YOUR 2026 PREDICTIONS BUILDING THE PERFECT TECH STACK
2026: RIDING A TIDAL WAVE OF CHANGE
LOGISTICS PLANNER: GET ON BOARD WITH THESE LOGISTICS LEADERS PLUS
BITE SIZED SUPPLY CHAIN/LOGISTICS INFORMATION Info SNACKS
Oregon claimed the #1 spot as America’s most popular moving destination for the first time ever, finds the 49th Annual PEOPLE ON THE MOVE
PORT SECURES 33-YEAR LEASE
United Van Lines 2025 National Movers Study. Florida and Texas, once unstoppable powerhouses, are now experiencing balanced migration patterns. Notably, six of the top 10 inbound states remain in the Southeast, including West Virginia, South Carolina, North Carolina, Arkansas, Alabama, and Delaware. For the eighth consecutive year, New Jersey leads the nation in outbound migration, but the state has become a “launch pad” for younger professionals and families while simultaneously losing retirees. The study also uncovered a fundamental shift in why Americans move, with family proximity now the primary driver, and people increasingly choosing smaller cities over major urban centers.
The Port Authority of New York and New Jersey announced a landmark 33-year lease extension at Maher Terminals, the port’s largest and busiest container terminal. The extension includes significant investments specifically aimed at strengthening the regional supply chain. This long-term agreement secures operations through 2063 and prepares the East Coast’s busiest port for continued cargo growth. The lease also provides the port with the stability and reliability to proactively respond to evolving supply chain demands.
IKEA BRINGS BACK ‘MADE IN THE USA’ IKEA plans to increase sourcing of U.S.-made products as part of a strategy to bring its supply chain closer to customers and
The U.S. Postal Service will open a bid solicitation in early 2026, oering shippers access to its more than 18,000 Destination Delivery Units with volume- driven pricing. This initiative broadens access to the USPS OPENS BIDDING FOR LAST MILE NETWORK ACCESS
make it more resilient and responsive, executives told Reuters. The retailer will expand purchases from existing U.S. suppliers, seek new domestic sources, and support suppliers such as SBA Home, which is opening its first U.S. factory in North Carolina, to reduce lead times across the Americas. The shift follows a decade-long decline in U.S.-made goods at IKEA after production moved overseas and a Virginia plant closed in 2019.
typically expensive last-mile delivery, allowing shippers to propose volume and pricing for individual locations and tailor their solutions. Successful bidders will receive same-day or next-day delivery service from USPS, which leverages its sucient package processing capacity. Accepted bids will be formalized as negotiated service agreement contracts for the Parcel Select product, with service expected to begin in the third quarter of 2026.
DHS TESTS UNMANNED VEHICLES
Spirits giant Bacardi is testing sensor-equipped Spot robot dogs from Boston Dynamics to detect leaks and check ethanol vapors in its distilled spirits ROBOT DOG SNIFFS OUT LEAKS
In August 2025, the Department of Homeland Security performed a four-day assessment to test three commercially available Unmanned Ground Vehicle systems to see how well they meet real operational needs. The testing, conducted by federal, state, and local responders alongside S&T’s NUSTL and Pacific Northwest National Laboratory, took place at the EPA Region 2 Laboratory in Edison, New Jersey. The assessment focused on three mission types: hazardous materials response, search and rescue, and emergency medical services. At the end of the assessment, NUSTL collected responder feedback on 20 evaluation criteria, and the final results will be published on S&T’s website.
warehouses. The trial, conducted with the National Manufacturing Institute Scotland at a Dewar maturation facility, uses a robotic sensing kit to ensure consistency, aiming to improve upon manual monitoring of “angel’s share” loss. While currently an early-stage proof of concept, the system shows potential as an autonomous inspection tool in manufacturing environments.
January 2026 • Inbound Logistics 1
CONTENTS JANUARY 2026 | VOL. 46 | NO. 1 About the cover: Original artwork by Alex Jackman; instagram.com/ajackman_art
AUTONOMOUS VEHICLES
WAREHOUSE ROBOTICS
86 ROADMAP TO 2030 Industry insiders chart the course for supply chains.
AUTOMATION
AGENTIC AI
FEATURES 94 3PL LONGEVITY: HOW THEY SURVIVE AND THRIVE THROUGH THE DECADES (OR CENTURIES) Here are the core strategies—from continuous disruption to customer focus—that have helped some leading third-party logistics providers grow and succeed for generations.
100 MATCHING DEMAND TO SUPPLY: THE STAKES ARE HIGHER THAN EVER Rising capital costs and soaring customer expectations mean inventory mismatches—from excess stock to empty shelves—are a direct threat to profit and reputation. Here’s how leading brands address the challenge.
106 BUILDING THE SUPPLY CHAIN TECH STACK Why supply chain leaders must stack their tools wisely—and how the right configuration can boost visibility, e ciency, and control.
2 Inbound Logistics • January 2026
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CONTENTS JANUARY 2026 | VOL. 46 | NO. 1 140 INSIDE HARLEY- DAVIDSON’S EVOLVING SUPPLY CHAIN
From hand-built engines and just-in-time inventory to electrification and global sourcing, Harley-Davidson’s supply chain is revving up for a future that balances heritage with transformation.
112 LAST-MILE SOLUTIONS: DELIVERING THE FUTURE New technologies are transforming last-mile delivery from a cost center into a strategic di erentiator. Drones, robots, intelligent routing, and other innovations are reshaping how goods move and how brands win loyalty. 120 WHAT’S DRIVING AUTO LOGISTICS? Four major challenges are reshaping how automakers and suppliers move parts and vehicles in a rapidly changing industry.
128 ECOMMERCE FULFILLMENT: 7 PITFALLS TO AVOID Seven costly mistakes can slow your shipping and sink customer trust. Here’s how to avoid those errors and build an agile, resilient ecommerce fulfillment operation. 146 AI BY THE NUMBERS We’re familiar with the hype; here’s how some industry leaders are quantifying the supply chain impact of artificial intelligence.
134 BETTING ON THE RIGHT TRANSPORTATION PROVIDER Stack the odds in your favor with these six best practices for selecting a winning transportation partner.
4 Inbound Logistics • January 2026
CONTENTS JANUARY 2026 | VOL. 46 | NO. 1
166 2026 READING GUIDE: THERE’S A BOOK FOR THAT! These top reads will help you address many key concerns likely to hit your supply chain in 2026. 184 MOST READ ARTICLES OF 2025 As supply chains navigated volatility, risk, and transformation, these stories stood out to our readers—oering practical insight into the systems, partners, and strategies shaping logistics in 2025. 186 PODCAST ROUNDUP: PRESS PLAY ON PROGRESS These popular Inbound Logistics podcasts set the supply chain agenda in 2025. 207 PLANNER SUPPLEMENT: LEADERS IN LOGISTICS
INPRACTICE 24 READER PROFILE
Ashton Roberts, manager of supply chain and analytics at Bragg Live Food Products, aligns forecasts, promotions, and people while spearheading the company’s successful journey to B Corp certification. 26 LEADERSHIP As EVP, chief digital & transformation o cer for Radial, Shauna Bowen embraces three pillars of leadership—servant leadership, transparency, and a growth mindset—to power the company’s digital transformation and help clients achieve their goals. 173 RETAIL TALES As Lush scales its global, sustainability- driven business, the cosmetics brand replaces spreadsheets with advanced supply chain planning to boost forecast accuracy and keep its fast-growing network of stores and digital channels in perfect balance.
152 THE CHOREOGRAPHY OF COMPLEX CARGO From tearing down an aircraft to choreographing the move of fire- fighting helicopters to aected areas, top logistics providers execute every step of these high-stakes shipments carefully and precisely. 158 ROBOTICS TURBOCHARGE INVENTORY With AI-optimized intelligence and storage-capacity boosting configurations, these robotics systems are logging supply chain e ciency gains and inventory management improvements.
173
177 IT TOOLKIT By inheriting—and scaling—a yard management system after its acquisition of S&D Coee & Tea, Westrock Coee transformed trailer visibility, driver safety, and yard e ciency as volumes surged. 181 CASEBOOK By partnering with Jitsu, a last-mile delivery service, food brand Crowd Cow redefines how its premium meat and seafood reach the customer’s table.
INFOCUS 1 INFO SNACKS 28 NOTED 32 TAKEAWAYS 192 IN BRIEF
6 Inbound Logistics • January 2026
CONTENTS INSIGHT 10 CHECKING IN JANUARY 2026 | VOL. 46 | NO. 1 39 CONTENT PARTNER PERSPECTIVES 4O Synchronizing the Supply Chain: Building Shared Consciousness Offered by KDL Logistics 66
54 Making Automation Less Scary: Addressing Obstacles and Setting Goals Offered by Engineering Innovation 56 Navigating GRI and Surcharge Changes Offered by Reveel 57 How Jocko Fuel Manages DTC And Retail Fulfillment at Scale Offered by Saddle Creek Logistics Services 58 A Closer Look: Insights on Parcel Costs In Medical Manufacturer Supply Chains Offered by CTSI-Global 60 When Minutes Mattered: An After-Hours Save That Averted A Critical Line-Down Overnight Offered by ProTrans 62 Building a Reputable Brand as a 3PL within the Life Science and Pharmaceuticals Industry Offered by MD Logistics 64 Holman Logistics Uses Artificial Intelligence to Transform Operations Offered by Holman Logistics
Riding the 2026 wave 12 GOOD QUESTION What’s your supply chain acronym for 2026?
41 Scaling Without Losing Control: How a Modern WMS Supports Sustainable Growth Offered by Mantis 42 Building a Continuous Vendor Feedback Loop with TransportGistics Offered by TransportGistics 44 How Digital Transformation Elevates Inbound Logistics Management Offered by PLS Logistics 45 The Differences Between Long-Term 3PL Partnerships and Short-Term Contracts Offered by Phoenix Logistics 46 The Data Advantage That Will Define Tomorrow’s Warehouse Performance Offered by Easy Metrics 47 What You Should Look for in a Freight Audit & Payment Partner Offered by nVision Global 48 Why a Profitable 3PL Will Matter More Than Ever in 2026 Offered by Kase 49 Artificial Intelligence and Transportation: Making Sense of AI’s Real Impact Offered by PCS Software 50 3 Ways Outdated WMS Systems Are Killing Your 3PL Business Offered by Made4net 52 Why Transportation Strategy Can’t Be Static in a Volatile Market Offered by RedStone Logistics
16 DIALOG 18 10 TIPS Improving yard visibility 20 WHAT’S THE WORD? 66 JOE O’REILLY: THE TRANSFORMER Are humans in “the loop” of your future-fit strategy? 68 ARTIFICIAL INTELLIGENCE Enabling smarter government logistics 70 LEAN SUPPLY CHAIN Follow this roadmap to a lean, sustainable supply chain 72 IT MATTERS How data can fix demand matching 74 RETAIL RETHINK Real-time sales data: the missing link 76 GREEN LANDSCAPE Renewable energy fuels the future 78 RISKS & REWARDS Inside job: embedding risk protection where freight decisions happen 80 VISIBILITY Seeing around the next bend 82 VIEWPOINT Powering progress with electrification 84 3PL LINE 7 principles that make strategic relationships work
41
INFO 190 SUPPLY CHAIN INSIGHTS 196 CALENDAR 198 RESOURCE CENTER
Inbound Logistics (ISSN 0888-8493, USPS 703990) is mailed monthly to approximately 60,000 business professionals who buy, specify, or recommend logistics technology, transportation, and related services, by Thomas, a Xometry company, 6116 Executive Blvd, Suite 800, North Bethesda, MD 20852. Periodicals postage paid at North Bethesda, MD, and additional mailing offices. All rights reserved. The publisher accepts no responsibility for the validity of claims of any products or services described. No part of this publication may be reproduced or transmitted in any form or by any electronic means, or stored in any information retrieval system, without permission from the publisher. Postmaster send address changes to: Inbound Logistics, P.O. Box 1167, Lowell, MA 01853-9900
8 Inbound Logistics • January 2026
Maximizing customer value through continuous improvement and innovation, CJ Logistics provides customers visibility to supply chain data to help them improve, optimize and make informed decisions. Data is transformed into intelligence.
CHECKINGIN
Vol. 46, No. 1
January 2026
THE MAGAZINE FOR DEMAND-DRIVEN ENTERPRISES www.inboundlogistics.com
Riding the 2026 Wave
STAFF
Keith G. Biondo publisher@inboundlogistics.com Felecia J. Stratton editor@inboundlogistics.com Katrina C. Arabe karabe@inboundlogistics.com
PUBLISHER
W hile doom-scrolling through Facebook late one night, I saw a painting by a friend that captured something I hadn’t quite been able to put into words—so much so that I reached out and asked if we could use it for our January cover. It perfectly re ects a good way to look at the year ahead. As the painting suggests, we’re done with treading water. Instead we are riding the economic tide to prosperity.
EDITOR
SENIOR EDITOR
DIRECTOR OF STRATEGIC CONTENT
Amy Roach amy.roach@thomasnet.com
June Allan Corrigan Tom Gresham Karen M. Kroll David Levine
CONTRIBUTING EDITORS
Felecia Stratton, Editor
If resilience, reaction, and recovery de ned the past few years, 2026 is shaping up to be a year of growth. For those managing critical global supply chains—and for the solution providers and logistics partners who keep them moving—this year will bring more than challenges. It opens the ood gates of opportunity. That’s not to say the headwinds have disappeared. They haven’t. But supply chain professionals have always been world-class problem solvers. That skill, honed over decades of managing complexity, is the foundation for success this year. Disruptions—whether geopolitical, economic, or environmental—can no longer be viewed as paralyzing setbacks. They are variables to be managed, anticipated, and ultimately leveraged to succeed. Two enduring strengths—discipline and adaptability—are proven. But how do supply chain leaders use those skills to pursue growth? The answer lies in better communication—persuading supply chain partners to pursue shared bene ts across the entire network, rather than focusing on short- term tactical gains at one another’s expense. For the past 40 years, Inbound Logistics has championed a demand- driven enterprise roadmap that puts those principles into practice. Today, that means moving beyond a pressure-driven mindset focused on squeezing transactional wins from vendors, carriers, and logistics partners—especially dif cult when the pressure runs both ways. Communication is needed for every player in the supply ecosystem to evolve from transactional exchanges to deeper, real-time collaboration. Easy to say. Hard to do. But by qualifying and onboarding like-minded supply partners, companies can reduce single points of failure and build more responsive and resilient supplier relationships. For several years now, the supply chain narrative has been a somber one. We’ve been “Checking In” on port congestion, labor strikes, and the brittleness of global networks. We’ve spent so much time building digital lifeboats that we almost forgot what it feels like to spot a swell of opportunity, paddle hard and ride the wave.
Jeof Vita jvita@inboundlogistics.com
CREATIVE DIRECTOR
Analia del Giorgio Arlene So
DESIGNERS
DIGITAL DESIGN MANAGER PUBLICATION MANAGER CIRCULATION DIRECTOR
Amy Palmisano apalmisano@inboundlogistics.com
Sonia Casiano sonia@inboundlogistics.com
Carolyn Smolin
SALES STAFF PUBLISHER: Keith Biondo
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Inbound Logistics supports sustainable best practices. Our mission is rooted in helping companies match demand to supply, eliminating waste from the supply chain. This magazine is printed on paper sourced from fast growth renewable timber.
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10 Inbound Logistics • January 2026
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GOODQUESTION Readers Weigh In What’s Your Supply Chain Acronym for 2026?
PANIC. Policy changes. AI opportunities. Network disruptions. Inventory issues. Constrained networks and operations. –Stephen Dombroski Director, Consumer Markets, QAD BRO! Be Relentless Opportunists. With 2026 shaping up to be another demanding year for the industry, the companies that stand out will be those that remain relentlessly customer-focused, anticipating needs, strengthening partnerships, and keeping freight moving. –Mark Lewis Sr. Director, Brokerage Operations, TA Services FRESH. Forecasting, Replenishment, Efficiency, Sustainability, and Halting (waste). FRESH emphasizes accurate forecasting and replenishment, operational efficiency, sustainable practices, and creating value.
SIPOC will remain the king acronym in supply chain. It serves as an organizing framework to design material flows and to explain basic supply chain concepts to the uninitiated. While it papers over a lot of detail, process, and difficulty of course, it remains a powerful concept for its simplicity, accuracy, and functionality. –Joe Adamski Senior Director, ProcureAbility
FOCUS. Forecast, Orchestrate, Collaborate, Unify, Simplify. Complexity is everywhere. Clarity wins. We forecast with precision, orchestrate partners around shared data, collaborate across silos, unify systems that once operated alone, and simplify wherever possible. –Matt Huckeba LABEL. Lean, Automated, Barcode-Enabled Logistics. This year is about cutting downtime, boosting accuracy, and strengthening workflows with smarter labeling, mobile data capture, and print automation. –Ken Feinstein VP, MIDCOM Data Technologies DiSCO. Digital Supply Chain Officer. Not as a title, but as a way of running operations. It captures the shift from supply chains that just show information to systems that can actually make decisions and act. –Nishith Rastogi Founder and CEO, Locus Chief Strategy Officer, Evans Transportation
and orders in real time. Evolve through data-driven automation. Unify processes across partners. Perform with speed, resilience, and operational excellence. –Luca Cortinovis Associate Partner, Logistics Reply US STEER. Secured capacity through strong carrier partnerships; Tech‑enabled visibility from unified data; Efficiency across operations; Elevated decision‑making with AI and analytics; and Resilience via multimodal options. These are all practical levers that shippers and their partners can use to create breathing room as markets tighten. –Bill Heaney Chief Commercial Officer, Odyssey Logistics REACH. Stay Resourceful, Efficient, Agile, Collaborative, and Honorable as we strengthen our digital capabilities and global teamwork. –Catherine Chien Chairwoman, Dimerco Express Group
–Amanda Oren VP, Industry Strategy, Grocery, North America, RELEX
SAFE. Secure, Automated, Fast, Efficient. We’re making big improvements to our security measures with our new automated fraud detection program. We’re also implementing more AI and automation in our logistics for more streamlined supply chain operations. –Mike Trudeau EVP, Business Development, Montway Auto Transport MOVE UP captures our supply chain focus: Modernize with cloud- native, AI-enabled microservices. Orchestrate warehouse processes end-to-end. Visualize inventory
12 Inbound Logistics • January 2026
GOODQUESTION
FAST. Flexible. Actionable. Scalable. Tailored. Custom-built What’s Your Supply Chain Acronym for 2026?
Capitalizing on Artificial Intelligence
supply chain tech tools should adapt to complexity, give operators clarity, and scale with our clients’ needs, not someone else’s template. –George Maksimenko Chief Executive Ocer, Adexin FLOW will define delivery excellence—Fast, Lean, Optimized Workflows. When couriers, dispatchers, and customers move through one unified platform, every hando becomes smoother and every route more ecient. –Arthur Axelrad Co-Founder & CEO, Dispatch Science APEX. Agile/Adaptive Planning and Execution. This is an integrated business planning model that helps planning teams leverage agentic AI to better connect data from across an organization’s value chain, detect risks and opportunities, notify cross- functional teams, and provide actionable, data-driven insights. –Igor Rikalo President & COO, o9 Solutions, Inc. REACT. Resilience (redundancy), ESG (sustainability), Autonomy (AI decisions), Connectivity (visibility), Talent (upskilling). This strategy demands balancing higher risk- mitigation costs with the speed and agility enabled by autonomous tech. –Brad Barry Director, Supply Chain Strategy, St. Onge Company TRACE. Tari-Ready Automated Compliance Engine. We are in a time defined by shifting import rules and rising compliance risk. TRACE is our focus, staying ahead of regulatory change, automating documentation, and ensuring every shipment is transparent, accurate, and audit-ready. –Shannon Hynds CEO, Quickcode.ai PROVE IT. Practical Roadmaps, Operational Value, Enablement, Integration, Transparency. Shippers should demand more than vision from logistics tech vendors. PROVE IT reflects what matters most: clear
Let’s get ALIGN’d in 2026! This is the year for global supply chains to focus on moving toward an AI-Led Integrated Global Network for supply chain orchestration. –Doug DeLuca Product Marketing Manager, SAP Business Network SCAIL. Supply Chain AI Leverage. 2026 is the year SMBs fully leverage practical, predictive AI. From forecasting to supplier planning, AI will help teams make faster, more confident decisions with clearer financial impact.
–Ara Ohanian CEO, Netstock
VAPOR. Verified AI Produces Operational Results. AI evolves daily, and new capabilities promise faster implementations, true analytics, and real-time visibility. But not all innovation is production-ready. VAPOR is our 2026 focus: deploying only verified AI that produces genuine operational results today, not theoretical benefits tomorrow. –Brian Carlson Founding Partner, Cornerstone Edge
LAYER. Layered visibility, Analytics, Yield protection, Escalation, and Resilience: five capabilities that work together to secure freight in an era where cargo thieves operate with enterprise-level precision. –Jose Suarez LATAM Sales Director, Tive DRIVE. Data Releases Immense Value Electronically. Dubai’s driverless trucks are giving us a glimpse of what’s next: AI agents that don’t just drive, but handle routing, customs paperwork, and predictive scheduling—if the data is trustworthy. –Jon Knisley AI Process Leader, ABBYY
roadmaps, measurable outcomes, real adoption, seamless integration, and transparency that holds vendors accountable. –Rachelle Yeingst Director, Strategy, JBF Consulting ROSI. Return On Sensor Investment. We see a lot of over-designed solutions in the market. What really matters is: “Did the medicine exceed its temperature over time threshold?” Nothing else matters. –Tony Fonk President & CEO, SpotSee WeSDIR. We Still Do It Right. Wise and long-sighted freight buyers appreciate us most. –Danny Schnautz President, Clark Freight Lines CLEAR. Connected Logistics, Ecient, Adaptable, Resilient. 2026 demands connected systems, not disjointed workarounds. CLEAR represents our focus on technology that improves visibility, supports fast pivots, and stands strong when the curveballs hit. –Ed Rusch Chief Marketing Ocer, MAGAYA
Answer upcoming Good Questions at: www.inboundlogistics.com/ good-question
14 Inbound Logistics • January 2026
DIALOG @ILMagazine [ INSIGHT ]
Want to join the conversation? FOLLOW US: linkedin.com/company/inbound-logistics facebook.com/InboundLogistics twitter.com/ILMagazine youtube.com/user/InboundLogistics inboundlogistics.com/podcast DROP US A LINE: editorial@inboundlogistics.com
Re: “Trucking Needs Government Actions Now” Checking In , October 2025
The breakthrough for 2026 isn’t “general AI,” it’s domain-speci c agents that can handle the “partner data chaos” mentioned by Deepak Singh. When you apply agentic logic to a speci c, high- friction environment like the yard, you solve the “physical movement” barrier that Joe Adamski noted. Ef ciency in 2026 isn’t a set-and-forget solution; it’s about orchestrated, human-in-the- loop intelligence.
Yes, we do need attention from state and federal agencies to help in this regard. I lead a logistics team of about 10 truck drivers, 10 light vehicle drivers, and 10 equipment operators. We are all employees of a construction and procurement company with operational sites at different locations and cities. I face challenges with my drivers not being able to
communicate effectively. Most of these drivers are not educated and struggle to write. I also face challenges getting my supervisors to follow through with instructions and demonstrate a clear sense of responsibility. Another challenge is getting commitment, honesty, and sincerity from these personnel and sometimes that is attributed to poor wages from management. However, that’s not a justi cation to neglect what they signed up for. —Roland O.
Re: Small-Biz Logistics: Scaling to Meet Demand
@Victor Leitao: Great insights by Inbound Logistics on SME/ SMB’s supply chain scalability
HOT TOPIC
the country. The Surface Transportation Board must ensure the proposed merger will result in enhanced competition as it is required to do when considering mergers.” —Mike Ireland President and CEO, American Cement Association “NITL opposes further consolidation in the freight rail industry based on past merger experiences resulting in higher rates and degraded service. A combined UP-NS railroad would become the largest railroad in the United States with an estimated market share of 40% of all rail traf c. This warrants an extremely thorough review by the STB to ensure that this proposed merger would broadly serve the public interest if it is approved.” —Nancy O’Liddy Executive Director, National Industrial Transportation League SOCIAL CHATTER Re: AI in Supply Chain Management: 2026 Outlook @Terminal Industries: Insightful to see the realistic perspective from leaders like Danny Schnautz and Matthew Derganc. They’re right—AI is only as good as the data and the learning curve.
We received a lot of commentary about the proposed $85-billion Union Paci c/Norfolk Southern merger. Here are a few viewpoints:
through cloud-based shipping systems and to AI-powered inventory management, powered by outsourced partners. @Jeff Morin: Great article about using warehouse automation. With rising costs and unpredictable demand, maximizing existing space makes a lot of sense before jumping into new builds. Upgrading with automation not only boosts ef ciency but also keeps operations exible as market conditions shift. It’s a smart way to get more out of what you already have without the massive investment of a new facility. @Progcat Technology, Ltd: Scaling a small business supply chain is all about nding the right tech before you actually need it.
“Union Paci c and Norfolk Southern are trying to fast-track an unnecessary, unwanted, and potentially crippling merger that would create a coast-to-coast rail monopoly—one that puts imports ahead of American-made goods. At a time when the top concern for Americans is the cost of living and in ation, policymakers must stand with consumers and reject any deal that fails to promote competition over monopolies and drives prices even higher.” —Chris Jahn President & CEO, American Chemistry Council “Cement manufacturers, who provide the essential materials that constitute America’s roads, bridges, water infrastructure, and so much more, rely heavily on an ef cient rail service to get their products to construction sites across
Re: What trends truly moved the needle this year?
@Amit Shah: Strong point on AI moving from pilots into core supply- chain operations. Role-based agents and predictive analytics changed how teams planned and responded, especially in anticipating congestion and delays.
16 Inbound Logistics • January 2026
New visibility. New locations. New technology. New 3PL partnerships.
Do you need more out of your 3PL provider? Evans Distribution Systems evolves as our customers evolve. If your supply chain strategies are expanding next year, we’d be happy to share how these new improvements will help you achieve your goals. It’s easier with Evans.
Warehousing Transportation Fulfillment Value-Added Stang 1-800-OK-EVANS SALES@EVANSDIST.COM WWW.EVANSDIST.COM
10 TIPS
Transportation and warehouse activities may be well tracked, but once a trailer enters the yard, visibility breaks down. Improving visibility is not a data problem but an operating model problem, requiring a system governing how work is planned, executed, measured, and improved—making visibility actionable rather than merely descriptive. Improving Yard Visibility
1 TREAT THE YARD AS PART OF THE END-TO-END SUPPLY CHAIN Visibility should not stop at arrival. Without insight into trailer status, dwell, and priority, planning assumptions unravel. When yard data feeds execution decisions, teams can reprioritize work in real time and prevent bottlenecks before they cascade into service failures.
6 STRENGTHEN TEMP- CONTROLLED VISIBILITY Cold chain yards require tighter control. Visibility must include temperature set points, fuel levels, and alarms. Early insight into reefer health prevents last- minute recovery actions that disrupt flow and put product at risk. 7 ALIGN LABOR WITH EQUIPMENT Equipment alone does not create capacity. Without visibility into staffing levels, shift transitions, and breaks, dwell increases even when tractors are available. Aligning labor and asset visibility improves productivity and smooths transitions. 8 PRACTICE PREDICTABLE COMMUNICATION Minor issues escalate quickly when communication is inconsistent. Clear status updates, exception alerts, and escalation paths surface problems earlier. For
example, notifying carriers of dock delays allows them to adjust arrival timing and avoid unnecessary waiting, resulting in shorter carrier turn times and stronger carrier relationships. 9 USE EXCEPTIONS TO DRIVE IMPROVEMENT Late arrivals, damaged trailers, missing documentation, and inventory discrepancies are signals of visibility. When tracked consistently, they reveal upstream process gaps. A governed yard operating system uses these exceptions to drive root-cause analysis rather than one-off fixes, creating fewer recurring disruptions and more predictable daily performance.
2 STANDARDIZE YARD PROCESSES Multi-site networks often run each yard differently, creating fragmented data and unpredictable outcomes. Standardizing check-in, move requests, dispatch rules, and communication workflows reduces variability and delivers more consistent service across sites. 3 MAINTAIN REAL-TIME TRAILER INVENTORY Inaccurate trailer inventories drive wasted moves and dock congestion. A continuously updated inventory enables smarter sequencing, so priority loads move directly to the dock, improving dock turns and reducing rehandles. 4 CONNECT UPDATES TO YARD EXECUTION Carrier ETAs, appointment changes, and detention risk often arrive too late to influence yard decisions. Integrating transportation
signals into yard execution allows teams to resequence work, stage trailers appropriately, and reduce congestion and detention exposure. 5 USE DWELL TIME AS A PROACTIVE SIGNAL Dwell is often reviewed after problems occur. When analyzed by dock, carrier, product type, and shift, it becomes a leading indicator of friction—highlighting dock imbalances, staging constraints, or labor mismatches before performance degrades.
10 TIE VISIBILITY DIRECTLY TO SERVICE OUTCOMES
Visibility only matters if it improves execution. Focus on the signals that influence OTIF drivers, dock utilization, safety performance, and production uptime. Avoid overwhelming teams with data that does not change decisions or behavior, resulting in better service reliability without added operational complexity.
SOURCE: RAFAEL GRANATO, VP OF MARKETING, YMX LOGISTICS
18 Inbound Logistics • January 2026
As the largest manufacturing and supply chain event in 2026, MODEX showcases supply chains from every angle, featuring over 1,000 exhibits, 200 educational sessions and four keynotes. MODEX’s unique combination of hands-on product and technology demonstrations, education and face- to-face connections makes it the can’t- miss experience for supply chain professionals in 2026. A MULTIFACETED SUPPLY CHAIN EXPERIENCE
DON’T MISS MODEX! Learn more and register for free admission at MODEXSHOW.com.
WHAT’S THE WORD
The Language of Logistics
SUPPLY CHAIN DISRUPTION: A. CHRONIC B. CATASTROPHIC
QUICK REFRESHER
The upstream supply chain can be thought of as “supply” while the downstream supply chain is the “demand.” UPSTREAM VS. DOWNSTREAM
Recognizing there are two distinct faces of disruption—chronic and catastrophic—must be part of any attempt to strengthen resilience, according to DP World’s global report.
DOWNSTREAM OPERATIONS The downstream supply chain starts once the product is manufactured. It covers everything involved in getting the product to the end customer: • Warehousing and order ful llment • Distribution and logistics • Last-mile delivery • Customer service and returns Downstream operations focus DIVE DEEPER HERE:
UPSTREAM OPERATIONS The upstream supply chain refers to all activities that happen before manufacturing—primarily the ow of materials into the company—including: • Supplier management, relationships, and selection • Sourcing and procurement • Inbound logistics • Inventory of raw materials Upstream supply chain management focuses on building strong supplier partnerships, ensuring materials meet quality standards, and reducing lead times and costs.
“If this difference is ignored, the risk is that rms over-insure against rare shocks and underinvest in
the operational discipline that keeps shelves stocked and factories running the rest of the time. High-volume sectors such as perishables and retail need tighter day-to-day coordination and exibility to smooth these bumps, while automotive customers need very low tolerance of failure at key nodes.” –Beat Simon, Global Chief Commercial O cer and Chief Operating O cer-Logistics, DP World
on customer satisfaction,
shortening delivery times, and reducing return rates.
vs.
CSR
ESG
2026 TERM TO WATCH
CSR stands for Corporate Social Responsibility. CSR is a management concept and business approach that helps companies integrate social, environmental, and economic concerns into their values, corporate culture, and decision-making processes. ESG stands for Environmental, Social, and Governance. This set of criteria is measurable and used by investors to evaluate potential profitable and ethical business investments. What’s the Dierence? Although CSR and ESG share objectives, the two are not interchangeable. The biggest di erence resides in how corporate accountability is tracked and measured. In terms of CSR, companies voluntarily self-assess how successful they are at integrating social and ecological accountability programs into their operations. In contrast, ESG focuses on how these e orts can be gauged and quantified. By using metrics to rank and evaluate a business’s performance, companies can tangibly express to customers, investors, and stakeholders how they manage their supply chain, human rights record, carbon imprint, corporate governance, and more.
Data Fabric
A data fabric architecture is a modern approach to data architecture that enables organizations to manage and utilize data across diverse systems, locations, and partners. Rather than centralizing data into a single platform, data fabrics establish a unified data layer that connects information wherever it resides—cloud or on-premise supply chain applications.
SOURCE: GARTNER
SOURCE: THOMASNET
20 Inbound Logistics • January 2026
GAIN MOMENTUM GAIN GROUND
Markets shift. Disruptions happen. But progress doesn’t have to stop. Penske helps build supply chains that stay strong under pressure. With agile solutions, expert teams and advanced technology, we help you respond fast and keep moving forward in any environment.
gopenske.com/gain-ground
WHAT’S THE WORD AI PARADOX Inside supply chain organizations, AI is already automating sourcing, supplier risk, and forecasting at enterprise scale, but adoption is lagging because roles, incentives, and decision authority haven’t been redesigned to work with the technology, says ORO Labs’ Lance Younger. He calls this the AI paradox.
The Language of Logistics
Retail Reality: PHYGITAL DEFINITION: The blending of physical and digital shopping experiences. Almost half of U.S. shoppers (45%) use phones while in-store, finds a recent Vestcom study. Many use their mobile phones to look up product information while
in-store, with these digital behaviors expected to deepen. This highlights an opportunity for brands to make physical and digital experiences enhance each other. For example, they can use deep-linked QR codes on tags, signs, or packaging to extend in-store engagement beyond the shelf and create a more connected path to purchase. –Sébastien Breateu, Founder and CEO, QIMA PAY ATTENTION TO BONDED WAREHOUSES “Bonded warehouses aren’t new, but their relevance surged in 2025. By storing goods in a customs- controlled environment, companies could defer duties until the moment products were released into U.S. commerce. That delay created two major advantages: improved cash flow and the possibility of paying less if tariff rates dropped before release. With last year defined by
In short, the technology is enterprise- ready, but supply chain organizations are not. According to Younger, companies can follow the example of leading organizations and: • Redesign procurement and supply chain roles to be AI-first, not AI-assisted • Automate tactical work while rebuilding trust in AI-driven decisions • Use AI agents to absorb labor pressure without burning out teams • Close the skills and confidence gap before it becomes operational risk
rapid policy shifts, that flexibility matters. But bonded programs only work when compliance is airtight. Customs requires precision—item- level tracking, clear audit
SHADOW AI “Shadow AI—when individuals use commonly available tools like ChatGPT, Grok, or Perplexity without oversight at work—potentially raises serious data privacy and compliance concerns. The corporate benefits of GenAI’s potential is unlocked when leaders drive secure, strategic adoption with risk management as a priority.” —Ulf Persson, CEO, ABBYY More than one-third (36%) of transport and logistics leaders admit that a driving factor for introducing GenAI was that employees were already using it on a Bring-Your-Own-Software basis for personal productivity, which impacts security concerns over shadow AI, found an ABBYY survey conducted by Opinium.
trails, and strict control over when and how goods move. Warehouse management systems (WMS) allow operations to maintain real-time visibility, enforce workflow controls, and prevent premature release of goods. This strategy allows importers to hold inventory strategically, time duty exposure, and stay compliant even as enforcement tightens.” —Amy Dean, VP of Operations, SC Codeworks
22 Inbound Logistics • January 2026
PUT ELM AT THE HELM Established in 1980, ELM Global Logistics is your Northeast third-party logistics partner, with distribution facilities totaling more than 1 million square feet.
We oer dedicated or shared operations, along with a range of services including:
Long term or short term, we oer flexibility to support your logistics needs so you can focus on growing your business. Family Owned & Operated For 35 Years oer flexibility E-Commerce • Pick & Pack • Repackaging & Assembly Consolidation • Reverse Logistics • Cross-docking Rail-Served Facility • Climate-Controlled • Transportation
ELM GLOBAL LOGISTICS • 1.866.577.0189 • Info@ELMLogistics.com • www.elmlogistics.com
READERPROFILE Humble Bragg: Ashton Roberts Bridges Sales, Supply Chain, and B Corp as told to Karen Kroll
ASHTON ROBERTS is manager of supply chain and analytics at Bragg Live Food Products, a provider of apple cider vinegar, nutritional yeast, and other products. RESPONSIBILITIES: Implementing data-driven forecasting models, enhancing supplier partnerships, leveraging technology to increase agility and reduce waste, and modernizing the company’s supply chains without compromising quality or values. EXPERIENCE: Manager of supply chain and analytics, senior supply chain analyst, supply chain analyst, all with Bragg; research analyst life cycle, carbon, and zero energy, New Buildings Institute; food ecosystem feasibility analyst, RAIN Eugene; customer success operations specialist, Procore Technologies. EDUCATION: M.B.A., Sustainability Studies, University of Oregon; B.A., Psychology and Communication, UC Santa Barbara.
I sit in a sweet spot between sales operations and supply chain at Bragg, where I see that everything between the two are flowing smoothly. A lot of my role is making sure we have good forecast tracking data, and that the operations team is prepared for any sales promotions. When I came into this role about three years ago, I was excited for Bragg to earn B Corp certification (a designation that a business meets high verified performance, accountability, and transparency standards). Our board of directors and C-suite told me, “Go for it. Lead the charge.” I’m on the younger end of the Bragg organization, and it can be difficult to be seen as a leader. But everybody has something to offer. I trust that the folks I work with are competent and capable,
and can think critically. I give my reports problems and let them surprise me with the solutions. B Corp certification took about one year, with a full company assessment that goes into detail about everything from employees to supply chain to marketing practices.
correctly, had the right approvals, and that everyone knew what was going on and was ready to move forward. While there was no skepticism or pushback, the one gap I had to overcome was lack of knowledge. The assessment takes a lot of work and bandwidth, and I needed to make sure everyone understood that before we jumped into it. I brought the knowledge I’d gained—I have an MBA with a specialization in sustainable practices— to the table to help make sure people were fully on board. After driving the process, it was awesome to see it come full circle. Before graduate school, I worked with a software company, but realized that life wasn’t for me because the product isn’t as tangible as I wanted it to be. That brought me back to school
LEADING THE TEAM I have a good handle on most of
the supply chain and environmental information, because supply chains generate most companies’ environmental impacts. However, I don’t presume to
know every function at Bragg. I pulled in coworkers to help
complete the governance and social sides of the assessment. It became a project management role, making sure we were going through the process
24 Inbound Logistics • January 2026
READERPROFILE
and a specialization in sustainable business practices. During my internship with Rain Eugene, a food ecosystems innovation lab, I learned about local food systems and what it means to have a healthy supply chain and food ecosystem. That was key in helping me think about what I wanted to do with my career. When the job at Bragg opened, it was a natural fit. The biggest misconception about supply chain and sustainability is that they’re always at odds. We’ve made changes within our supply chain, like using more rail, that save costs and emissions. An efficient supply chain typically means fewer emissions, fewer trucks on the road, and shorter production times. Operations and supply chain are the meat of most businesses. Real change for the planet has to come from improving fundamental supply chain operations.
Ashton Roberts Answers the Big Questions 1 What advice on supply chain or leadership has helped you? I tend to move fast and want to just go. One boss told me I needed to bring people along. That has been important
to figure out what you’d like to do. And if you go into something you don’t like, you can always pivot. Just keep moving and know that it will be okay. 4 How do you define business success? A successful business can gracefully balance trying to make a profit with doing better for the planet and having a happy employee base. 5 What are the first three things you check each morning? Email, Teams, and my calendar. I also keep a pulse on how we’re doing sales-wise, so I understand what’s coming down the line for my team and know whether we will have to change production or supply.
when pushing through some of the sustainability work. I try to make sure that I bring folks along with me for the journey, so we move ahead together. 2 What superpower would you choose to have? I’d be like Dash from The Incredibles and run fast. I love covering large distances under the power of my own body. 3 What advice would you give your 18-year-old self? There was a lot of pressure coming out of high school and undergrad just to get a job. But you can take some time
January 2026 • Inbound Logistics 25
LEADERSHIP Conversations with the Captains of Industry
For Shauna Bowen, Curiosity and Accountability are Non-Negotiable
Shauna Bowen is helping to lead Radial, a logistics and fulfillment services provider, through a digital and innovation transformation. As executive vice president and chief digital and transformation officer, Bowen helps to set the vision and develop the plans to align Radial’s products and execute against the vision, leveraging technology, digital innovation, and client service. Radial’s ‘north star’ is helping companies scale as they grow, Bowen says. For instance, Radial can help clients that operate an ecommerce direct-to-consumer business model add a marketplace or start selling over a social media platform. Among other services, Radial will work with the company to drive connectivity through to fulfillment, order management, and other systems. While Radial continues to partner with ecommerce brands, it’s also adding business-to-business clients. Here, Bowen shares her thoughts on leading an organization through such dramatic changes. IL: How do you approach your leadership role as you help Radial pursue its goals? Over the years, I’ve learned you can’t do everything yourself. You need people to help move the ship. It ends up being a force multiplier. When thinking about how to enable employees, I consider three things. First, I take a position of servant leadership. It’s rare that I ask an employee to do something I haven’t done. I also try to provide clarity and clear obstacles. Second, people make better decisions the more they know, so I try to create an environment of transparency. As long as information isn’t confidential, I provide as much as possible. Transparency can also help connect the dots, so people understand how we want to change Radial as a company, through this journey of digital innovation and transformation. The third pillar is having a growth mindset and solving for ‘yes.’ I try to help employees shift their thinking from ‘Here’s why we can’t do it,’ to ‘Here’s how we can do it. I just need these things in place.’ It’s flipping the mindset a little. IL: Have you applied these concepts to tough situations? When you try to modernize a technology stack and leverage a workforce that has been around for a while, finding the right balance is critical. You can’t just bring new people in. You
Shauna Bowen EVP, Chief Digital & Transformation Officer, Radial
Shauna Bowen embraces three pillars of leadership—servant leadership, transparency, and a growth mindset—to power Radial’s digital transformation and help clients achieve their goals.
by Karen Kroll
26 Inbound Logistics • January 2026
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