Inbound Logistics | September 2025

FREIGHT BILL AUDIT & PAYMENT: KEY TO CLARITY WMS BEYOND THE WAREHOUSE WALLS

FROM TRANSPORTATION TO VALUEADDED SERVICE: TRUCKING’S STRATEGIC EVOLUTION

PLUS

TOP 100 TRUCKERS TRUCKING PERSPECTIVES MARKET RESEARCH OPTIMIZING YARD MANAGEMENT

BITE SIZED SUPPLY CHAIN/LOGISTICS INFORMATION Info SNACKS

Fraud on the Fast Track Q2 2025 saw a significant rise in fraud attempts targeting freight brokers and carrier networks. Carrier identity company Highway flagged and blocked:

Sustainable Packaging Promises: Easy to Make, Hard to Keep By year’s end, 90% of public sustainable packaging commitments will remain unmet and by 2028 most companies will replace voluntary goals with legislative compliance, Gartner predicts. To prepare, chief supply chain ocers should align cross-functional teams and engage supply chain partners to address EPR legislation, sourcing challenges, and reusable packaging networks.

495,267 fraudulent email attempts 42,421 suspicious phone numbers 2,281 identity alerts

Compared to Q1 2025, fraudulent email attempts increased by 41%, and broker-reported identity fraud rose by 23%, which further highlights the growing threat posed by layered, multi- channel attacks. — Highway’s Q2 2025 Freight Fraud Index

The World Shipping Council reports 576 containers were lost at sea in 2024, up from a record-low 221 in 2023 but still well below the 10-year average of 1,274. Losses were concentrated around the Cape of Good Hope, where vessel transits surged 191% amid Red Sea disruptions and hazardous conditions caused about 200 containers to be lost. Even so, just 0.0002% of the 250 million containers shipped globally in 2024 were lost. More Shipments Go Overboard

A Bright Future Swiss startup Sun-Ways is testing a bold plan to install removable solar panels directly onto railway tracks. The system can be laid down and removed quickly without disrupting train service, with the potential to generate 1 billion kilowatt hours annually—enough to power 300,000 Swiss homes. The innovation has drawn international interest, with countries like South Korea and Indonesia exploring the idea.

TRUCKER BUILDS BIG APPLE ON TINY SCALE

Taris Less Terrifying U.S. trucking firms are growing more optimistic about tari impacts. Only 31% now expect reduced freight demand—down from 40% in April 2025 while concern over rising vehicle and equipment costs eased to 50%, an 8-point drop. Still, 69% of freight businesses report taris have already aected their operations. –Tech.co survey

Truck driver Joe Macken spent 21 years building a massive 3D replica of New York City out of balsa wood and glue. His model includes nearly one million buildings across all five boroughs, plus parts of New Jersey, Westchester, and Long Island. The project, unveiled in a viral TikTok, shows the remarkable detail he achieved while balancing life on the road.

September 2025 • Inbound Logistics 1

CONTENTS FEATURES SEPTEMBER 2025 | VOL. 45 | NO. 9 30 TRUCKING’S STRATEGIC EVOLUTION

Trucking companies continue to transform their businesses, expanding beyond traditional transportation to oer a full spectrum of warehousing and supply chain solutions and navigate a changing marketplace. 36 TRUCKING PERSPECTIVES: IL MARKET RESEARCH REPORT In IL ’s exclusive market research report, trucking companies and shippers reveal how they are adapting their services and expectations to meet new industry demands while navigating a challenging freight environment.

44 TOP 100 TRUCKERS

In today’s unpredictable market, a great carrier is your competitive edge. Here are the editors’ picks for the 100 trucking companies that use technology and innovation to deliver reliability, eciency, and customized service.

54 CONTENT PARTNERS FREIGHT BILL AUDIT & PAYMENT: THE KEY TO SUPPLY CHAIN CLARITY Amid rising taris, disruptions, and increasingly intricate supply chains, freight bill audit and payment providers are emerging as key partners—unlocking eciencies with data- driven insights that transform complexity into clarity.

2 Inbound Logistics • September 2025

70 CONTENT PARTNERS WMS 2025: EXTENDING CONNECTIVITY BEYOND THE WAREHOUSE WALLS O¢ering productivity boosts beyond the physical structure, a warehouse management system can serve as the hub for technology that delivers better operating eciency along with

78 CONTENT PARTNERS YMS: PUTTING THE YARD FIRST A yard management

system (YMS) can serve as a link between what happens in the warehouse and what happens outside the gate, improving eciency and keeping assets on schedule. Here are insights from leading YMS providers that can help cut through the noise on improving yard operations.

flexibility for the supply chain of the future. Here are three leading providers that can position your warehouse

for the next generation.

INPRACTICE 10 LEADERSHIP GROWING A PEOPLE- FIRST POWERHOUSE Erin Mitchell, COO of YMX Logistics, is building a company

INFO 88 SUPPLY CHAIN INSIGHTS 94 RESOURCE CENTER INFOCUS 1 INFO SNACKS 12 NOTED 14 TAKEAWAYS 90 IN BRIEF 96 LAST MILE The future of the supply chain manager role

INSIGHT 4 CHECKING IN Trucking needs government actions now 6 GOOD QUESTION What’s one supply chain problem we should address with more urgency? 8 10 TIPS Ensuring visibility and responsiveness with AI 24 SC VISIBILITY How to avoid the last-mile black hole 26 IT MATTERS Autonomous supply chains: why now? 28 GREEN LANDSCAPE Four ways to unlock the benefits of a sustainable supply chain

from scratch in a time of supply chain uncertainty. She leverages technology and a unique leadership style to drive growth and keep her team motivated. 85 DC SOLUTIONS GNC’S INVENTORY TAKES FLIGHT Health products retailer GNC revolutionized

CONTENT PARTNERS 18 11 Proven Ways to Collaborate with Your Transportation Partner Oered by Ryder 20 Freight Transportation Safety: Insights from a Landstar Agent Oered by Landstar 22 Helping a Warehousing Customer Adjust to Tariff Challenges Oered by Verst Logistics

its inventory management with Corvus Robotics’ autonomous

drones, enabling more frequent and accurate cycle counts. This solution freed up labor and equipment, significantly boosting eciency and accuracy while overcoming challenges of manual inventory and perishable product tracking.

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September 2025 • Inbound Logistics 3

CHECKINGIN Trucking Needs Government Actions Now

Vol. 45, No. 9 September 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

T he precipitous fall-off in trucking capacity needs to be remedied by government actions at the state, local, and national levels. Yes, I know some people say the ebb and ow of market conditions will level-set what’s needed. I disagree and here’s why. Traditional economic cycles sometimes fall off and shipment levels drop. Smart truckers prepare for the inevitable and have resources available to keep operations running, in extreme cases sometimes just

EDITOR

SENIOR EDITOR

DIRECTOR OF STRATEGIC CONTENT

Amy Roach amy.roach@thomasnet.com

Tom Gresham Karen M. Kroll Gary Wollenhaupt

CONTRIBUTING EDITORS

Keith Biondo, Publisher

to weather the economic storm and survive. These days they call that shipment level fall-off a “freight recession.” But here’s why it is different this time: Immigration actions, tariffs, and the tightening of driver safety enforcement all add a strong extra downdraft to the economic challenges. Drivers. As the economy expands, we’ll soon face a shortage of qualied professional drivers. The pipeline of workers choosing that profession is running dry. As carriers shut down, some drivers will choose other professions. Older drivers will cycle out and fewer young people want to drive. A skilled driver workforce cannot be turned on and off like a faucet. What we need now are more grants, low-cost loans, and incentives targeted toward training the next generation of professional, well-paid, and skilled drivers. It takes time. Without those actions you will see inevitable capacity limits, which will limit the coming economic growth. Technology. An impressive range of new technologies are available that impact efciency, sustainability, shipment handling, and visibility, which will help carriers, and by extension, shippers. The challenge? All of that is very expensive. In tight times, small and mid-size carriers and owner/operators postpone investments that will drive future efciency and growth just to survive. Can resources be made available to prevent that bitter choice? Action. There are programs available to help trucking companies and future drivers now. But those programs and government commitments were set at a level far below what is needed to maintain a modern, sustainable, and efcient trucking sector. Those resource levels are just not adequate to handle the challenges of today and, most importantly, of tomorrow. Lack of future capacity will be an economic chokepoint in the very near future. State, local, and federal leaders should lean into this need and put resources on blast. Now.

Jeof Vita jvita@inboundlogistics.com

CREATIVE DIRECTOR

DESIGNERS Arlene So

DIGITAL DESIGN MANAGER PUBLICATION MANAGER CIRCULATION DIRECTOR

Amy Palmisano apalmisano@inboundlogistics.com

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Carolyn Smolin

SALES STAFF PUBLISHER: Keith Biondo

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4 Inbound Logistics • September 2025

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GOODQUESTION Readers Weigh In

What’s One Supply Chain Problem We Should Address With More Urgency?

THE LACK OF REAL-TIME VISIBILITY across global supply chains. As customer expectations continue to rise and as supply chains face disruptions, organizations must be able to monitor and respond to changes in real time, and that starts by integrating hardware, software, and analytics into their workflows. –Andre Luecht Global Strategy Lead, Transport, Logistics, and Warehouse, Zebra Technologies CONGESTION AT PORTS has become the norm lately. If supply chain managers aren’t paying attention to how long their freight is spending at the ports and rail yards, fees can add up quickly. Congestion has also caused significant delays to rail loading times, leading freight to be behind schedule by up to two weeks. This can be the dierence in manufacturing lines shutting down vs. not. –Justin McIntur International Logistics Manager, Jarrett CAPABLE, EMPOWERED WORKERS ARE DISAPPEARING. We used to call a long-tenured and engaged person with authority who would fix things that delayed an order. Now we email via a portal and get a reply that our message will be answered within 24 hours. Or get on an automated chat with o-track answers. –Danny Schnautz President, Clark Freight Lines THE IMPACT OF ENVIRONMENTAL THREATS is often severe and costly due to the fragility of far too many supply chains.

How to Solve Fragmentation

Supply chain fragmentation —siloed systems, poor visibility, and weak coordination—slows down decisions and raises risk. In today’s volatile world, fragmentation isn’t just inecient—it’s a major vulnerability that drives up costs and hurts agility. –Bryan Gerber Co-Founder & CEO, Hara Supply Transportation operates as a highly fragmented ecosystem where shippers, consumers, logistics providers, and technologies all have interdependent roles to play in optimizing a transportation network. To unlock the full potential of AI applications, urgency should be placed on building large, clean, integrated data sets that capture the critical inputs needed to make relevant, high-value decisions. –Brian Cupp VP Operations & Strategic Initiatives, IntelliTrans Every partner speaks a dierent data language. 60% of business data still arrives in formats incompatible with our systems whether it is in EDI format that changes or PDFs, scanned documents, and files. It’s like building a superhighway but forgetting the on-ramps. Until we achieve universal data fluency across partners, every other innovation is hobbled. –Deepak Singh Chief Innovation O cer, Adeptia

Analyst firm Gartner indicates that 63% are in a fragile state. Our internal data showed flash flood-related incidents surged 41% in 2024, making them the year’s top disruptor. Supply chain leaders need proactive plans to build resilient supply chains that can navigate weather-related disruptions. That includes scenario planning, identifying weak spots in their operations, and diversifying suppliers. –Scott Lehman VP Operational Risk Management & Supply Chain, Sphera

ADAPTING TO A DYNAMIC GLOBAL FOOTPRINT amid shifting taris. Companies must stay agile to avoid cost spikes and delays. At the same time, they should leverage artificial intelligence more aggressively to optimize operations— especially in scheduling, routing, and safety—to boost resilience and eciency. –Dr. Stefan Heck CEO & Founder, Nauto

6 Inbound Logistics • September 2025

GOODQUESTION

THE OVER-THE-COUNTER INDUSTRY’S RELIANCE on single-source active pharmaceutical ingredients is a critical vulnerability. A public health crisis, trade barrier, or geopolitical shock can cut o supply overnight. Diversifying sources and re-anchoring production closer to demand are essential to protect consumer trust. –Philip Hampden-Smith SVP Supply - North America, Reckitt

Preventing Cargo Fraud

Cargo fraud is no longer confined to one department —it’s hitting every level of the supply chain. The cost isn’t just financial; it erodes trust with carriers, customers, and partners while creating bottlenecks. Companies need fraud-resilient processes in procurement, vetting, billing, customer interactions, and continuous training to recognize threats. –Danielle Spinelli Account Executive, Descartes Systems Group Freight fraud costs the industry more than $35 billion every year. Criminals target outdated regulations and weak enforcement, harming small businesses, driving up costs, and risking public safety with stolen sensitive goods. Modernized oversight and stronger enforcement are essential to safeguard the supply chain’s trust, competitiveness, and resilience. –Chris Burroughs President & CEO, Transportation Intermediaries Association Fraud is a rising crisis in logistics, costing billions annually through stolen freight, fake carrier identities, and false claims. Combating it requires urgent modernization: Stronger ID verification, centralized tracking, and tougher licensing standards can deter bad actors, reduce loss, and rebuild confidence across brokers, shippers, and carriers.

POPULATION DECLINE compounds generationally, leading to labor shortages and potentially reduced consumer

demand. Countries with aging populations are already seeing this issue firsthand, with fewer factories and more consolidated supply networks. Innovative technology applications will be key to mitigating these challenges. –Dave Kiesling VP Transportation, Kenco undervaluation and origin fraud are not only illegal—they’re destabilizing for compliant players. Enforcement is rising, and brands must prioritize clean, transparent supply chains. –Thomas Taggart VP Global Trade, Passport THE MISUSE OF TARIFF LOOPHOLES. Shortcuts like

–Aaron Freedman CEO, ACI Transport

data is critical for autonomous systems—poor data causes errors, disruptions, and failed automation. Data quality isn’t a one-time fix; it demands executive commitment and ongoing, rigorous processes. –Tara Buchler Strategy Principal, JBF Consulting

customer satisfaction and brand reputation, while rising ecommerce volumes make streamlined reverse logistics essential for competitiveness. –Alison Ponder Managing Director, FTI Consulting ONGOING TALENT SHORTAGES. While we can’t control market conditions and disruptions, we can empower our employees with the skills and technology to thrive—increasing their engagement, performance, and satisfaction—by investing more in them. An energized workforce can drive your business through economic uncertainty. –Eric Allais President & CEO, PathGuide Technologies POOR DATA QUALITY. In a recent JBF/Pando study, 83% cited data quality as the top barrier to artificial intelligence in logistics. High-quality

THE RISK OF BEING DE-PRIORITIZED as

customers by foreign suppliers with the significant increase in

U.S. taris. Taris have raised the cost of doing business with U.S. companies, making them less attractive compared to customers in countries where suppliers’ margins have remained stable. –Andrei Quinn-Barabanov Supply Chain Industry Practice Lead, Moody’s REVERSE LOGISTICS is costly and complex, requiring significant resources for processing, transportation, and inventory management of returned goods. Poorly handled returns damage

Answer upcoming Good Questions at: www.inboundlogistics.com/ good-question

September 2025 • Inbound Logistics 7

10 TIPS

Ensuring Visibility and Responsiveness With AI

Using artificial intelligence can strengthen forecasting, streamline operations, and empower teams to make more informed decisions. Here’s how Southern Glazer’s does it.

1 PRIORITIZE BUSINESS IMPACT OVER FANCY TECHNOLOGY.

best outcomes come from blending algorithmic insights with the intuition and market knowledge of seasoned teams. By positioning AI as an advisor rather than a decision- maker, distributors gain the benets of automation while keeping critical judgement in human hands. 6 COLLABORATE ACROSS TEAMS. Success doesn’t come from entirely outsourcing the development of your AI solution. Your supply chain experts should work closely with data scientists to create and ne-tune models and interpret results. Collaboration increases the condence users have in applying AI outputs to real- world challenges. 7 INVEST IN USER TRAINING. Build structured change management programs that include training, clear communication, and hands-

on learning opportunities. When users understand the “why” behind AI adoption and see how it simplies their work, adoption accelerates and resistance decreases. 8 ROLL OUT IN PHASES AND SHARE WINS. We started small and scaled up as teams saw results. Sharing early successes built momentum and condence. Celebrate wins and communicate them widely to build trust in the process. This helps create a culture where employees see AI as an enabler of success rather than a disruptive change. 9 COMMIT TO CONTINUOUS LEARNING. Models improve over time as they’re fed more data, and business conditions evolve constantly. Regularly review AI performance, refresh models, and seek feedback from end users to ensure tools remain aligned with organizational goals.

Don’t aim for “more AI,” aim for better results. We began by focusing on high-volume, predictable SKUs (e.g. high- volume vodka) where AI models can quickly prove their value and accuracy. This performance-rst approach builds trust and encourages adoption.

4 AUTOMATE ROUTINE PROCESSES. AI helps automate repetitive tasks so our planners can spend more time on complex, value-added work, such as managing supply uctuations in ne wine. 5 PAIR AI WITH HUMAN JUDGEMENT. AI is a powerful decision augmentation tool, not a full replacement for human intelligence and experience. In nuanced categories like new item launches, where demand and availability do not follow predictive patterns, human expertise still drives the nal call. The

2 CREATE AND MAINTAIN CLEAN DATA. AI models are only as good as the data they’re trained on. Invest in strong data platforms and governance practices to ensure your supply chain data is accurate, complete, and usable; this is foundational to visibility. Regular audits and cross-functional ownership of data quality can prevent errors from cascading throughout the supply chain. 3 INTEGRATE AI INTO EXISTING PLATFORMS. Big bang deployment of new AI platforms is tempting for fast transformation but can prove to be costly and sluggish. We leveraged our legacy planning tools and infused AI from Amazon SageMaker into user- familiar workows. By doing it this way, we minimized disruption and accelerated implementation and adoption.

10 EXPLORE GENERATIVE AI FOR REAL-TIME INSIGHTS.

We’re currently developing AI agents that can analyze data and emails, flag stockouts, and recommend corrective actions. These agents address particular use cases today as we work to connect them through an orchestration layer, building an end-to-end control tower. Such a platform represents the next frontier in proactive, responsive supply chain management.

SOURCE: DIEGO FONSECA, VICE PRESIDENT, SUPPLY CHAIN & LOGISTICS, SOUTHERN GLAZER’S WINE & SPIRITS 8 Inbound Logistics • September 2025

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LEADERSHIP Conversations with the Captains of Industry How Erin Mitchell Grows a People-First Powerhouse

Erin Mitchell is chief operating ofcer with YMX Logistics, which provides integrated yard logistics for enterprise shippers. She joined the company in early 2024, after more than 20 years with Kraft Heinz, where she had risen to vice president, logistics, and head of network transformation. “I was ready for something different, and this was about as different as I could get,” Mitchell says, noting that she was the second employee at YMX. “You go from a large enterprise at the top of the food chain to a company that you’re building from scratch.” In her current role, Mitchell oversees yard and trucking operations, human resources, IT, customer success, engineering, and eet safety and maintenance. Here’s how she approaches her leadership role in a company that’s growing quickly amidst an uncertain business environment. IL: When you were named a 2025 Top Women to Watch in Transportation by the Women in Trucking Association, you said transportation and logistics are at an inection point. Can you expand on this? Much of this is driven by decision fatigue. Manufacturers, shippers, and warehousing and transportation providers have numerous macroeconomic challenges with tariffs and supply chain unpredictability. To meet these challenges, they’re looking to technology. And that means making often signicant investment decisions in an environment where the number of technology and automation options available can get overwhelming. Many people just need something simple that works and that they can execute quickly. We provide turnkey solutions to our customers, so they can focus on the bigger challenges in their supply chains. IL: How is the uncertainty in the current business environment impacting how you approach your leadership role with YMX? We need to be nimble and exible. We need to listen and engage with our customers, at all levels, so we understand their needs and challenges. We train our frontline workforce and drivers so they’re engaged in and observant of all that’s going on at their sites. We provide feedback mechanisms so workers and drivers can let us know what they see happening at the sites.

Erin Mitchell, COO, YMX Logistics

Erin Mitchell is building a company from scratch in a time of supply chain uncertainty, leveraging technology and a unique leadership style to drive growth and keep her team motivated.

by Karen Kroll

10 Inbound Logistics • September 2025

LEADERSHIP

Many pieces go into enabling this. We place a big focus on the overall health and wellness of our employee population. We want to know that we’re providing the right benet plans, the right support, the right employee assistance programs, and the right tools. Within the leadership team, we’ve had a lot of conversations about these issues. We’re translating them into action plans that we’re executing as we head into 2026. We also have robust and ever-evolving training programs, safety monitoring systems, and high levels of supervisor and trainer engagement. IL: What new skills are you learning? In my previous life, I was on the operations side of a food manufacturer, where you’re always looking at cutting costs. You look at what you’re buying, who you’re buying it from, and ways to drive efciency. I was good at that and it would have been easy to continue that path, but I wanted more. At YMX, we’re building a logistics company. Everyone in the organization is driving the top line, interacting with customers and asking, ‘How do we attract new potential business?’ A big part of what we do today is designed to impact the top line as much as the bottom line. It has been an exciting change. IL: What’s a typical day like? There’s no typical day, but there are two activities that are some of the favorite parts of my job. One is visiting customer operations. I see a variety of industries and facility types, from those that are heavily automated to those that are incredibly manual. I see a huge variety in how things are made and different applications of technology, and I love every bit of it. I also love interacting with our drivers, especially when we do operations startups. I love that rush of energy and introducing new drivers to YMX, while also letting them know how excited we are that they’re part of this. Breaking the Rules “The pandemic was horrible for most of us,” says Erin Mitchell, COO of YMX Logistics. “But the transportation and logistics sectors also learned some important lessons. “We had to compromise on dierent ways of shipping or managing supplier relationships. We broke ‘rules’ and we were fine. The pandemic made us challenge those barriers in a good way. “We also learned to leverage technology better and faster. Again, it was rule breaking, but for the greater good; and we found out most of those rules really didn’t matter. “While the pandemic did have some positive outcomes, it wasn’t worth the cost of admission,” Mitchell adds.

When we combine that with data, it becomes easier to engage in continuous improvement discussions. Drivers often notice changes in yard volume or mix and will let us know how they can make a change to improve the ow of an operation. Rather than waiting for the customer to come to us with a problem—or worse, never hearing about the problem—we engage and let customers know how we can enhance operations. IL: How do you keep your team motivated? It’s easy to keep people motivated and challenged in a high- growth organization. We go out of our way to look for drivers who are motivated professionals and take pride in what they do. Then, we try to ensure we provide opportunities to keep them engaged and growing. We place quite a few drivers on training or deployment teams and give them the chance to be part of continuous improvement initiatives. We use their feedback as we develop our training, as well as our operating and technology systems. Our focus on customer satisfaction and employee engagement is different than some competitors. While we do face challenges getting candidates in some markets and do a lot of work in driver recruitment in those areas, our retention numbers are higher than the industry average. IL: How would you describe your leadership style? I’ve been blessed with some good managers and mentors. The most impactful ones followed the servant leadership model. I’ve tried to replicate the way I lead, and even the way I parent, from this model. I aim to be transparent and candid with employees, making sure that I communicate the vision and strategy of the organization. Then, I build capable and condent teams, give them the tools they need, and work together to remove any barriers that could prevent us from getting to our goals. It’s a simplied way of leading, but it’s effective in this high- growth environment. IL: What challenges keep you up at night? Safety, especially in the trucking industry, is always huge. We want everyone to get home every night in the same condition in which they went to work that morning.

September 2025 • Inbound Logistics 11

NOTED [ IN FOCUS ]

The Supply Chain in Brief

> GOOD WORKS

> INVESTMENTS

• B&H Worldwide successfully completed its latest CSR initiative in support of the Yiewsley & West Drayton Foodbank. During the two-week food drive, employees collected essential food and toiletry items to support families facing hardship during the summer holidays.

n Nevoya, a next-generation electric trucking carrier, raised $9.3 million in seed financing led by Lowercarbon Capital.

n Octup, a real-time AI operations platform for 3PLs, closed a $12 million seed round co-led by Shine Capital and JAL Ventures, with participation from Stone Capital, Tal Ventures, and HCS Capital. n ketteQ, which provides adaptive supply chain planning solutions, raised $20 million in Series B funding led by Vocap Partners.

> UP THE CHAIN

Hai Robotics named Adrian Stoch as CEO Americas. He joins Hai following senior leadership roles at Fortune 500 companies including Target and GXO Logistics.

> RECOGNITION

Uber Freight appointed Rebecca Tinucci as CEO. She succeeds founder and CEO Lior Ron, who will transition to chairman.

• Air Van earned the 2025 Florida Trucking Association Fleet Safety Award in the Truckload Under 10 Million Miles category. Award winners are chosen through a rigorous evaluation of the past two years of DOT recordable accidents, crash frequency, and overall number of Florida miles driven.

Levi Strauss & Co. appointed Chris Callieri as senior vice president and chief supply chain ofcer. He will be responsible for the global supply chain operations of the Levi’s brand, including product development, sourcing, sustainability, and distribution and logistics.

• Univar Solutions released the winners of its annual awards to recognize exceptional transportation solution provider performance. The 2025 award segment honorees include: LTL Carrier of the Year: R+L Carriers; Truckload Carrier of the Year: Echo Global Logistics; Bulk Carrier of the Year: MC Tank Transport; U.S. East Region Carrier of the Year: Southeastern Freight Lines; U.S. West Region Carrier of the Year: James J. Williams Bulk Service Transport. • Scotlynn was named one of Florida Trend’s 2025 Best Companies to Work For. The award is based on a comprehensive evaluation of workplace policies, practices, and demographics, combined with anonymous employee surveys measuring satisfaction and engagement.

Todd Nuelle was named the new chief commercial ofcer of Anacostia Rail Holdings. He joins Anacostia from Canadian National Railway, where he served as senior director of supply chain operations.

> GREEN SEEDS

n In 2022, Nissan Motor Manufacturing UK and Yusen Logistics formed a partnership to reduce CO2 emissions in logistics by transitioning from internal combustion engine vehicles to electric vehicles. Yusen Logistics

recently tested the solution by delivering production parts directly into Nissan’s Sunderland plant via eHGV. The project aims to electrify about 1.5 million miles of travel annually.

12 Inbound Logistics • September 2025

NOTED

> SEALED DEALS

> M&A

n DHL eCommerce ocially completed its minority stake acquisition in AJEX Logistics Services.

• Amer Sports selected Bastian Solutions to design and integrate a new state-of- the-art warehouse in Canada. The facility will streamline processes, boost order accuracy and improve work efciency to enhance the customer experience.

The move marks a milestone in DHL’s expansion into the rapidly growing Saudi Arabian parcel market and AJEX expansion across the Middle East. ZenaTech closed its seventh Drone as a Service acquisition: Morgan Surveying, a Greensboro, North Carolina-based land surveying firm. The acquisition also enhances the company’s ability to sell to both government and commercial customers. Xeneta AS acquired eeSea to add its global schedule, transit time and reliability data to the existing range of freight rate data. Yusen Logistics (Europe) will acquire the healthcare logistics business of the Walden Group. The business provides contract logistics, 4PL, first-mile transportation, and distribution services from 138 locations in 12 countries throughout Europe.

• CMA CGM joined DECATHLON as co-naming partner of the pro cycling team under a ve-year renewable agreement. The partnership unites two French, family-owned companies that share values of commitment, teamwork,

and using sports to inspire and connect people.

• Logistics Plus was named the Exclusive Logistics Provider of the Joe Moore Award, an honor bestowed annually to the most outstanding offensive line unit in college football. As part

of the partnership, Logistics Plus will support, transport, and deliver the massive 800-pound, seven-foot-tall Joe Moore Award trophy each year to its deserving team. • Swisslog partnered with Sumitomo Drive Technologies USA to deploy an advanced AutoStore solution integrated with autonomous forklifts, all managed by Swisslog’s SynQ software. The system will streamline warehouse and assembly processes at Sumitomo’s Chesapeake, Virginia, headquarters.

JAS signed a share purchase agreement to acquire Pentagon Freight Services . The acquisition will expand JAS’s global reach and strengthen its capabilities in specialized freight forwarding and project logistics across key industries.

DAT Freight & Analytics purchased the Convoy Platform from Flexport . The platform enables freight brokers to automate virtually every aspect of the freight transaction and connect with trusted trucking companies. > MILESTONES n Kenco celebrates its 75th anniversary. The 3PL currently employs more than 7,500 team members at 140 locations across North America. n Evans Transportation celebrates 40 years of logistics technology implementation. Founded in 1985 above a carpet shop in Hartland, Wisconsin, with just seven employees and a handful of customers, Evans has evolved into a 150-person organization with a nationwide footprint, a growing international presence, and 3,000+ customers served to date.

> SHOVEL READY

n Builders and local ocials broke ground on

a new PermaCold Logistics cold storage facility near Brunswick, Georgia. The 216,000-square-foot facility provides 30,000 pallet positions and features 20 truck parking spaces and 16 truck bays. n The Port Authority of New York and New Jersey broke ground on a project to demolish and replace a currently vacant building at JFK Airport with an expanded truck parking plaza that will accommodate the increased demand from the airport’s cargo operation.

September 2025 • Inbound Logistics 13

TAKEAWAYS Shaping the Future of the Global Supply Chain

RISKY BUSINESS Supply chain headlines are filled with geopolitical risk references these days, and for good reason—it’s one of the main factors companies consider when making global sourcing decisions. Rather than deglobalize to avoid the risk, companies are reorienting their supply chain and sourcing decisions to minimize risk and remain resilient. That’s the lens of Proxima’s latest Global Sourcing Risk Index , developed with Oxford Economics, which zeroes in on the regions retailers rely on most. The study finds that Mexico, Turkey, and Russia sit at the top of the sourcing risk list—but for very di erent reasons. Mexico: As nearshoring accelerates, Mexico’s central role in U.S. and EU supply chains brings eciency gains but also heightened exposure to cross-border security risks like cargo theft , with greater volumes putting pressure on already stretched protocols. Turkey: Long positioned as a gateway between East and West, Turkey now brings a tangle of price volatility, reputational challenges, and geopolitical friction —making it both a strategic hub and a high-maintenance risk. Russia: With its ongoing war in Ukraine and deepening sanctions, Russia represents a more clear-cut case of legal and operational barriers that complicate or outright block retail sourcing. The consequences of these risks are already showing up in the numbers, the Index finds. Retailers face higher logistics and insurance premiums, longer lead times due to Red Sea route diversions, and even working capital strain as they pull forward stock ahead of the critical holiday season to hedge against congestion. Categories from apparel and textiles to furniture, electronics, footwear, and even some foods are feeling the pressure. Still, the study notes that retailers aren’t standing still. They’re reshaping strategies to build resilience without sacrificing speed or margin. Common responses include: Multi-sourcing and regionalization: Spreading bets by balancing higher-risk hubs (Turkey, Mexico) with more stable alternatives in Eastern Europe and North Africa. Flexible transportation strategies: Mixing ocean and air freight, and dynamically shifting port selection to optimize for congestion, lead time, and capacity in real time. Digitalization and data: Leveraging predictive analytics for smarter inventory management and scenario planning, plus traceability tools to strengthen compliance.

WELCOME TO THE NEWGEN ERA

You may not be familiar with the term “new-gen supply chain,” but you’re likely already operating in one, according to Capgemini Research Institute. Its latest report defines a new-gen supply chain as one that is agile, sustainable, and powered by AI. The idea has gained traction as global supply chains face escalating turbulence from trade disputes to cyber threats and shifting customer expectations, Capgemini posits. What worked yesterday—linear chains built for eciency—won’t cut it tomorrow, finds the report, New- Generation Supply Chain: Connecting the Links to Reach Common Goals, which draws on responses from 1,000 senior executives across 13 countries and four key sectors. Key findings include: • New-gen supply chain is a top priority: 70% of executives rank it among the top three tech trends for 2025, while transformation progress has grown from 54% in 2022 to 72% in 2025. • AI and agentic systems are reshaping operations: 67% of executives believe agentic AI will boost productivity, and 58% say it will transform supply chain frameworks. • Sustainability drives eciency: 76% of organizations have a comprehensive supply chain sustainability strategy, and over three- quarters agree that sustainable practices reduce costs and deliver long-term business value. The report also o ers a roadmap for getting to new-gen, which includes these actions: • Embrace resilience as an ongoing strategic priority. • Stay ahead of threats with active risk management. • Strengthen governance and ensure human-centered agentic AI implementation. • Collaborate to build sustainable and competitive supply chains. • Enable robust data foundations through AI and implement cybersecurity protocol throughout the value chain. • Encourage cross-functional alignment and co-create solutions with suppliers.

14 Inbound Logistics • September 2025

TAKEAWAYS

SUPPLY CHAIN AT A CROSSROADS

U.S. logistics leaders are navigating a powerful convergence of forces reshaping the entire supply chain—from taris and onshoring to soaring cost pressures and rapid tech disruption. Indeed, U.S. supply chains are at a “strategic inflection point,” caught between volatile taris and a manufacturing sector that is forecast to see its growth rate double, according to software vendor FarEye’s new Eye on the Last Mile report. These factors aren’t just accelerating change, they’re ushering in what may be an entirely transformative decade, the report notes. Here’s what stands out most: Cost escalation dominates concerns: 50% of respondents cite cost pressure as their top worry. Delivery expenses are rising swiftly: an average 12% increase, with some routes seeing spikes of up to 70% tied to higher fuel, wage, and operational ineciencies. Third-party logistics providers are increasingly essential: Nearly 90% of companies plan to keep or expand their reliance on 3PL providers through 2030, citing the need for flexibility and scalable solutions. TAILORED LOGISTICS SOLUTIONS

Speed and precision are non-negotiable: 70% of supply chain leaders aim for 99%+ on-time, damage-free deliveries. Looking ahead, two-thirds of all shipments are projected to be same-day by 2027 ( see chart ).

The 2027 Shift: Two-Thirds of Deliveries in America to Arrive Within 24 Hours Today 2027 (Expected)

0 Same Day Next Day 2-3 Days 3-5 Days >5 Days Source: FarEye

asi_halfpgIL_0925_final_• 8/22/25 12:20 PM Page 1

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September 2025 • Inbound Logistics 15

TAKEAWAYS

PROCUREMENT GOES ALLIN ON AI

However, the report also highlights a maturity gap. While enthusiasm is high, only 59% of companies are using AI in specific initiatives rather than deploying it strategically across the procurement function. The barriers to broader adoption are as much cultural as technical: leaders cite a lack of proven examples (35%), resistance to change (29%), and unrealistic expectations (23%) as the biggest hurdles to more widespread use of AI. The survey also shows that procurement organizations today are at varying stages of AI maturity ( see chart ). The majority are still in the early phases, focusing on experimentation and pilot projects. How would you describe the current stage of AI implementation within your procurement organization?

As with nearly every other aspect of business, the procurement sector is currently undergoing the switch from talking about the promise of AI to actually acting on it. With benefits for streamlining supplier selection, improving spend analysis, and freeing up time for strategic work, AI is poised to deliver measurable value across cost savings, sustainability, and supplier management. That’s the key takeaway from a new survey of senior procurement leaders by ProcureAbility, which shows that 92% of organizations are satisfied with the AI solutions they’ve adopted, and 88% plan to increase their AI investments over the next year. Rather than broad, end-to-end transformations, most companies are starting with targeted applications where the business case is clear. The most common uses include supplier discovery and selection (77%) and spend analysis and categorization (76%), which give procurement teams quick wins and tangible returns. The benefits are already materializing, with respondents pointing to the following as the biggest advantages of their AI initiatives: Cost reduction (55%) Sustainability gains (54%) Better supplier selection and management (47%) Process eciency/time savings (44%)

5% - Innovative Stage: AI is fully integrated, and we’re finding innovative ways to use it 8% - Early Stage: We are experimenting with AI tools or running pilot programs 38% - Advanced Stage: Most or all of our processes that can use AI are using it 49% - Moderate Stage: Some of our processes use AI, but there is room for growth

2025 Syfan_Auto_2nd_Inbound_Logistics_15.75_5.5.pdf 1 8/11/25 9:57 AM

Source: ProcureAbility

“DEDICATED TEAMS ARE THE KEY TO SUCCESS.” 100 %

16 Inbound Logistics • September 2025

TAKEAWAYS

FLEET SAFETY TRENDS: FROM AWARENESS TO ACTION Across the transportation industry, fleet safety has become a central concern. Rising accident costs, an Here are some highlights from the survey: SAFETY INTENT VS. EXECUTION: 90% of fleet managers cite safety as a top priority, yet 33% don’t have a formal safety program. EXISTENTIAL RISK: 51% say their business couldn’t survive a serious driver-related lawsuit.

uptick in lawsuits, and increasing scrutiny on driver behavior mean that businesses can no longer treat safety as optional. Technologies such as dash

BARRIERS TO SAFETY INITIATIVES: 49% cite driver resistance, 51% worry about privacy, 43% about upfront costs, and 31% simply don’t know where to begin. Respondents also indicate that telematics use is growing—but still not fully leveraged. The most-cited tools include: GPS TRACKING 64% DASH CAMERAS 50% AI SAFETY ALERTS 49% COACHING TOOLS 44% In addition, only 60% use telematics data beyond accident prevention—missing chances to drive long-term behavior change.

cameras, GPS tracking, and AI-powered alerts make it easier than ever to monitor and improve safety—but adoption still often lags behind intent. That gap between commitment and execution is highlighted in a new Linxup survey of more than 250 fleet managers, conducted during Brake Safety Week in August 2025. The findings reveal a stark paradox: while nearly all managers say safety matters, many fleets still lack the structured programs and proactive strategies needed to reduce risk.

September 2025 • Inbound Logistics 17