AUTO LOGISTICS
ever in automotive logistics. You need to have people who are able to integrate and transform new trends into relevant solutions and address that in a cost- effective and agile way.” PARTNERS FOR THE WIN In the face of these challenges and the ever-changing nature of the global supply chain, strategic partnerships are becoming increasingly important for automotive shippers—and their logistics providers. “There is a recognition that you will win through collaboration versus a more transactional relationship,” Eigege says. “We are starting to see longer-term contracts— ve to 10 years versus one to two years—that allow OEMs to invest and drive innovation. “That gives us a bigger seat at the table, to help customers make decisions earlier and design effective supply chains,” he adds. “We can be responsive, and help reduce costs.” “The auto industry is moving beyond transactional logistics toward systemic optimization, where every decision supports ow, exibility, and visibility,” Paruchuri adds. “Technology and lean thinking enable OEMs and suppliers to see the entire value stream as one connected system, shifting logistics from a cost center into a strategic advantage.” operations slated for completion in spring 2026. The project will add 160,000 containers annually and create about 13,000 jobs. The port is also reinforcing its roll-on/roll-off berths to handle larger, heavier vehicles and equipment—another sign that Baltimore’s role as America’s leading auto gateway is back on track.
Recent disruptions involving aluminum coils and semiconductors had a ripple e ect on the auto supply chaiin. Ascent Global Logistics helped several automotive customers handle this challenge by moving critical parts and materials that kept production running.
one has to touch it,” Urbanski says. “The carrier picks up the load and sends us updates on pick-up and delivery through to load out and invoicing with no human intervention.” Any time you can use automation, “your employees can work on more valuable tasks,” she adds. “We are all-in to nd ways to upskill our people to do more work for our customers and ultimately become more ef cient.” DHL’s Tlatli agrees. “We are in a world, and an industry, where you need to change and reinvent yourself by integrating new technology,” he says. “In spite of all these elements, the human factor is more important than the broader logistics network proved resilient, and while the bridge collapse created a logistics challenge, it did not trigger a global supply chain crisis. Nearly two years later, the port is largely recovered. “Our latest cargo volumes show a continued rebound following a challenging 2024,” says Richard Scher, communications director for the Maryland Port Administration. “Key commodities including autos, containers, machinery, paper, and breakbulk are up over 2024—and some have surpassed our record 2023 levels.” CSX reopened its Howard Street Tunnel for single-stack service in September 2025, with full double-stack
from Asia and Europe to North America to offset the high cost of air shipments. Technology and predictive modeling can help customers “tangibly keep their products moving” with their needs in mind, Knight adds. Penske is also heavily investing in automation. “That’s not new, but there is renewed energy speci cally around AI,” Urbanski says. For instance, automation can play a role in order processing from entry to invoicing, “the life of an order,” she says. “Technology can help take out as many touch points as possible.” An order can be taken electronically, then connected to a carrier, and “no BALTIMORE BOUNCES BACK: AUTO GATEWAY RECLAIMS ITS STRENGTH When a container ship struck the Francis Scott Key Bridge in March 2024, the Port of Baltimore—then the nation’s top automobile port—came to a standstill. Nearly 850,000 cars and light trucks had moved through the port the year before, and the sudden shutdown sent shockwaves through an already strained automotive supply chain. Baltimore’s auto volumes dropped to about 750,000 units, and 5,000 trucks daily were forced onto alternate routes, adding cost and congestion. Fortunately,
126 Inbound Logistics • January 2026
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