PEOPLE A process can look perfectly efficient on paper and still fail in practice. Walk the floor, sit with your team, and understand where the day-to-day friction exists. Often, small design changes can dramatically improve adoption, efficiency, and morale. 3 INVEST IN CONNECTION BEFORE AUTOMATION Technology delivers so much more value when systems work together seamlessly. Leaders should prioritize integration and clean data as a first step before layering on any automation that could ultimately spotlight disconnected workflows. Having a strong data foundation makes the entire technology infrastructure more sound. 4 TREAT EXCEPTIONS AS OPPORTUNITIES Every disruption reveals something about your operation. In logistics, teams often move straight from one issue to the next
6 EMPOWER JUDGMENT, DON’T REPLACE IT Technology should support decision-making, not remove it. The best leaders free their teams from repetitive work so they can focus on judgment, problem-solving, and strategic thinking. When tools handle the routine, people can step in where context, experience, and nuance matter most. 7 INCLUDE THE FRONT LINE IN CHANGE INITIATIVES Change only sticks when people feel ownership. Including frontline users in decisions about rolling out new technology helps ensure that it works better and gets adopted faster. It also surfaces practical insights early when easy adjustments can be made, and before small issues become widespread friction.
without pause. But the most effective leaders
prioritize taking time after the fact to step back, learn from each exception, and refine processes so the next disruption is met with more confidence and clarity. Build these issue review processes into your SOPs to be better prepared the next time. 5 BUILD TRUST THROUGH TRANSPARENCY Visibility isn’t just about tracking shipments. It’s also about sharing information openly with teams, partners, and customers so everyone can act with confidence and accountability. Build trust through transparency and make yourself available for open discussions.
10 MEASURE PROGRESS BEYOND COST SAVINGS
Resilience, service quality, and employee well-being matter. Leaders who look beyond short-term cost metrics gain a fuller picture of performance. Tracking the effect of decisions leads to healthier, more durable operations over time.
SOURCE: DAWN RUSSELL, CHIEF OPERATING OFFICER, MAGAYA
8 Inbound Logistics • April 2026
LEADERSHIP Conversations with the Captains of Industry
Kindness, Curiosity, and Featherweight Sewing Machines
Bill Stankiewicz is also known as the Savannah Supply Chain Guy. He is the managing director of Savannah Supply Chain, the consulting firm he formed in 2015, after more than 20 years in executive roles with several logistics and supply chain companies. An adjunct professor with Savannah Technical College, Stankiewicz has held board positions with multiple civic and industry organizations. Stankiewicz’s busy schedule started early. While still in high school, he worked full-time on the second shift as a die-setter with a container company. When Stankiewicz was young, his dad died and his mom worked as a custodian. “We didn’t have much money, and I was saving for college,” he says. Stankiewicz continued working after high school, while he also enrolled in trade school. After several years, he saved enough to transfer to DePaul University in Chicago, where he majored in personnel management, now called human resources. His first job after graduating was as a warehouse supervisor. From there, he proceeded to roles with more responsibilities, remaining within the logistics and supply chain areas. IL: What characteristics are critical for effective leaders? Effective leadership requires clarity, resilience, and the ability to align people around shared goals. In today’s environment of rapid change, leaders must build adaptable systems, encourage cross-functional collaboration, and invest in talent that demonstrates curiosity and ownership. Sustainable success is not driven by reaction, but by disciplined planning and steady execution. When you stick up for your people, it goes a long way. At one company, I worked in a high-traffic area that was near several large racks of material. Instead of bollards or bumpers to separate the areas, there was only a small fence. A senior executive with the company delayed the purchase of safety guard rails. Sure enough, a forklift driver accidentally backed up into the racks, bringing down four rows. The executive wanted to fire the employee. I said ‘Nope. You will have to fire me first.’ The employee wasn’t fired, although he did receive more training on the forklift. Hate and being mean are powerful motivators. They’re quick and you get immediate results. But the other motivator is kindness. Being kind goes a long way.
Bill Stankiewicz, Managing Director, Savannah Supply Chain
Bill Stankiewicz, the veteran managing director of Savannah Supply Chain, shares the personal lessons that shaped his compassionate and disciplined leadership style–from saving for college to famously saving an employee’s job.
by Karen Kroll
10 Inbound Logistics • April 2026
LEADERSHIP
with state representatives and the International Warehouse Logistics Association. All thought this change would be good. After more than a year of work, House Bill 451 passed in 2011, allowing electronic signatures on contracts. I was at the signing with Sonny Perdue, Georgia’s governor at the time. IL: How do you approach workforce reduction challenges? It’s difficult. One of my employers had built too many distribution centers throughout North America, and sales weren’t growing enough to support them all. As leases at different facilities came up for renewal, the company closed them and consolidated operations. As news gets out, there’s always a risk that employees will start to jump ship, and then you can’t run the operation. Before that could happen, I would talk with the regional human resources representatives and the Department of Labor about programs that could help employees update their resumes and network. If you’ve built up trust and relationships, that goes a long way. But it’s still hard. IL: How important is logistics and supply chain education? You can never stop learning. Right now, some fear AI and the future. However, everyone needs to be ready and open to learning how to use these tools. Otherwise, someone who has learned them may take their place. It’s important to help people quickly acquire new skill sets. For example, I use virtual reality tools for equipment operators. Compared to traditional classroom methods, you get higher trainee engagement and knowledge retention. That ultimately leads to improved operator confidence and greater safety. IL: What do you do to remain inspired? Every year, I try to do something new, like yoga, or cooking, or fixing Featherweight sewing machines. This forces me to work with another group of people and work another side of my mind. I always like to learn something different. Unconventional Leadership Lessons Bill Stankiewicz, the “Savannah Supply Chain Guy,” credits his compassionate and disciplined leadership to a few unexpected lessons. He famously saved an employee’s job after a forklift accident, championing kindness over meanness as a motivator. His unyielding curiosity led him to successfully lobby the Georgia legislature to pass House Bill 451, legalizing electronic signatures on contracts. To stay inspired, Stankiewicz annually takes on a new hobby, including fixing antique Featherweight sewing machines, which forces him to work “another side of my mind.”
IL: What challenges keep you up at night? I lose sleep over volatile supply chain disruptions, rising freight and fuel costs, on/off tariffs, and critical talent shortages. The key to addressing these challenges is structured planning, cross-functional communication, and building resilient systems that can flex without breaking. Rather than reacting, I focus on disciplined scenario planning and leadership alignment. IL: What qualities do you look for in potential job candidates? I look for intellectual curiosity, an ownership mindset, and the ability to think beyond silos and understand how their role connects to broader organizational outcomes. Technical skill matters, but adaptability and judgment matter more. If a candidate is willing to learn, most jobs can be taught. IL: What is an early lesson that has remained with you? I was new at a company and on a sales call with multiple senior executives from both my company and the customer organization. This was in the 1980s, and we went through multiple slide decks. By the end, the customer looked like they were ready to fall asleep. We didn’t get the business. After that, when I was invited to lead a sales meeting, I took just two slides. We got so much business, the president jokingly told me to stop selling because we had no one to manage operations. IL: What was one unusual project you had to manage? When I was several weeks into one job, my boss called me into his office and showed me all the paperwork he was dealing with. This was about 25 years ago. We needed multiple copies of every signed contract, so the copies could travel between the company, the customer, and the attorney. He said, ‘Stankiewicz, make the computer sign my name.’ I told him that would require changing some laws. He answered, ‘Hell, that’s part of your new job description.’ To even get a bill on the floor of the legislature—key to changing a law—you need to talk with your local legislators. They will say, ‘Great idea. We’ll start a committee.’ Then there’s another committee and another committee. As part of this effort, I got to know the top attorneys working for big companies in Georgia at the time. I also worked closely
April 2026 • Inbound Logistics 11
NOTED [ IN FOCUS ]
The Supply Chain in Brief
> SHOVEL READY
> UP THE CHAIN
RP Development Corp., together with Strategic Real Estate Partners, broke ground
Cassandra Green was appointed chief supply chain of cer for The Campbell’s Company. She will lead
Campbell’s end-to-end supply chain–including customer logistics and planning, procurement, operational excellence, manufacturing, and supply chain category leadership–and assume responsibility for food safety and quality. John Lauer , executive vice president and chief commercial of cer of Matson, will retire in July 2026. Chris Scott, senior vice president, transpaci c service and corporate pricing, will be promoted to succeed Lauer.
on Phase I of Camp Lake Commerce Center, a new industrial development in Minneola, Florida. Planned as a three-phase industrial park totaling approximately 1.4 million square feet across 163 acres, the total project will oer capacity for 193 trailer spaces, with buildings designed to accommodate 32-foot clear heights and modern logistics operations.
The J.M. Smucker Co. promoted Rob Ferguson , currently senior vice president and general manager of coffee and procurement, to the newly created role of chief product supply of cer and executive vice president of coffee, pet, and away from home. He will oversee company operations, distribution, supply chain, and procurement, among other functions.
> MILESTONES
Honolulu Freight Service opened a new statewide headquarters. The 92,400-square-foot
Soeren Hagen assumes the role of chief operating of cer at 4 ow. He most recently served as managing director for China, where he oversaw 4 ow’s successful expansion in the region. In his new role, he will be responsible for 4 ow’s global consulting business.
building and 3 acres of industrial property in the heart of Honolulu allows HFS to streamline and upgrade operations, and expand services in air and ocean inter-island transportation, cold chain, door- to-door trucking, and short-term storage capacity.
> INVESTMENTS
> GREEN SEEDS
ORO Labs, a procurement orchestration platform for global enterprises, raised $100 million in Series C funding to accelerate agentic orchestration as the backbone of modern enterprise procurement. The round was led by Brighton Park Capital and Growth Equity at Goldman Sachs Alternatives, with participation from earlier investors. An aliate of Sun European Partners completed an investment in B&H Worldwide Ltd., which provides comprehensive logistics solutions for the management of aviation and aerospace components.
The CMA CGM
Group and SIPG Energy completed the bunkering of 3,643
tons of biomethanol—a low-carbon fuel derived from renewable or waste-based biomass—for the CMA CGM OSMIUM at Yangshan Port. This sustainable fuel oers environmental benefits for the dual-fuel containership by providing lifecycle greenhouse gas emission reductions of more than 65% compared with conventional marine fuels.
12 Inbound Logistics • April 2026
NOTED
> M&A
> SEALED DEALS
Rhenus Automotive acquired Oakley Industries Subassembly
• RELEX Solutions will extend its relationship with Lowe’s Companies and Accenture to unify Lowe’s inventory replenishment and allocation platform. This partnership, featuring
Division to complement the existing Rhenus Automotive network with eight sites across the United States and Canada. Marine terminal and logistics services provider LOGISTEC purchased Travero’s Logistics Park Dubuque , a multi-purpose marine terminal in East Dubuque, Illinois, on the Upper Mississippi River. The terminal’s connectivity strengthens LOGISTEC’s inland waterways network reach, providing strategic routing options for agriculture, manufacturing, and energy supply chains across the U.S. Midwest and the Gulf Coast. ANDY Corporation acquired JDW International and JMS Warehousing , two Ontario-based companies specializing in asset-based transportation and industrial warehousing services. TRANSTEX acquired FleetAero assets from Knight-Swift Transportation Holdings Inc. The acquisition expands TRANSTEX’s aerodynamic technology platform and strengthens its position as an integrated provider of fleet-eciency solutions. SupplyOne acquired Specialty Packaging , a packaging solutions distributor with extensive oerings in food packaging including films, trays, bags, and corrugated containers. Descartes acquired Utordo Ltd. , doing business as OrderMine, a UK-based provider of AI-powered forecasting and demand planning solutions designed to support ecommerce businesses across their growth lifecycle. Echo Global Logistics completed its acquisition of ITS Logistics. The acquisition expands Echo’s scale and strengthens its ability to deliver integrated, full supply chain solutions for complex logistics needs across North America to shippers of all sizes.
RELEX’s AI-driven technology and Lowe’s proprietary supply chain technology, enhances ef ciency, improves inventory availability, and drives productivity across Lowe’s stores, merchandising, and supply chain operations.
• Hardis Supply Chain entered a strategic partnership with jewelry retailer Pandora to support a major global warehouse
management system transformation. The initiative is helping Pandora modernize and standardize warehouse operations across regions as part of a broader, end-to-end supply chain transformation. • Hair care company Beauty By Imagination (BBI) expanded its partnership with Barrett Distribution Centers by transitioning ful llment for its Goody brand. With this addition, Barrett now manages ful llment for all of BBI’s U.S. brands.
• NIO, a global smart electric vehicle company, chose DHL as its logistics partner for European aftermarket services. This includes both NIO
premium models and the new re y brand. From its automotive campus in Holtum, The Netherlands, DHL will manage storage, distribution, and customs clearance of parts and accessories for customers across northwestern Europe. • Ebm-papst , a fans and motors manufacturer, selected JAGGAER’S source-to-pay and supplier collaboration platform JAGGAER One to strengthen its supply chain and supplier management and to enhance e-procurement across the company. • Corvus Robotics and Southern Glazer’s Wine & Spirits entered a strategic technology partnership and expanded deployment of the Corvus One autonomous inventory management system across Southern Glazer’s distribution
network. Over the past 18 months, Southern Glazer’s deployed 40+ Corvus One autonomous drones across nine distribution centers nationwide, with continued expansion planned.
April 2026 • Inbound Logistics 13
TAKEAWAYS Shaping the Future of the Global Supply Chain
UNCERTAIN SKIES AHEAD
REWIRING ECOMMERCE SUPPLY CHAINS
Ecommerce businesses are preparing to overhaul their global supply chains as geopolitical uncertainty and disruption reshape the sector. For starters, 87% of those surveyed in new research from global 3PL Fidelity Fulfilment, in partnership with Opinion Matters, say they are likely to change their primary manufacturing locations within the next three years. This significant restructuring of global production networks signals a new phase of supply chain strategy for the ecommerce sector, one that is focused on resilience and flexibility. Alongside changes to manufacturing, the report—which surveyed 1,500 ecommerce businesses across the United States, UK, and Europe—shows ecommerce companies are also expanding their logistics infrastructure. Nearly nine in 10 (86%) say they are likely to open additional fulfillment centers over the next three years, reflecting a shift toward more distributed fulfillment networks. By localizing inventory closer to customers, these firms aim to reduce disruption risk, improve delivery speeds, and
The global airfreight market is once again under strain as conflict in the Middle East disrupts capacity and clouds already weak growth expectations for 2026, according to new analysis from Xeneta. Unlike previous crises—including the pandemic and Red Sea shipping disruptions—air cargo is bearing the brunt of the shock rather than serving as a fallback to ocean freight. While demand trends have softened, the larger concern is the broader economic fallout tied to rising fuel costs, inflation, and geopolitical instability, notes Xeneta. Stronger collaboration among shippers, forwarders, and airlines is helping maintain short-term stability as the industry adapts in real time. But the disruption is spreading beyond the Middle East, affecting major global trade lanes and reshaping contract strategies, as more shippers shift toward shorter-term agreements amid uncertainty. “Right now, the air cargo market is suffering from a supply issue—and this will be resolved. But the longer this recovery takes will determine if it becomes a much bigger demand issue,” says Niall van de Wouw, Xeneta’s chief airfreight officer. Additional data points from Xeneta include: • Air cargo capacity in the Middle East remains about 30% below pre- conflict levels, tightening global supply. • Spot rates have surged, in some lanes rising 50% to 100% within weeks due to capacity shortages and fuel costs. • Shippers are shifting toward short-term contracts, with spot market share rising to more than half of global volumes. • Jet fuel price increases and rerouting pressures are driving rate increases across Asia-Europe and transpacific lanes. Industry resilience will depend on the duration of the conflict and its broader economic impact, particularly on energy markets and demand, the report concludes.
simplify cross-border logistics, the research shows. Here are some additional insights from the report:
Despite ongoing economic uncertainty, confidence in supply chain resilience is rising . 88% of respondents say they are now more confident in their ability to manage supply chain shocks than they were three years ago. Commercial importance of sustainability initiatives continues to grow . 89% of ecommerce companies say their sustainability efforts have had a positive impact on their organization, rising to 93% among EU respondents, and 92% in the UK. Ecommerce leaders prioritize customer experience (23%) ahead of both cost savings and sustainability (both 19%) , underlining the continued importance of delivery performance and fulfillment quality in driving customer loyalty.
14 Inbound Logistics • April 2026
TAKEAWAYS
PRESSURE HITS THE ROAD
The U.S. cold storage sector is entering a reset period. After several years of aggressive development, supply has begun to outpace demand, pushing vacancy to a 20-year high even as the market recorded roughly 3.5 million square feet of positive absorption in 2025. At the same time, the development pipeline has dropped to 5.9 million square feet—the lowest level since 2020—signaling a slowdown in new construction. Softer consumer spending and elevated food prices, which rose 3.1% year over year, further weigh on near-term demand and inventory levels. These are the key takeaways from global commercial real estate firm Newmark’s latest report, 2H 2025 U.S. Cold Storage Market Overview , which examines the sector in detail. Beneath the surface, demand is not disappearing, it’s evolving. The report points to structural drivers such as population growth, e-grocery expansion (which posted a 32% year-over-year sales increase in Q4 2025), domestic food production, and pharmaceutical cold chain needs as continuing to support long-term growth. At the same time, occupiers are rethinking strategy in response to rising rents, which have more than doubled since 2020, prompting increased interest in ownership, automation, and operational efficiency. Important cold chain trends outlined in Newmark’s report include: Vacancies in transition: Elevated deliveries have pushed vacancy higher, with modern facilities at 6.1% vacancy and older assets at 7.6%, though a shrinking pipeline points to future balance. Flight to quality accelerating: Demand is increasingly concentrated in newer facilities, while legacy space accounts for roughly 73% of total vacant square footage. Costs reshape decisions: Rapid rent growth is driving more occupiers to explore build-to-own strategies and sale-leasebacks. Demand drivers shift: E-grocery growth, population expansion, and pharmaceutical demand are offsetting weaker near-term food consumption, which is being pressured by inflation and slower spending. New complexities emerging: GLP-1 drug adoption—now used by up to 18% of U.S. adults—could reduce overall food consumption while shifting demand toward protein and fresh food categories, with implications for cold storage mix. Trend Watch: Cold Storage Development Rebalances Cold storage firm growth accelerated to 6.3% annually from 2021-2023, driving capacity expansion. In 2025, firm counts dipped slightly as development pipelines began to moderate. IS THE COLD CHAIN HOT—OR NOT?
Due to impacts from recent severe weather and supply chain volatility, pressure is mounting across the U.S. logistics sector—and fast. A recent report from Tech.co shows the industry absorbing a surge of operational strain, with its Operational Pressure Index hitting a record high of 44 in February 2026. This marks the highest number since April 2025. Major winter storms earlier this year disrupted freight flows, strained labor availability, and created cascading impacts across transportation networks— from delayed shipments to warehouse power outages, notes the report. Not surprisingly, 30% of logistics firms surveyed by Tech.co cite unforeseen events, including severe weather, as the primary driver of increased pressure. In response, logistics companies are shifting their focus inward, prioritizing operational resilience over expansion. Fleet maintenance has emerged as a key strategy, with a growing share of firms investing in preventative upkeep to stabilize day-to-day operations and reduce the risk of further disruption. The report cites these top five vehicle upkeep measures currently being implemented (by popularity among U.S. logistics businesses): 1. Preventative maintenance (70%) 2. Addressing mechanical issues (52%) 3. Upgrading/replacing components (51%) 4. Ensuring safety compliance (49%) 5. Improving fuel efficiency (40%) Additionally, the report shows fleets face more knock-on effects from unforeseen disruptions. These include: Vehicle upkeep expenses: Vehicle upkeep rose by 3% from January to February 2026, and has remained the top priority while harsh weather damaged trucks and forced companies to spend more on maintenance. Labor challenges: February saw a rise in poor working conditions as drivers were subjected to harsher driving conditions and potentially longer hours due to unpredictable delays. Higher insurance costs: A greater number of road accidents have raised insurance prices.
U.S. Cold Storage Establishments and Cold Storage Development
1,800 1,900
350
300
1,700
250
1,600
200
1,500
1,400
150
1,300
100
1,200
50
1,100
0
1,000
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2013
Cold Storage Establishments
Cold Storage Under Construction
Source: Newmark
April 2026 • Inbound Logistics 15
TAKEAWAYS
SOURCING UPDATE: GLOBAL TRADE, REGIONAL FOCUS
As retailers navigate this evolving landscape, the winners will be those who combine regional flexibility with digital intelligence, notes TradeBeyond. Key strategies include building supply networks that can pivot quickly, onboarding new suppliers efficiently, and maintaining visibility across the entire product lifecycle. A separate global sourcing survey from QIMA shows some encouraging trends: after a decade of disruption, global networks are better prepared to navigate shocks and identify opportunities hidden within. Drawing on the insights of more than 1,000 businesses with international sourcing networks, The QIMA Sourcing Survey 2026 shows companies are leveraging experience to transform disruption into smarter sourcing, stronger relationships, and greater resilience in 2026. Diversification, visibility, and digitization are taking center stage, with QIMA reporting the following: Two in five supply chains (43%) made notable sourcing geography changes in 2025 to mitigate the impact of tariffs. ( See chart below ) Fully mapped networks outperform on most operational fronts, from quality to costs; 60% of respondents report supply chains that are mapped. 74% of respondents plan to invest in supply chain digitization in 2026. High digitization streamlines communication and safety compliance.
G lobal sourcing is in flux. Expanding tariffs, geopolitical tensions, and trade fragmentation are forcing companies to rethink how they manage risk, balance cost, and maintain flexibility. TradeBeyond’s Q1 2026 Retail Sourcing Report shows retailers are moving away from traditional, linear supply chains and embracing regionalized, multi-hub strategies. And, rather than reacting to crises, retailers are proactively redesigning their networks by investing in digital tools and data-driven processes to anticipate disruption before it hits, the report notes. This shift is not just about diversification; it’s about resilience. The Q1 data shows nearshoring and multi-hub sourcing are gaining traction in regions such as Mexico, Southeast Asia, and South Asia, while digital transformation allows companies to maintain end-to-end visibility across increasingly complex networks. At the same time, global growth remains steady but subdued, and cost pressures from currency fluctuations, commodity trends, and environmental regulations continue to shape sourcing decisions. Key trends highlighted in TradeBeyond’s report include: Tariffs drive diversification: U.S. and retaliatory trade measures are pushing retailers to source from multiple regions to avoid overexposure. Regionalization on the rise: Companies are adopting nearshoring and multi-hub models to build flexible, responsive supply chains. Freight and cost pressures: Container rates are easing, but ongoing disruptions and regulations continue to challenge logistics. Digital supply chain transformation: End-to-end visibility, real-time collaboration, and data-driven decision-making are increasingly central to operations.
The QIMA report also notes a 2026 global sourcing outlook marked by strong U.S. optimism : only 20% of U.S. businesses expect supply chain conditions to deteriorate further in 2026.
U.S. Sourcing Patterns vs. 2025 Diversification Choices
60%
54%
52%
48%49%
43%
24%
18%
Bought less from China in 2025
Plan to buy less from China in 2026
Increased nearshoring and/or reshoring in 2025
Plan to increase nearshoring and/or reshoring in 2026
Complex economics: Stabilizing commodity prices are offset by currency fluctuations and trade tensions, requiring careful cost management.
Did not diversify supply chain in 2025 Diversified supply chain in 2025
Source: TradeBeyond
16 Inbound Logistics • April 2026
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