With innovations reinventing cold chain logistics, the latest edition of Inbound Logistics explores the technologies that break the mold (i.e. ice) and expand shippers’ options. Including AI deployment tips and 4 steps to boost customer experience, this edition can help you get supply chain efficiency down cold.
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BITE SIZED SUPPLY CHAIN/LOGISTICS INFORMATION Info SNACKS
LEO Satellites: A New Frontier for Supply Chain Resilience In a move set to redefine
Hitachi Rail has launched a new $100-million advanced manufacturing facility in Hagerstown, Maryland, designed to produce and assemble up to 20 railcars monthly for U.S. transit systems. The company has invested $30 million+ in digital enhancements. Supply chain e¤ciency is integrated into the manufacturing lines, which feature automated monitoring, AI-based quality control, and real-time visibility into production and supply chain processes. Digital Plant on Track
supply chain connectivity, Crane Worldwide Logistics announced a partnership to integrate low Earth orbit (LEO) satellite technology from Amazon LEO across its global operations, beginning in 2027. The primary impact is on business continuity and resilience: As climate events and network outages grow more frequent, LEO’s high-bandwidth, low- latency connectivity is critical to keep logistics facilities online. By guaranteeing an always-on connection—even when traditional terrestrial networks fail—the technology oers a new, robust layer of security against unpredictable disruptions.
Bringing Back the Golden Age of Travel
COLD CHAINS FIGHT FOOD WASTE About one-third of global food is wasted each year, even as 800 million people go hungry, according to the U.N. Nearly half of this waste—around 620 million metric tons—could
LET’S GET DIGITAL 72% of logistics leaders plan to invest in document automation in the next 12-18 months. 29% of companies have implemented document technology across most operational workflows. 57% of executives report shipment delays tied to paperwork mistakes. 47% of executives say legacy systems are the #1 barrier to adopting digitalization. 49% of executives prefer modular, integration-ready tools to monolithic platform overhauls. –Digital Investment Report, Deep Current campaign aimed at encouraging civility in the skies. Dubbed “The Golden Age of Travel Starts with You,” it’s an o¤cial call to action for passengers to restore the courtesy and class that was once synonymous with flying. Trade your sweats for something classier when you board your next flight, because the Department of Transportation is demanding an end to air travel’s Wild West era. Citing a rise in unruly passenger behavior, the DOT launched a new
be avoided with fully refrigerated supply chains, notes a University of Michigan study. Expanding cold chains worldwide would not only preserve food but also slash related greenhouse gas emissions by 41%.
LEGO celebrated the holidays with its first mass-produced 3D-printed piece—a tiny blue train engine crafted with its Fine Detail Resolution (FDR) technology. Long known for pushing the boundaries of additive manufacturing, the company developed its industrial-scale FDR process from scratch to unlock new shapes and functions traditional molding can’t match. The engine appears in a 956-piece holiday set complete with a circular track, gift-toting train car, and festive polar bear. LEGO Rides the High-Tech Train
December 2025 • Inbound Logistics 1
CONTENTS 24 BREAKING THE ICE: INNOVATION REINVENTS COLD CHAIN LOGISTICS DECEMBER 2025 | VOL. 45 | NO. 12
INFOCUS 1 INFO SNACKS 12 NOTED 14 TAKEAWAYS 34 SUPPLY CHAIN INSIGHTS 36 IN BRIEF 40 LAST MILE Holiday season 2025: Sealing the deal INSIGHT 4 CHECKING IN Supply chain developments defining 2025 6 GOOD QUESTION How useful will AI be in supply chain management in 2026? 8 10 TIPS Deploying AI in your supply chain 20 TRANSPORTATION MANAGEMENT 6 ways mid-size shippers can reclaim margin 8/10 7/10 6 and below
As global demand for temperature-sensitive goods surges, a surge of innovation— including smart sensors, automation, and solid-state cooling—is reshaping the cold chain, one hand-off at a time.
30 WINNING CX SUPPLY CHAIN MOVES As demands for speed, transparency, and personalization intensify, customer experience has
INFO 38 CALENDAR 39 RESOURCE CENTER INPRACTICE 10 READER PROFILE: THE ACCIDENTAL SUPPLY CHAIN NERD Zach Thomann, COO of iHerb, took an unexpected journey
moved from a nice-to-have to a defining market advantage. Here’s how to be a CX standout.
CONTENT PARTNERS 16 4 Last-Minute Preparations You Can Still Make Before Post-Peak Returns Hit Offered by Phoenix Logistics 18 At the Forefront of Compliance–The Drug Supply Chain Security Act Offered by MD Logistics 22 It Is Personal: People-Focused Leadership That Inspires Excellence Offered by Genpro
into supply chain management, and, by saying yes to challenges, he shaped a rewarding career.
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2 Inbound Logistics • December 2025
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CHECKINGIN 5 Supply Chain Developments That De ned 2025
Vol. 45, No. 12 December 2025 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
A s we closed our last edition of 2025, I looked back at reader emails and conversations and saw a clear pattern: This was a year of fundamental transformation. Evolving technology, geopolitical events, and demanding customers created constant pressure on your supply chains and drove ve strategic developments. 1. Taris redefine the cost and complexity of global supply chains. Tariffs introduced in 2025 are reshaping how companies source, produce, and distribute goods,
EDITOR
SENIOR EDITOR
DIRECTOR OF STRATEGIC CONTENT
Amy Roach amy.roach@thomasnet.com
CONTRIBUTING EDITORS
Tom Gresham Karen M. Kroll
Felecia Stratton, Editor
Jeof Vita jvita@inboundlogistics.com
CREATIVE DIRECTOR
forcing many to reevaluate global partnerships. These shifts are increasing cost pressures and creating bottlenecks, especially for industries that rely on specialized materials or cross-border manufacturing. 2. Aggressive pursuit of supply chain resilience and risk mitigation. Organizations moved beyond basic contingency planning to emphasize resilience—the ability to anticipate, adapt, and recover from disruptions. Many companies used scenario planning to eliminate single points of failure and diversi ed supplier bases. This shift toward collaborative logistics networks also strengthened the concept of a “non-linear” supply chain—an integrated, exible ecosystem. 3. AI and advanced automation/digitalization moves from pilot programs to core operational practice. AI-powered systems took center stage in 2025, particularly in demand planning and purchasing. Role-based AI agents automated routine tasks across the supply chain, drastically increasing productivity. Predictive analytics became essential to anticipate congestion and customs delays. 4. Network redesign and shorter supply chains (near/re-shoring) displace long and inflexible supply chain models. Many of you said you pursued nearshoring and reshoring strategies to embed greater resilience and agility into your networks. Strategic redesigns of logistics networks were also common; some companies reduced reliance on truck transport to improve cost and carbon ef ciency while others increased use of rail to connect national networks with dense urban markets, optimizing last-mile access and delivery speed. 5. A sharp focus on Customer Experience (CX). Customer expectations continued to rise rapidly, forcing supply chains to improve and enhance service delivery to remain competitive (see 4 CX Winning Moves, page 30) . To increase customer satisfaction, many companies leveraged AI to enhance their logistics capabilities, most notably through improving order management processes and providing customers with greater shipment visibility, including precise, real-time order ful llment views. I can’t wait to see what next year brings as you continue to evolve your supply chains into intelligent and highly resilient engines for business growth.
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4 Inbound Logistics • December 2025
GOODQUESTION Readers Weigh In
AI in Supply Chain Management: How Useful Will It Be in 2026?
7/10
8/10
6 and below
ARTIFICIAL INTELLIGENCE WILL BE TRANSFORMATIVE— driving forecasting, inventory optimization, and decision-making. It’s also powering digital twin roadmaps by connecting AI-driven
Rating Highly
RATED 3-6 15%
RATED 10 24%
Readers rated AI’s expected usefulness on a scale of 1 to 10 (with 10 being transformative). Note: Fractions were rounded up. Average rating: 8 Range of answers: 3 to 10
RATED 7 15%
forecasts to simulation models for smarter, faster decision making.
RATED 9 18%
–Brett Webster Director, Product Management, Dematic AI WILL REPLACE MOST MANUAL PROCESSES in supply chain management and may become the new operating system.
RATED 8 28%
7/10
–Archival Garcia CEO, Fluent Cargo
TODAY IT’S IMPROVING FORECAST ACCURACY, automation, and working capital eciency. Broader adoption and embedded intelligence will make 6 and below
AI WILL BE INCREDIBLY USEFUL , elevating decision-making and turning reactive operations into predictive, proactive service for shippers and carriers. –Zach Jecklin CIO, Echo Global Logistics AI IS PROVING TRANSFORMATIVE by enabling real-time, multifactor forecasting that goes beyond historical data. It helps manage SKU proliferation, predict demand shifts, and optimize inventory across channels. –Anan Bishara CEO and Founder, Premium Guard Inc. IT WILL DRIVE supply chain orchestration—transforming data into foresight. Its real value lies beyond visibility, in predictive intelligence and integrated data. –Catherine Chien Chairwoman, Dimerco Express Group 8/10 7/10
8/10
MANY AI PROJECTS WILL SCALE IN 2026. For example, agentic AI will automate routine communication to improve eciency. Additionally, AI-driven computer vision will help warehouses process goods faster, reduce errors, and optimize space utilization, raising service levels. AI will be a 10, but that score will vary based on the organization’s AI readiness. –Eric Walters VP, Analytics and Performance Management, DHL Supply Chain North America AI WILL MOVE BEYOND SIMPLE AUTOMATION to enable continuous optimization of entire supply networks through hybrid intelligence (human-AI collaboration). With the advancement of simulation capabilities such as digital twins, AI will provide sharper foresight and adaptability. –Nick de Klerk Senior Director, Head of Business Operations North America, TMX Transform
6 and below
decisions faster and more adaptive. It reaches 10 when organizations fully trust AI-driven recommendations and redesign workflows around them.
–Je Metersky SVP, Strategy and Innovation, GAINSystems
AI DELIVERS MEANINGFUL PRODUCTIVITY GAINS, accelerates decision-making, improves customer service, and reduces waste. But it’s not a set-and- forget solution—strong leadership and governance are critical to achieve continued success in 2026 and beyond. –Ann Marie Jonkman VP, Global Industry Strategies, Blue Yonder
6 Inbound Logistics • December 2025
GOODQUESTION
AI WILL DRIVE MANAGEMENT INNOVATIONS, including improving eciency at the inventory and warehouse management level and allowing for more accurate forecasting, while also optimizing logistics. We will see exponential growth in the use of AI for risk monitoring, including AI-enabled cameras and tools for a proactive approach to potential disruptions.
Accelerating Supply Chains
7.5/10. 2026 is the year of practical AI in operations: triaging exceptions, reacting to weather, verifying invoices, tuning routing in real time, sensing demand signals and flexing capacity, and boosting warehouse/driver safety. Broad rollouts will take 1 to 3 years, but the pace is 5-10x faster than one year ago. –Sai Teja Yerapothina Sr. Director, Last Mile Delivery, Walmart
–Kara Brennion Consulting Specialist, Supply Chain Security and Risk Intelligence, BSI Consulting
7/10
AGENTIC SYSTEMS WILL AUTOMATE PLANNING and sourcing in 2026. The most
SUCCESS HINGES ON DATA QUALITY. While AI excels at demand forecasting and route optimization, the real breakthrough will be handling partner data chaos. Data 6 and below 8/10
6/10. AI will automate and enhance many of the planning and managerial tasks, but the physical movement of goods will still serve as a barrier to full
6 and below
7/10
transformative use case will be autonomous end-to-end replenishment. It becomes a 10 when humanoid robotics gain scale. –Balika Sonthalia Partner and Practice Leader, Strategic Operations, Americas, Kearney AI WILL ELEVATE BROKERAGE, cross-border, and managed transportation by enabling smarter rating, predictive visibility, automated compliance, faster exception resolution, and workflow automation that improves service, speed, accuracy, and overall network performance across the 3PL industry. –Mike Teresinski EVP Operations, Managed Transportation & Cross-Border, TA Services 8/10
implementation.
readiness is the barrier.
–Joe Adamski Senior Director, ProcureAbility
–Deepak Singh Co-founder and Chief Innovation O cer, Adeptia AGENTS TRAINED FOR TASKS like forecasting or optimization already add value but remain limited to specific activities. Given the speed of innovation we can expect (and hope) that the promise of pragmatic agentic AI, orchestrating agents with humans-in-the-loop, will begin to take shape and create human-centric AI eciency. –Jon Lawrence Chief Product O cer, JAGGAER
4/10. AI hype peaked in 2025, but results lagged. While machine learning powers automation hardware, broader applications like demand forecasting remain in early stages. –Jake Heldenberg Director, Sales Engineering, Warehouse Solutions, North America, Vanderlande 3/10. Most organizations will still be figuring out how to use AI, but early wins will include faster detection of demand changes, supply risks, and quality concerns. Planning teams will gain the most as AI improves diagnosis and speeds response. –Matthew Derganc Senior Director, SSA & Co.
The level of usefulness will be directly correlated with the ability to leverage AI for agentic orchestrations. We need to move beyond information retrieval. –Shabbir Dahod President & CEO, TraceLink Ranging from 3 to 10
Answer upcoming Good Questions at: www.inboundlogistics.com/ good-question
December 2025 • Inbound Logistics 7
10 TIPS
Artificial intelligence can transform the supply chain. Because the infrastructure already exists, adoption can be quick—though it can be challenging to know where to start. Deploying AI in Your Supply Chain
1 BUILD A CROSS-FUNCTIONAL AI COUNCIL.
there are tools that can monitor the ergonomics of employees as they lift large objects. These tools provide real-time alerts to help prevent injury. 7 DEPLOY AI TO ELEVATE HUMAN WORK. Checklist style work is the true sweet spot for AI. Use AI to eliminate monotonous tasks, and free employees to focus on high-value exceptions and intelligent problem-solving. For example, instead of having an employee manually type data from a paper document, AI can read a photo of the data and populate it to a system in seconds. 8 TRANSLATE “SYSTEM- SPEAK” INTO NATURAL LANGUAGE. Computers have their own language, but AI can help humans and technology meet in the middle. For
example, rather than a confusing error code, an employee gets a clear message such as, “The order is not processed because the ZIP code you entered isn’t valid.” This information empowers the employee to understand and fix problems immediately. 9 PILOT NEW AI WITH EXISTING CUSTOMERS OR PARTNERS. We are all navigating how AI will shape supply chain operations. Give your customers or partners a seat at the table and co-invest in AI with them. You already have historical, contextual data from long- term partners to apply to an AI model, which can lead to more positive and accurate outcomes.
AI is not merely an IT project. Just as it will transform every industry, it will impact every department in your company. From the beginning, involve leaders from operations, finance, legal teams and HR to ensure holistic investment.
2 RETURN TO YOUR MISSION STATEMENT. Establish clear pillars to define your AI investments; this helps ensure buy-in and success. Start by identifying use cases that align with your company’s core vision. Balance your customer- centric goals—such as profit and efficiency—with your internal goals, for instance employee well-being and engagement. 3 ESTABLISH GOVERNANCE AND ETHICS EARLY. Before deploying anything, define clear policies for data privacy, security, and algorithmic bias to ensure your AI’s decisions are fair, compliant, and trustworthy. All key department leaders should help determine this as well. 4 SHIFT THE NARRATIVE INTERNALLY. Like all major organizational
to be successful. Directly challenge the thought “AI is going to take my job.” Help reframe your employees thinking of AI as an enabler, not a replacement, through educational training and change management. 5 ENSURE DATA IS AI-READY. Clean data without context is just as good as bad data when it comes to informing AI models. The real step zero is establishing a standardized, canonical data model that structures all of your data from different customers, vendors, or other partners in the same way. This is essential for scaling AI solutions. 6 PRIORITIZE EMPLOYEE WELL-BEING AND SAFETY. Again, counter the narrative of AI replacing jobs by putting your employees first. Deploy AI tools to help your workforce. For example,
10 TARGET HIGH-ROI AUTOMATION. Identify where slight improvements could yield massive cost savings or efficiency advancements. Small breakthroughs in dynamic route optimization or inventory optimization, for example, can cause a chain reaction, improving not just one element, but your entire supply chain.
shifts, your employees must embrace AI for it
SOURCE: SHIBU RAJ, EXECUTIVE VICE PRESIDENT AND CHIEF INFORMATION OFFICER, GEODIS IN AMERICAS
8 Inbound Logistics • December 2025
READERPROFILE The Accidental Supply Chain Nerd
as told to Karen Kroll
ZACH THOMANN is chief operating officer with iHerb, one of the largest online retailers specializing in health and wellness. RESPONSIBILITIES: Oversee worldwide operations and third-party logistics providers across iHerb’s expanding network of fulfillment centers and inventory hubs; build a faster, smarter, and more scalable distribution network; and enhance the company’s delivery promise to customers in 180-plus countries. EXPERIENCE: Chief operating officer, Americas and APAC, GXO Logistics, Inc.; president and chief operating officer at PFSweb, multiple executive roles, PFS; program manager, Amerisource Bergen; manager, PFSweb EDUCATION: MBA, Finance, with Honors, UT Dallas; B.S., Corporate Communications, The University of Texas at Austin.
O ne joke says that you don’t choose supply chain; but supply chain chooses you. I think that’s true. In high school, I worked at JCPenney, unloading trucks and bags for customer pickup. I promised myself that I’d never work in retail or logistics. I thought I’d be an investment banker. But right out of school, I started in client services with a small ecommerce service provider. As the company grew, I was afforded many opportunities to grow and learn. Eventually I was overseeing all our program management and client success programs. I was always the youngest guy in the room. That probably made me hungrier and willing to work twice as hard. I led with facts and relationships. You show up, attack the problems, and earn your seat at the table; it’s not given to you.
in this space. Health and wellness is one of the fastest growing verticals in ecommerce. iHerb has an opportunity to take even more market share. In a growing business, supply chain has to be leading the charge and making sure we’re in front of the growth, in a cost-effective manner. For instance, we don’t want to be talking about capacity constraints when we want to run a promotion. Priorities one, two, three, and four are ensuring that we deliver on time and within budget, so we meet customers’ expectations and delight them. The next priority is looking at our network, while considering the future. As we race to take advantage of market growth, where does our supply chain need to go? What do the facilities need to look like?
The CEO at the time asked me to run supply chain. I told him he was silly, but that I wouldn’t say no. I’ve made my career by saying yes to opportunities, irrespective of the challenge. If you’re comfortable, you’re doing it wrong. I took over supply chain and worked up to general manager and president of the division. Although supply chain wasn’t a conscious decision, I’ve enjoyed every bit of it. At this point, I’m a bit of a supply chain nerd. It’s a dynamic time period for supply chains. Everybody’s trying to re-evaluate their points of presence, as well as how to work around changing tariffs and dominion rules, and in health and wellness, regulatory processes. For instance, what does product labeling need to look like by geography? I joined iHerb because of the tailwinds
10 Inbound Logistics • December 2025
READERPROFILE
We also need to look at our inventory strategy. We’ll assess whether we need additional points of distribution to tighten our time to service orders, so we create a compelling point of difference for our customers. A big aspect of my role is looking out and reimagining the next five years based on our growth trajectory. Getting there is about asking the right questions: ‘Where do we want to go? What will reaching our goals look like?’ An expression that sticks with me is: ‘No one has a monopoly on brains.’ There’s a tremendous amount of thinking from those on the front line. I’m fortunate to have inherited a strong team that has delivered excellent results. There’s also strong alignment across the team. We all want to make sure we deliver on our promise to make iHerb’s products available quickly and keep the customer in mind.
Zach Thomann Answers the Big Questions 1 What hobbies or activities make you
3 What’s the best supply chain advice you’ve received? An employee once told me: ‘If you break down all the steps, there’s nothing we do that’s hard. It’s putting it all together that’s the difficult part.’ 4 What gets you out of bed in the morning? Coffee and my love for complex problems that are fun to solve. In my mind, supply chain is an ever-changing puzzle. 5 What is your leadership philosophy? We have to be good stewards of our business. We’re only here for a period of time and we need to do the best we can for the business while we’re here.
better at supply chain management? I have three kids. They all have social lives and none of them can drive. Kids this age teach you that life is chaos and one thing you have to do is try to bring order to that chaos. It prepares you for supply chain, which is chaotic and always changing, and you need to bring order to it. 2 What would you tell your 18-year-old self? To enjoy the ride a lot more and celebrate the wins. There were many little milestones in my career and a lot of people who helped me along the way. I don’t think I celebrated them enough.
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NOTED [ IN FOCUS ]
The Supply Chain in Brief
> GOOD WORKS
> RECOGNITION
• Crowley expanded its support for Wreaths Across America in 2025, providing ocean transportation, trucking, and warehousing to deliver wreaths for veterans’ gravesites in cemeteries in St. Thomas and St. Croix of the U.S. Virgin Islands.
• Averitt was named a 2025 Top Company for Women to Work in Transportation and recognized as part of the program’s Elite 30 by Redefining the Road , the ocial magazine of the Women In Trucking
• Bettaway Supply Chain Services is entering its fourth year participating in a unique partnership with local Pennington non-pro t We Make-Autism at Work that is demonstrating a new standard for workforce inclusion, creating jobs and sustainable careers for adults on the autism spectrum.
Association. This distinction highlights companies that demonstrate a strong commitment to employing and supporting women in transportation.
• Lars Jensen, a maritime analyst and CEO of Vespucci Maritime, has been named the 2026 Person of the Year by the New York/New Jersey Foreign Freight Forwarders and Brokers Association. The award celebrates individuals who have
> UP THE CHAIN
GEODIS appointed Guillaume Bournisien as managing director of freight forwarding in the United States, expanding his current responsibilities as managing director of freight forwarding in Canada to the broader North American region.
made substantial contributions to the global logistics, maritime, and transportation sectors.
• Hy-Tek Intralogistics was certified by Great Place to Work for the second year in a row. The recognition is based entirely on what employees say about their experience working at Hy-Tek and places the company among the top quartile of U.S. workplaces for employee satisfaction. • Compass Logistics & Marine received the 2024– 2025 Best Partner Award from the Global Anity Alliance, powered by WCAworld.
Duane George joins Advantive as chief executive of cer, bringing more than two decades of experience in manufacturing and enterprise software.
> INVESTMENTS
DHL Group will invest approximately EUR 1 billion across all its business units
in India by 2030. The investment reflects DHL’s confidence in India’s dynamic market and aligns with its Strategy 2030 to accelerate sustainable growth. Uber Freight entered an expanded commercial partnership with Better Trucks, a last-mile delivery platform that orchestrates deliveries for retail and ecommerce brands. Uber Freight customers may now extend delivery from their store or fulfillment locations directly to consumers’ doorsteps with enhanced e ciency, real-time visibility, and reliability.
12 Inbound Logistics • December 2025
NOTED
> M&A
> SEALED DEALS
• Switzerland’s ESPAS , a non-pro t foundation for labor integration that manages ecommerce ful llment for various web shops, and Germany’s Steinehelden , a non-pro t company that operates an online shop for LEGO products, are using Descartes’ ecommerce WMS to optimize ecommerce ful llment processes, reduce error rates and increase customer satisfaction. • PDPAOLA entered a strategic partnership with Bleckmann , focused on supporting the jewelry brand’s expansion in the UK market through Bleckmann’s specialized logistics facility in Swindon, UK.
Two Lufthansa Cargo subsidiaries— CB Customs Broker and heyworld — will merge into a single company eective January 2026. The goal of the merger is to
unite complementary capabilities and create a unique one-stop oering for cross-border logistics solutions at parcel level. Sogedim SpA and LEMAN acquired Raben’s Air & Sea operations in Italy, Germany, and Poland. All existing road cooperation and commercial partnerships continue unchanged. Global data and technology company DTN acquired controlling interest in Tandem Concepts , an AI-powered back-end integration platform that enables seamless communication across carrier and terminal operations. JAS acquired Pentagon Freight Services , a UK provider of freight forwarding, project logistics, and ship’s agency services.
• Woojer , an immersive haptic audio technology company, partnered with Texas Logistic & Ful llment Services . Under the partnership, Texas Logistic & Ful llment Services
will manage quality control, software updates, storage, and nationwide distribution of Woojer’s high- delity haptic products for major retail partners.
• Craft beer brand Stone Brewing is leveraging Flock Freight’s Shared Truckload model, and has achieved 99% on-time pickups and 97%+ on-time deliveries, while cutting costs and reducing emissions.
> MILESTONES
CN marked the 30th anniversary of its Nov. 17, 1995, IPO— which was the largest in Canadian history, raising C$2.25 billion— by having its senior
• vivo Mobile Communication Co. , a smartphone manufacturer and global technology brand, awarded Jayud Global Logistics an annual contract to handle its overseas airfreight operations. • Essendant partnered with Hub Group to implement its Managed Delivery model, which leverages Hub Group's truckload and LTL network, and
executives ring the Opening and Closing Bells at the Toronto and New York Stock Exchanges. This privatization helped transform the formerly oldest and largest Crown Corporation in Canada into a transportation leader and trade enabler. Transportation, logistics, and specialized moving services company McCollister’s celebrates its 80th anniversary. Evolving from a small, local household mover, the company transformed into a high-value specialty carrier known for its customized solutions and service.
nationwide nal- mile facilities to
support warehouse deliveries within 48 hours across nearly all major markets.
December 2025 • Inbound Logistics 13
TAKEAWAYS Shaping the Future of the Global Supply Chain
Industrial real estate in the United States appears to be settling into a more balanced phase. According to the Colliers Q3 2025 Industrial Market Report , tenant demand surged while new construction cooled substantially, signaling a potential turning point for warehouse and logistics networks. Net absorption hit roughly 60 million square feet in Q3—the strongest quarterly total since early 2023, the report shows ( see chart, below ). At the same time, industrial vacancy ticked up only slightly to 7.4%, while the pipeline for new buildings shrank to 270 million square feet, a level not seen since 2018. These shifts suggest that supply is tightening even as demand remains solid. Here are some other interesting trends on display in the Q3 report: Flight to quality: Tenants are showing preference for modern, efficient facilities— especially near ports, rail hubs, and ecommerce corridors. Tightening cost structures: With demand up and supply constrained, building and lease costs are rising. Carriers, third-party logistics providers, and shippers must factor higher real estate and occupancy expenses into their planning. Strategic site selection matters: As supply growth cools, companies are placing greater emphasis on location, connectivity, and automation readiness. Opportunity window for logistics optimization: Given the supply-demand shift, companies that move quickly to secure prime space and optimize their networks can gain a competitive edge. INDUSTRIAL MARKET FINDS BALANCE
TECH TAKES PRIORITY As the supply chain sector heads into 2026, one thing is resoundingly clear: Technology is now a necessary strategy, not just a supportive tool. As a result, tech spend is trending upward, with visibility solutions topping the list. That’s the main takeaway from a new report by Ontegos Cloud, which surveyed 912 logistics and supply chain professionals across North America, Europe, and Asia. Additional insights about the coming role of technology in 2026 include: Digital-first confirmed: One in three respondents (34%) identify technology as the core driver of their logistics strategy, highlighting an industry-wide shift toward digital-first operations among freight forwarders and 3PLs ( see chart, below ). Predictive visibility dominates: 44% of respondents say forecasting and visibility are their top technology focus area for 2026, surpassing automation, digital twins, and cybersecurity. Spending spree: Nearly 40% of freight forwarders and 3PLs are dedicating more than one quarter of their 2026 budgets to technology. Another 25% plan moderate increases (10% to 25%), while only 23% remain cautious with limited allocations under 10%. Potential security oversight: Only 11% of freight forwarders and 3PLs selected cybersecurity and compliance as a focus area, highlighting a potential vulnerability as data connectivity and automation deepen across global supply chains.
As you plan for 2026, how central is technology (AI, data visibility, automation, cloud) to your logistics strategy?
34%
Core driver of our strategy
29%
Important but early stage
20%
Minimal focus right now
Source: Colliers 65M SF of new supply in 25Q3 ↓ 14M SF YOY 60M SF of net absorption in 25Q3 ↑ 20M SHF YOY vs
17%
On the radar, not priority
Source: Ontegos Cloud
14 Inbound Logistics • December 2025
TAKEAWAYS
FUTURE WATCH: SUPPLY CHAIN 2030 Learning to live with supply chain disruptions has been a top priority for logistics leaders over the past few years—and that pattern is likely to continue, according to a newly released survey from DHL, Insight 2030: Opportunities and Challenges for the Supply Chain of the Future . Participants rank challenges stemming from disruptions, placing cybersecurity as the top concern ( see chart, below ). The survey also finds that 99% of executives view the supply chain as critical to business success, 73% expect their supply chains to be more reliant on AI, and 70% anticipate cybersecurity threats to disrupt operations by 2030. As a result, a strong majority of respondents expect to become more dependent on established and emerging technologies in the next five years. Current technology use is prevalent, with more than two-thirds of survey participants citing core warehouse and transportation management systems in place, and 91% of those saying their warehouse management system had been installed or upgraded in the past five years. “While advanced systems and increased automation have become essential in managing the modern supply chain, these technologies also bring their own set of concerns, as well as implementation and management challenges,” says Mark Kunar, CEO of DHL Supply Chain North America. The report benchmarks the current state of the supply chain, identifies the most significant changes expected by 2030, and provides insight into the obstacles leaders face in ensuring their supply chains continue to support business objectives. Additional findings include: • Rapid technology evolution emerged as a key concern with about half of participants pointing to “inadequate technological solutions” (49%) and “outdated systems” (47%). In addition, only 34% of VP and Director level executives were fully satisfied with their use of technology. • Robotics represents another opportunity to increase productivity: 68% of participants expect increased dependence on robotics to perform routine tasks, though less than half of participants (44%) have deployed warehouse robotics, and only 34% of VP and Director level executives were fully satisfied with their use of the technology. • 70% of survey participants anticipate cybersecurity threats will impact their networks through 2030. Other disruptive forces cited include higher labor costs (69%), labor shortages (66%), natural disasters (63%) and international tensions (62%). • 63% of respondents predict an increased focus on the ability to orchestrate supply chain resources to reduce costs.
In Memoriam: LISA H. HARRINGTON Lisa H. Harrington, a highly
respected and principled voice in supply chain and logistics, passed away on November 11, 2025. Over many years of dedicated service, scholarship, and writing, Lisa made profound contributions— not only to Inbound Logistics
as a writer and contributing editor, but also to academic research, consulting, and mentorship—that have shaped the field in lasting ways. Her name appeared repeatedly in our pages over the years; her thoughtful articles translated the complexities of supply chain and logistics management into accessible insights. But her influence extended well beyond our magazine. As senior research scholar with the UMD Center for Public Policy and Private Enterprise at University of Maryland, Lisa tackled some of the most critical issues in modern supply chain strategy: risk, sustainability, disaster relief, and global health logistics. Her work informed both public-sector and private-sector leaders—from the Department of Defense and NASA to multinational corporations such as FedEx, Caterpillar, and Microsoft. Lisa was also a committed educator, author, and thought partner. She co-founded the Sustainable Supply Chain Foundation, bringing together academics and business practitioners to drive real-world change. Her three books— X-SCM: The New Science of X-treme Supply Chain Management ; In Real Time: Managing the New Supply Chain ; and Logistics and the Extended Enterprise —will continue to guide and inspire students, executives, and scholars alike. She believed deeply in sharing knowledge, mentoring young practitioners, and bringing voices together across sectors. Lisa’s leadership extended into board service and institutional engagement: she was active in professional associations such as the CSCMP-Council of Supply Chain Management Professionals and the Warehousing Education and Research Council (WERC). Through her consulting firm, she helped organizations build more resilient, responsive, and ethical supply chain systems. Lisa’s passing leaves a void in the supply chain community—but her legacy remains alive in the ideas she championed, the frameworks she built, the articles she penned, and the people she mentored.
Source: DHL
December 2025 • Inbound Logistics 15
KNOWLEDGE Base CONTENT PARTNERS
The increased return volume that January brings is just around the corner. Here are four ways retail supply chain professionals can boost efficiency before the returns peak. 4 Last-Minute Preparations You Can Still Make Before Post-Peak Returns Hit
O mnichannel retailers and ecommerce sellers rightfully dedicate significant time, money, and resources to the holiday peak season. But consumers will inevitably choose to return some of the items they purchased or were gifted over the holidays.
4. Leverage the returns expertise of your 3PL Many retailers and online sellers let their third-party logistics (3PL) partner handle the post-holiday returns wave. Doing this can offer significant savings on in-house labor, while ensuring efficient processing of returns. A capable 3PL can bring: • Scalable capacity • Trained labor • Optimized transportation networks • Existing visibility technology A good 3PL partner will return items to inventory faster, collect and analyze data to identify return patterns, and facil- itate faster processing that results in quick refunds for customers. MAKING THE BEST OF PEAK 2.0 Returns are inevitable for any retailer,
Even modest improvements to your returns forecast can help to reduce bottlenecks around the three Rs of returns: receiving, restocking, and refunds.
2. Improve visibility for both you and your customers Allow your customers to initiate returns at physical stores, online, or via mobile apps to avoid delays and keep the experi- ence positive. Integrate real-time tracking data with your customer management systems so representatives can quickly answer the most important question cus- tomers will have: Where’s my refund? Also ensure the customers have access to that data through automatic updates, which will relieve strain on your call center and keep ancillary costs down. Providing transparency to your customers builds trust in your brand.
UPS and Happy Returns expect just under 16% of their annual sales to be returned in 2025, while the National Retail Federation estimates shoppers will return more than 19% of purchases made online. When applying those percent- ages against peak season sales volumes, you’re looking at a lot of returned goods come January. Many retailers may feel it’s too late to make additional preparations for the increased return volume. However, here are four ways retail supply chain profes- sionals can still boost efficiency before January’s returns peak.
but chaos doesn’t have to be. With a little proactive plan-
1. Re-forecast and staff up for Peak 2.0
3. Reevaluate your disposition options
ning, streamlined workflows, and the right logistics partnerships, you can turn the January rush from a cost center into an opportunity for continu- ous improvement.
When the holiday rush ends, that doesn’t mean labor needs to end with it. Returns season requires extra hands to get the job done. To ensure you’re properly staffed to handle returns, you can: • Examine historical data to project incoming volumes by category, SKU, and channel. • Identify top-performing holiday hires and ask them to stay on through January. • Train additional staff to handle the additional volume.
Some goods arrive damaged, and oth- ers can’t be restocked. After all, nobody wants a secondhand bottle of nail polish or an opened package of undergarments. Some additional options besides dis- posal or restocking may include: • Recycling • Tax-deductible donation to eligible charities • Bulk liquidation to resellers/ wholesalers • Allowing customers to keep items that will be disposed of anyway
—By Robert Kriewaldt
Senior Vice President Phoenix Logistics Robert@Phoenix3PL.com phoenix3pl.com 920-915-9746
About Phoenix Logistics. Strategic Real Estate. Applied Technology. Tailored Service. Creativity. Flexibility. These fundamentals reflect everything we do at Phoenix Logistics. We provide specialized support in locating and attaining the correct logistics solutions for every client we serve. phoenix3pl.com
16 Inbound Logistics • December 2025
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CONTENT PARTNERS
SOLVED Supply Chain Challenge?
At the Forefront of Compliance— The Drug Supply Chain Security Act MD Logistics developed a serialized solution for a pharmaceutical client, marking an industry rst and completing a complex initiative—making a supply chain compliant with the DSCSA mandate.
When the team at MD Logistics was approached by one of their largest pharmaceutical clients in 2017 about developing a serialized solution that would make their supply chain compliant with the DSCSA mandate, the MDL team was eager to begin the process. Not knowing how others within the supply chain, i.e. wholesalers, would interpret the law and without a blueprint or best practices guide—MD Logistics started conversations with their client by mapping their current process. Having an understanding of what the current process looked like made it easier to picture how serialization could t into existing operations. Mapping the process also made it clear what adjustments needed to be made to current operations to accommodate capturing the sheer volumes of data that now needed to be recorded and passed along with the product throughout the supply chain. Developing a serialization solution required a highly collaborative environment, not only among internal teams, but also among the client and external business vendors. Because the DSCSA mandate was a new initiative within the industry, the team at MD Logistics had to work with their external warehouse management system (WMS) provider to develop a WMS with the serialization con guration needed to accommodate
THE CHALLENGE In an effort to combat counterfeit
medicines in the global marketplace, the Federal Drug Administration (FDA) introduced the Drug Supply Chain Security Act (DSCSA) in November of 2013. This plan would eventually track medicines down to the vial with a unique numerical identi er, securing the pharmaceutical supply chain unlike ever before. The FDA set a phased implementation approach for full compliance over the next decade, ultimately extending that deadline several times. The nal deadline for manufacturers and repackagers was set for May 2025. Because something of this scale had never been attempted before, there wasn’t a blueprint or ‘best practices guide’ to follow. Pharmaceutical manufacturers and solution providers were tasked with creating a solution to the mandate from scratch. THE SOLUTION Developing a new solution, especially one of this scale, comes with its own set of unique challenges. Third-party logistics provider MD Logistics is used to building solutions to their clients’ unique challenges. So much so that they have made it a standard part of business practices—cross-functional teams collaborating together to bring to bear a customized solution for their clients’ toughest challenges.
all of the necessary requirements. MD Logistics initial pharmaceutical client was fully compliant in 2017, with all other serialized clients compliant by 2022. Throughout the process of guiding clients to full compliance, lessons were learned, and adaptations were made to achieve a solution which previously didn’t exist within the industry. Without a clear guide, collaboration and ongoing communication led by the MD Logistics team, proved to be the secret to developing a truly customized solution for their client, thus leading their supply chain in DSCSA compliance.
To learn more: info@mdlogistics.com 317-838-8900 www.mdlogistics.com
18 Inbound Logistics • December 2025
LIFE SCIENCES + PHARMACEUTICALS
DSCSA
COMPLIANT
TIME-SENSITIVE DELIVERY
cGMP
SUPPLY CHAIN, SECURED
COMPLIANT
Cold Chain Delivered Since 1996
Delivering cold chain life science and pharmaceutical products, safely, is of the utmost importance to 3PL provider, MD Logistics. For nearly 30 years, MD Logistics has provided end to end supply chain solutions, delivering turn-key warehousing and transportation services within the Life Science and Pharmaceuticals industries. As a fully licensed wholesale distributor, our priorities remain patient safety and upholding the integrity of the supply chain, while providing TAPA and DSCSA-compliant services! Partnering with MD Express and our parent company, Nippon Express, provides us the opportunity to safely move products through the supply chain. Partner with MD Logistics!
TEMPERATURE CONTROLLED STORAGE
A LEADING PARTNER IN COLD CHAIN LOGISTICS
MDLOGISTICS.COM 1.317.838.8900 #THEMDEXPERIENCE
INDIANAPOLIS, IN GARNER, NC RENO, NV
A Nippon Express Group Company
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