KEYS TO DECADES OF PL SUCCESS In an era where the average corporate lifespan is shrinking, a select group of third- party logistics (3PL) providers has found a formula for generational longevity. Their survival through wars, economic shifts, and technological disruptions points to a consistent focus on a few core strategies: Embrace continuous evolution. Longevity demands continuous, thoughtful disruption of the business model. Leading 3PLs actively evolve and innovate, identifying transferable expertise to expand services—geographically or into new lines—rather than staying confined to old ‘lanes.’ This adaptability is crucial to navigate market changes. Relentless customer focus. Success is grounded in keeping customers front and center. This means proactively listening to their needs, guiding all decision- making based on that exchange, and striving to stay one step ahead of their emerging challenges. Stable pricing and transparency, even when mistakes happen, strengthen these relationships. Strategic investment in people and technology. Logistics is a people-driven business. Thriving companies invest in training, development, and empowering their employees, who are the frontline of service. Simultaneously, they deploy technology—from AI to automation—with a sharp eye toward creating tangible value for the customer, avoiding the trap of “shiny object syndrome.” Maintain integrity and flexibility. A strong foundation of integrity and consistency with customers, vendors, and employees is non-negotiable. This is paired with an eagerness to be flexible and adaptable, ready to pivot business models (such as adding new service lines like warehousing) or tackle the tough stu in dicult markets. Mallory Alexander has carved out a thriving niche working with middle-market customers. Some logistics providers spend time and energy chasing Fortune 100 companies that often turn to them only for speci c transactions, says CEO Paul Svindland. In contrast, middle-market customers are more likely to work closely
and in multiple ways with their 3PLs. “We become a key component to their supply chain,” he says. Successful logistics providers also take care of their employees. “They’re your frontline,” Svindland says. He credits Mallory’s low customer turnover rate in large part to employees who are reliable and accountable, and continually looking to create solutions. “In global freight forwarding, customers always face challenges. We have to be ready to address them,” he says. A willingness to be open and transparent with customers, including when operations don’t go as planned, is also essential. “Mistakes happen; it’s life in the freight world. We need to be transparent about it,” Svindland says. With the resources provided by the acquisition, Mallory Alexander is looking at technology investments to streamline operations and at acquisitions that can expand its service offerings and geographical coverage. “We want to be small enough to provide the hands-on service our customers desire, while also having enough scale to access solid buying power with all relevant transportation modes,” Svindland says. Knowing When to Pivot: RUAN TRANSPORTATION MANAGEMENT SYSTEMS THE START: John Ruan was a student at Iowa State University when he lost his father and the Great Depression hit. He could not afford to return for his sophomore year. Instead, the family sold its car, and John purchased a truck. He moved his rst load of gravel on July 4, 1932. Two years later, John, just 19 years old, was running a eet of one dozen trucks. Ruan currently operates 4,000 power units and 10,000 trailers for its dedicated contract transportation business. In addition, the company manages about two million square feet of dedicated warehouse space and an additional $750 million in managed transportation spend.
Flexibility has enabled Ruan to thrive for 93 years. “It’s knowing that it’s time to pivot,” says Marty Wadle, chief commercial of cer. Among other shifts, Ruan has pivoted from hauling petroleum and from leasing equipment, while also adding service lines that complement its dedicated transportation business. Determining when and how to pivot requires listening to customers and understanding their challenges, while also keeping an eye on the broader market. For instance, Ruan entered the warehousing business because a customer needed a warehouse partner. “That’s allowed us to grow our warehousing business,” he says. Ruan strives to know its customers’ businesses as well as they do, so it can bring information and solutions that help them improve. Ruan prides itself on maintaining stable pricing for its services. When the pandemic hit, Ruan kept rates in line and focused on strengthening relationships and growing with its customers. “We didn’t look for the quick rate gain,” Wadle says. To continue to thrive, Ruan is expanding its ability to handle cross- border transactions and international John Ruan moved his first load of gravel in 1932; his company is now one of the largest family-owned transportation management companies in the United States.
shipping. It’s also committed to investing in tools such as AI and
robotic process automation to pursue continuous improvement and enhance customer relationships. “If we don’t proactively help our customers improve their supply chains, we will fall behind,” Wadle says.
98 Inbound Logistics • January 2026
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