T he average lifespan of the companies within the U.S. S&P 500 has shrunk to between 15 and 20 years. That’s down from 30 to 35 years in the 1970s, according to consulting rm Innosight. Companies that survive and thrive for more than a few decades— prevailing through con icts, pandemics, technological changes, and other disruptions—often credit their success to their ability to evolve and innovate. The goal is “continuous, thoughtful disruption of the business,” says Jim Mancini, vice president for customer success with C.H. Robinson. Many corporate leaders need to weigh the bene ts of remaining within their “lanes” or areas of expertise—where they presumably can operate most effectively—while also identifying and then pursuing growth, which often comes through other lines of business, says Brian MacAskill, president of Lynden Logistics, part of the Lynden family of companies. The key is to identify transferable expertise that can apply to an expansion, whether it’s geographical or in a service offering. Other critical steps, according to leaders whose companies have thrived for generations, include working effectively with third parties, offering employees opportunities for growth, and deploying technology with an eye toward creating tangible value. To successfully pursue these multiple goals, organizations need to keep their customers front and center. Here are the stories of several logistics providers that have followed these guidelines and prospered for decades—in one case, centuries.
Pu ing Customers First: GEBRÜDER WEISS
you do and how you make decisions,” McCullough adds. When many companies were deciding to implement a “China-plus- one” strategy in 2016, Gebrüder Weiss invested more heavily in other areas in Southeast Asia. It also built out operations along both the northern and southern borders of the United States. Like most logistics companies, Gebrüder Weiss relies heavily on carriers, delivery rms, and other third parties. Choosing partners that live up to the company’s standards and goals, and are similarly focused on integrity, service excellence, and a positive employee environment is essential, McCullough says. These attributes help ensure that Gebrüder Weiss’ message and brand are upheld and consistently communicated to its end customers. When developing markets around the globe, Gebrüder Weiss looks for local experts. “To be successful, especially in the global business space, you need to delve in and enjoy different cultures,” McCullough says. Gebrüder Weiss’ local leaders operate almost autonomously, while working to meet corporate objectives. “Corporate management encourages
our entrepreneurial spirit, and empowers and offers us opportunities, the same way that we empower our people,” McCullough says. Performing with Integrity Holman Logistics grew from a modest transfer business to provide logistics and transportation services across the U.S. THE START: In 1863, teenage brothers Edward and Jack Holman, looking to escape the sweatshops of New York, traveled to Portland, Oregon. One year later, they launched a modest transfer business, using two draft horses and a cart to haul goods for early Portlanders. Today, Holman Logistics’ warehousing and distribution network has operations in all major markets across the United and Consistency: HOLMAN LOGISTICS States. Among other services, it offers manufacturing logistics, ecommerce ful llment, and transportation solutions for consumer packaged goods (CPG), paper products, retail, food, and durable goods companies. Top: An early airfreight operation illustrates Gebrüder Weiss' ability to evolve. Bottom:
THE START: In 1487—several decades after the invention of the printing press— Lindau Couriers began traversing the Italian Alps to transport goods between Milan, Italy and Lindau, Germany. Today, the company, now known as Gebrüder Weiss, brings more than ve centuries of experience to its 180 of ces in 36 countries, providing services across multiple logistics disciplines and transportation modes. Gebrüder Weiss’ ability to evolve has enabled it to prevail through World Wars, a Great Depression, and the dissolution of the Austrian-Hungarian Empire, among other geopolitical shifts. “If you’re not part of the evolution, you’re going to be part of the revolution, and usually you get left behind,” says Mark McCullough, chief executive of cer with Gebrüder Weiss North America. Gebrüder Weiss’ commitment to putting the customer at the forefront of decisionmaking has also been key. “It means listening and talking with customers about their needs and then letting that exchange guide what
January 2026 • Inbound Logistics 95
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