2016 3 pl_study

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2016 Third-Party Logistics Study
The State of Logistics Outsourcing
Results and Findings of the 20th Annual Study

2 2016 20TH ANNUAL THIRD-PARTY LOGISTICS STUDY
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Executive Summary
Current State of the 3PL Market
Aligning 3PL Relationships
3PL Competitive Landscape
Workforce Innovation and Agility
Strategic Assessment
About the Study
About the Sponsors
Credits
Contacts
©2015 C. John Langley, Jr., Ph.D., and Capgemini. All Rights Reserved. No part of this
document may be reproduced, displayed, modified or distributed by any process or
means without prior written permission from Capgemini. Rightshore®
is a trademark
belonging to Capgemini.

Executive Summary
1996
Study launched with an eight-page report, which
highlights that the most frequently outsourced service
was freight transportation and that U.S.
logistics costs were reportedly $773 billion in
the previous year.
The use of third-party services
continued to increase with the most
frequently outsourced activity being
freight bill auditing
and payment.
The study documented how information
technology had become increasingly
viewed as a key to the success of third-party
operations with increased roles for information
technology executives in the implementation
stage of the third-party relationship.
20052007 2006
2008
20142015
The survey celebrated its
10-year
anniversary
and the study continued to
expand its global reach, adding respondents
from South Africa.
Researchers expanded their scope and added
workshops in Chicago, Illinois; Paris,
France; and Shanghai, China. For
the first time, the study looked at the use of 3PL
services in emerging markets, particularly China.
Top five countries where 3PLs were
expanding activities included
China, India, Russia,
Brazil and Poland.
Having a green supply chain takes on more
importance with 98% of respondents saying that
green supply chain initiatives
are somewhat or very important
to their companies’ futures.
The report began surveying 3PLs in addition to shippers. The economic
downturn challenged shippers to contend with unpredictable
demand, excess inventory, and volatility in fuel costs
and currency valuation.
Shippers report using the downturn to assess their supply chains’
strengths and weaknesses and make changes designed to increase
agility, be more responsive and reduce costs.
Shippers and 3PLs identified the increased volume of cross-border trade
with international companies that are increasingly investing in Africa.
Opportunities in omni-channel increased, with customers demanding a
seamless experience across retail sales channels.
97% of shippers and 93% of 3PLs agreed that improved, data-driven
decision making is essential to the future success of their supply chain
activities and processes.
Omni-channel continued to grow in importance, but 33%
of respondents said they have no capability to handle omni-channel retailing.
Supply chain talent remained a concern, with 44%
of respondents saying they experienced difficulty in finding or attracting talent.
A number of companies turned to Mexico as a
near-shore manufacturing destination.
Innovative mobile and cloud technologies helped to align 3PL-customer relationships.
1997 1998
2009
10
Years
20
Years
Looking Back on 20 Years of Third-Party Logistics Insights

5
The market for 3PL services grew by
18%-22% annually with the percentage of
companies using warehousing
services growing to 63% from
56% in the previous year.
2001
200220032004
2013 2012
20112010
Shippers began to meaningfully involve
3PLs as key elements in their ability to
meet the needs of their own customers
with businesses becoming global.
Study began asking shippers which 3PL
characteristics stand out multiple
activities, integration of
activities and provides solutions
to logistics/supply chain
problems top the list.
Study expanded to include respondents from Western
Europe in addition to North America with 3PL users
reporting reductions in their cash-to-cash
cycles, suggesting 3PL involvement may lead to
reductions in this supply chain metric.
Study added respondents from Asia-Pacific.
Security began to take on greater
importance with nearly half of
respondents citing security
as “very important.”
Study added respondents from Latin
America. U.S. logistics
costs were reportedly
U.S. $1,015 billion.
3PL global revenues reached $542 billion.
(As reported in the 2013 study). Nearly half
of shipper respondents report
consolidating the number of
3PLs they use.
3PL global revenues reached $616 billion.
(as reported in the 2013 study).
Economic losses from supply chain disruptions
increased 465% between 2009 and 2011.
Electronics products increased in popularity, increasing
demands for a fast and nimble supply chain. 80% of
shippers and 77% of 3PLs reported doing business
with or within an emerging country.
Analysts declared 2013 to be the start of the Big
Data era in supply chain.
Near-shoring—shippers’ moves toward rebalancing
supply chains—suggest that global economic
conditions change preferred sourcing locations.
The study found 3PLs offer more services than
most shippers use.
1999 2000

The 2016 20th Annual Third Party Logistics Study shows continued collaborative and positive relationships between shippers and third-party
logistics providers, which have been developing since the study began 20 years ago. This year’s survey suggests 3PLs and their customers
are becoming more proficient at what they do, individually as well as together, which is improving the quality of their relationships. Both
parties—93% of 3PL users and 94% of 3PL providers—reported that their relationships are successful and that their work is yielding positive
results.
The 2016 3PL Study showed that 70% of those who use logistics services (shippers) and 85% of 3PL providers said the use of 3PL services has
contributed to overall logistics cost reductions, and 83% of shippers and 94% of 3PL providers said the use of 3PLs has contributed to improved
customer service. Moreover, the majority of both groups—75% of shippers and 88% of 3PL providers—said 3PLs offer new and innovative
ways to improve logistics effectiveness.
Gainsharing and collaboration remain important to many relationships, and 46% of shippers and 81% of 3PL providers agree that collaborating
with other companies, even competitors, to achieve logistics cost and service improvements holds value.
As seen in recent years, the most frequently outsourced activities continue to be those that are more transactional, operational and repetitive.
Activities that are strategic, IT-intensive and customer-facing tend to be outsourced to a lesser extent.
Although relationships between shippers and 3PLs are successful overall, there are some areas in which they could improve. Many shippers
are still working to shift management structures to better reflect the role supply chains play in the business.
Shippers continue to rely heavily on the IT services 3PLs provide, and the ability to manage the provision of IT-based services is a necessary
core competency of 3PL providers. While the IT Gap—the difference between what shippers feel is important and their ratings of their 3PLs’
current IT capabilities—has stabilized, further opportunities for improvement remain.
Relationships are central to the success of 3PLs
and their customers, and 3PLs may be thought
of as having two critical responsibilities—
managing customer relationships that focus on
the availability of capable supply chain services
and providing or managing the provision of
these services. For 3PLs, this means they are not
only managing relationships with their direct
customers but also with those organizations
that have the assets to provide the needed
services.
Of relevance to how these relationships are
structured and how they progress is whether
the shippers view themselves as strategic
or tactical buyers of logistics services, or
some combination of both. Tactical buyers
have developed solutions but utilize 3PLs’
operational services and fulfillment. This year’s
survey shows 43% consider their organization
to be a strategic buyer, 37% to be a tactical buyer
and 20% to be a combination of these.
For partnerships between 3PLs and shippers
to be successful, both parties are expected
to invest in the relationships. Information,
services and financial resources central to these
relationships must flow back and forth between
the two parties. When asked whether they had
a formal plan for managing relationships with
their 3PLs, 74% of shippers indicated they have
a formal plan, but 26% said they did not. Among
this year’s respondents, 87% of shippers and
96% of 3PLs have agreed-upon performance
expectations, and 80% of shippers and 81%
of 3PLs have formal performance reviews,
including the measurement of and feedback
on results.
Participants at this year’s workshops identified
key elements for the successful onboarding of
newrelationships,includingmappingoutaclear
process, creating a formal plan for managing
relationships, drafting mutual agreements,
and understanding the roles and relationships
with asset-based service providers. They also
identified key strategies that can optimize
the 3PL relationship, including control, risk
mitigation, regular business reviews and a
continuous improvement process.
There are a number of established and emerging
strategies for improved communications
between 3PLs and shippers, including real-
time customer access to 3PL administrative
responses, real-time 3PL news feeds, email, and
a focus on people, process and technology. A
key indicator of the extent to which customers

7
and 3PLs are aligned is the frequency of
interaction between these two parties—73% of
shippers interact with their 3PLs on a daily or
hourly basis, while 80% of the 3PLs responded
similarly.
As we look to the future, we should also be
thinking about the impacts on 3PL-shipper
relationships that may result from disruptive
innovations, such as drone deliveries, driverless
vehicles and next generation cloud-based
collaboration solutions. Also, as we review the
evolution of technologies, it is apparent that
we are seeing a movement from CRM systems,
many of which are of limited focus, to multi-
enterprise collaboration systems that have
much more pervasive capabilities.
Competition within the logistics industry is
ramping up due to tightened capacity along
with increased consolidation within the supply
chain arena that has resulted in fewer partners
for 3PLs and increased prices.
The changing landscape is altering how 3PLs
and shippers work together. The majority
of respondents—44%—have enhanced
relationships to guarantee shipping lanes and
on-time shipments, 40% have increased rates,
and 29% said assets have not been available to
move shipments when needed. Similarly, 29%
have engaged with a larger number of 3PLs to
get access to gain capacity.
3PLs are working to differentiate themselves by
providing sustained value, innovative solutions
and information to facilitate data-driven
decisions. Information sharing between 3PLs
andshippersisincreasing,andshippersaremore
willing to make adjustments to improve carriers’
efficiency and possibly obtain a better rate.
Logistics providers are driving innovation in
a number of areas, particularly within the last
mile. A successful last-mile fulfillment process
utilizes route optimization, incentivized
scheduling, and real-time electronic tracking
and communication. Globally, companies
are turning to crowd-sourcing solutions,
on-demand deliveries and value-added
delivery services.
Technology is improving operations within the
supply chain—60% of respondents are using
technology to increase visibility within orders,
shipments and inventory; 40% are using it for
planning within transportation management
and 48% are using it for scheduling within
transportation management. 3PLs are also
utilizing technology to choose the most profitable
and efficient shipping lanes and modes.
To meet increasing customer requirements,
58% of respondents said they are investing
in new capabilities for themselves, 40% said
they are leveraging new capabilities from
other companies in different industries, and
15% said they are leveraging new capabilities
from competitors.
The logistics industry is facing an
unprecedented labor shortage, which will
bring both challenges and opportunities. To
meet demand, 3PLs will need to leverage their
employees in a new way, providing added value
to shippers and giving them a competitive
advantage. More than half of shippers—52%—
feel they can rely on their 3PLs to address the
labor shortage’s affect on their business.
With 79% of 3PLs reporting that they feel
unprepared for the labor shortage’s impact
on their supply chain, providers will need
to re-think their strategy for attracting and
retaining employees. Innovative and dynamic
employee development and hiring strategies
will play a critical role in most organizations’
response to the anticipated labor shortage.
Built-in succession programs and training
programs will help employers develop their
existing talent pool and cross training will take
on greater importance.
While the labor shortage spans the whole
supply chain, shortages among warehouse
workers and truck drivers are expected to be
the worst. To help bridge the gap, the industry
is already recruiting within several existing,
under-represented labor pools, including
women and military veterans.
Automation, both within the warehouse and
on the road, could help lessen the impact of
a workforce shortage, and the industry has
looked at a number of technologies, including
driverless trucks, drones and crowd-sourced
package deliveries, as options.
EXECUTIVE SUMMARY

Industry Representation
Manufacturing Health Care &
Pharmaceuticals
Telecommunications,
Internet & Electronics
Automotive
Food & BeverageRetail & Consumer
Products
Utilities, Energy
& Extraction
Business Support
& Logistics
2%
OtherConstruction &
Machinery
Domestic transportation
Warehousing
International
transportation
Freight forwarding
Customs brokerage
Reverse logistics
(defective, repair, return)
Cross-docking
Freight bill auditing
and payment
Transportation planning
and management
Inventory
management
Product labeling,
packaging,
assembly,
kitting
Order management
and fulﬁllment
Service parts
logistics
Fleet
management
Information
technology (IT)
services
Supply chain
consultancy
Customer
service
Logistics Services Provided by Users
48% 40%12%
User Non-User 3PL/4PL
7%
11% 11% 12% 12%
19%
22%
25%
28%
31%
33% 34%
45%
48%
60%
66%
80%
Respondents
18% 14% 11% 8%
8% 5%5% 10%
18%
About the Study Respondents…
LLP / 4PL services
6%

9
Transportation sourcing
Customer order management
Supply chain planning
CRM (Customer relationship management)
Distributed order management
Advanced analytics and data mining tools
Cloud-based systems
Yard management
RFID
Transportation management (Planning)
Visibility
Transportation management (Scheduling)
Network modeling and optimization
Bar coding
Global trade management tools
Electronic data interchange (EDI)
Web portals for booking, order tracking, inventory
management and billing
3PL Users Say…
Tools a 3PL Needs to be Sucessful
Study Findings at a Glance…
29%
27%
24%
22%
21%
17%
16%
64%
60%
60%
60%
54%
48%
42%
41%
39%
36%
35%
73%
Overall, we are increasing
our use of outsourced
logistics services.
Warehouse / DC management
75%
3PLs provide new and
innovative ways to improve
logistics effectiveness.
83%
Our use of 3PLs has contributed to
improving service to our customers.
93%
Relationships we have with 3PLs
generally have been successful.
70%
Our use of 3PLs
has contributed to
reducing our overall
logistics costs.

3PLs and Customers Find They Must Be at the “Top of Their Game” to Succeed

11
Among the evolving areas where both 3PLs and
shippers need to be core competent is change
management. Currently, the global and domestic
markets for outsourced logistics services are
continuously changing, so it is essential that
both users and providers of 3PL services arm
themselves with the very best in terms of people,
processes and technology.
In addition to diligence relating to costs,
investmentsandservicelevels,everyoneinvolved
in either the supply or demand side of the 3PL
business is focused on major concerns such as
supply chain security, regulatory requirements,
compliance and sustainability. They are also
dealing with prevailing shortages of asset-based
services that are needed to be an effective player
in the industry.
On the global front, there continues to be great
concernfortheeconomiesofcertaincountriesand
regions of the world and interest in comparative
wage levels and the continuing evolution of
emerging markets. There also is continued
interest in global freight balances and imbalances
due to trading patterns and available capacity,
particularlyofoceanandinternationalairservice
as they may be needed.
Due to a number of factors, it is not difficult to
identify volatility in certain economies, and users
of 3PL services generally will need to deal with
higher prices for the services they need. So, the
imperative for 3PLs and shippers to be at the “top
of their game” should be obvious.
Findings from this year’s 20th Annual Third-Party
Logistics Study reinforce the suggestion that both
3PLs and shippers are becoming more proficient
at what they do to enhance the quality of 3PL
relationships. Most 3PLs are achieving a better
focus on what they do best, and on what core
competencies they can provide to enhance the
functioning of customers’ supply chains.
Conversely, customers generally exhibit a
greater understanding of their organizations’
core businesses, and how improved supply
chain capabilities can help to achieve overall
organizationalobjectives.Thisincludestheability
to determine when and for what reasons the use
of outsourced logistics services may be desirable,
and how best to work with commercial providers
to create the best results for their organizations
and their supply chains. These observations are
supportedbythefactthatthe2016studyconfirms
that high percentages of 3PLs and shippers view
their relationships as successful.
The results and findings of the 2016 20th Annual
Third Party Logistics Study provide current
perspectives on the nature of these relationships,
why they are generally successful and some of
the ways in which they could be improved. Aside
fromthesegenerallycomplementaryperspectives,
discussions at some of the global workshops
conducted this year suggested that management
structuresinsomeshipperorganizationshavenot
yetbeentransformedtoreflecthowcorethesupply
chain is to the business.
There is a clear path forward that will include the
replacementoflegacysystemsandprocesseswith
greater use of leading-edge approaches. This is
already evident in the adoption of transformative
supply chain software, greater use of mobile
technologies in key supply chain processes at
both shipper and 3PL organizations, and greater
movement toward the use of “cloud-based”
systems to facilitate management of supply chain
processes and activities.
Thisyear’sThird-PartyLogisticsStudywillprovide
usefulperspectivesandinsightsrelatingtothe3PL
sectorandhow3PLsandcustomersmayposition
themselves to be as successful as possible in the
future. For further insight into the details of the
studyandthekeyelementsoftheresearchprocess,
please see the section titled “About the Study.”

3PLUsageReflectsGlobalEconomic
Trends
Global markets and global trade needs continue
to evolve, and this translates directly into
demand for logistics and supply chain services.
Figure 1 provides global 3PL revenues by region
for 2013 to 2014 from Armstrong & Associates,
a summary of percentage changes in these
revenues reported for 2013 to 2014 (along with
thetwopreviousyears)andcompoundedannual
growth rates (CAGR) by region for 2006 to 2014.
While the CAGR figures for Asia-Pacific and
SouthAmericaarearoundornear10%,resultsfor
North America are 4.3% and those for Europe are
slightly in the positive. Looking at the percentage
changes in global 3PL revenues by region from
2013 to 2014, and particularly in comparison
with the percentage changes reported in the
two previous years, positive growth rates were
evident in North America, Europe and Asia-
Pacific, whereas a decline of 6.7% was reported
forSouthAmerica.Withtheexceptionofthemost
recent results in South America, the growth rates
in the other regions are consistent with modest
improvement in other global economies.
3PL User Spending Patterns on
Logistics and 3PL Services
According to this year’s study results, 3PL users
report an average of 50% of their total logistics
expenditures are related to outsourcing. This
compares with an average of 36% reported last
year and 44% reported in the previous year. Total
logistics expenditures include transportation,
distribution, warehousing and value-added
services. Considering Armstrong & Associates’
estimated and projected global 3PL revenues
cited in Figure 1, these percentages reinforce
the notion that the modestly improving global
economic conditions have had a positive impact
on aggregate shipper spending on 3PL services
as a percentage of total logistics expenditures.
Increased Use of Outsourcing
Continues to Outpace Moves to
Insourcing
Two consistent observations throughout the
20 years of Annual Third-Party Logistics Studies
are that some portion of shippers will report
havingincreasedtheiruseofoutsourcedlogistics
services while others will indicate a return to
insourcing some or all of these same services.
Movements to either increased or decreased use
ofoutsourcingmaybemeasuredintermsoffunds
expended on outsourced logistics services or the
percent of overall logistics spend represented by
outsourcing or number of activities outsourced.
Outsourcing: 73% of shippers indicate they
are increasing their use of outsourced logistics
services this year, which compares to a figure of
68% reported last year. In comparison, 85% of
3PL providers agreed their customers evidenced
an increase this year in their use of outsourced
logistics services. These figures are consistent
with the generally positive growth rates for 3PL
services in the global logistics marketplace, as
discussed above.
Insourcing: Although only 35% of shippers
indicate they are returning to insourcing many
of their logistics activities, this figure is higher
than the 26% reported last year. Also, the same
number, 35%, of 3PL providers agree that some
of their customers are returning to insourcing.
Reducing or Consolidating 3PLs: The ongoing
trendtowardstrategicsourcingbymanyshippers
is evident in the number who report reducing or
consolidating the number of 3PLs they use, an
average of 57%. This figure is slightly higher than
the previous year’s reported 53% and provides
continuing evidence that more than half of
shippers place a priority on tightening up their
rosters of 3PLs.
One observation that we identified in recent years
is that the percentage of 3PL users (shippers)
reporting increased use of outsourced logistics
services has outstripped the percentage of 3PL
users indicating they have returned to insourcing
many of their logistics activities by 3:1. This year,
the ratio is closer to 2:1 (73% divided by 35%).
Figure 1: Global 3PL Revenues Exhibit Modest Growth for 2013 to 2014
Region
2013 Global
3PL Revenues
(US$Billions)
2014 Global
3PL Revenues
(US$Billions)
Percent
Change
2013 to
2014
Percent
Change 2012
to 2013a
Percent
Change 2011
to 2012b
CAGR
2006-2014
North America $ 177.3 $ 187.6 + 5.8% + 2.9% + 6.7% + 4.3%
Europe 158.1 174.4 + 10.3% + .01% - 2.6% + 0.7%
Asia-Pacific 255.6 269.6 + 5.5% + 5.3% + 23.6% + 10.2%
South America 44.9 41.9 - 6.7% + 3.0% + 12.4% + 8.1%
Other Regions 69.0 77.2 + 11.9% - .01% + 6.4%
Total $ 704.9 $ 750.7 + 6.5% + 2.7% + 9.9%

13
Shipper Experiences with 3PLs:
Measures of Success
Among this year’s survey findings is that 93%
of shippers report their relationships with
3PLs generally have been successful, and this
is mirrored by a slightly higher 94% figure
from 3PLs that indicate their relationships with
shippers have generally been successful. Looking
deeper into these figures, several survey results
are insightful:
• 75% of 3PL users and 88% of 3PL providers
agree that 3PLs provide new and innovative
ways to improve logistics effectiveness;
agree that the use of 3PLs has contributed to
reducing overall logistics costs; and
agree that the use of 3PLs has contributed to
improvingservicestothe(ultimate)customers.
This year the study team did not ask shipper
respondents about measurable benefits they
have derived from the use of 3PLs. Examples
typically include impacts on average logistics
costs, average inventory costs and average fixed
logistics costs, as well as improvements in order
fill rates and order accuracy. The decision to at
Figure 2: Shippers Continue to Outsource a Diversity of Logistics Services
leasttemporarilyreducethenumberofquestions
was based on shortening the survey and making
it easier to complete. As the team begins the
planning process for next year’s Annual Third-
Party Logistics Study, researchers will review the
status of these questions to determine which are
the most insightful to include.
Expectations in Shipper-3PL
Relationships
In the seven years that this study has included
both3PLusers(shippers)and3PLprovidersinthe
survey process, researchers have found in most
instances that 3PLs rate their own capabilities
higher than do shippers, and 3PLs tend to have
a lesser perception of problems in relationships,
etc.Althoughtherearelikelyanumberofreasons
for this disparity, the study is always seeking to
better understand the extent to which 3PL users
and providers are in agreement on matters of
importance to the overall relationship.
One of the relevant concepts relating to
3PL-shipper relationships is that of alignment, in
that 3PLs and customers need to be in agreement
on the ways they view their goals and objectives,
roles and responsibilities, and a wide range of
strategic and operational matters. Among the
key takeaways from this year’s three global
Outsourced Logistics Services
Percentages
of Users
Domestic transportation 80%
Warehousing 66%
International transportation 60%
Freight forwarding 48%
Customs brokerage 45%
Reverse logistics (defective, repair, return) 34%
Cross-docking 33%
Freight bill auditing and payment 31%
Transportation planning and management 28%
Outsourced Logistics Services
Percentages
of Users
Inventory management 25%
Product labeling, packaging, assembly, kitting 22%
Order management and fulfillment 19%
Service parts logistics 12%
Fleet management 12%
Information technology (IT) services 11%
Supply chain consultancy 11%
Customer service 7%
LLP / 4PL services 6%
workshops was reinforcement of the importance
of openness, transparency and effective
communication between 3PLs and shippers; and
the ability of both parties to be sufficiently agile
and flexible to accommodate current and future
business needs and challenges.
Also,theuseof“gainsharing”and“collaboration”
are still thought of highly by 3PLs and shippers
as being useful activities in many relationships.
Survey results this year suggest that 46% of
3PL users and 81% of 3PL providers agree
that collaborating with other companies, even
competitors, can achieve logistics cost and
service improvements.
Also related to the topic of alignment is the role
of asset-based service providers that work with
non-asset-owning3PLstoprovideneededsupply
chain services for customers. An example might
be a company with trucking, rail, air or ocean
capabilitieswhereitisessentialthatthestrategies
and operations of the service provider be well
aligned with those of the 3PL and the customer.
This subject was selected as one of this year’s
specialtopics,andthesectiontitled“Aligning3PL
Organizations” specifically addresses various
dimensions of this subject.

89%
85%
91% 90% 92% 92% 92%
88%
94% 93% 94% 98% 96% 93%
27%
33%
42% 40%
35%
42%
37%
42%
54% 54% 53% 55%
60% 59%
0%
20%
40%
60%
80%
100%
120%
02 03 04 05 06 07 08 09 10 11 12 13 14 15
Year
IT Capabilities Necessary Element of 3PL Expertise
Shippers Satisfied with 3PL IT Capabilities
IT
“Gap”
What Shippers Outsource and What
3PLs Offer
Figure 2 shows the percentages of shippers
outsourcing specific logistics activities.
Essentially, and with some relatively minor
variations, this year’s results are numerically
and directionally similar to those from recent
years. Among the general observations are the
following:
• Againthisyear,themostfrequentlyoutsourced
activities are domestic transportation
(80%), warehousing (66%), international
transportation (60%), freight forwarding (48%)
and customs brokerage (45%).
• The less frequently outsourced activities
continue to be those that are more strategic,
customer-facing and IT intensive. Examples
include: service parts logistics (12%), fleet
management (12%), IT services (11%), supply
chain consultancy services (11%), customer
service (7%) and lead logistics partner/4PL
services (6%).
Although it is not fair to draw conclusions based
on one year’s supply of new survey results, we
will need to look carefully at the reasons why
3PL users generally reported lesser percentages
in terms of utilizing many of the logistics services
and processes than they did in the previous year’s
study.Amongthereasonsthatbearsomerelevance
are:impactsoflaggingglobaleconomies;decisions
made by providers of logistics services that have
impacts on pricing and availability of those
services; responses to shippers feeling pressure
to reduce costs wherever and whenever possible;
and changing purchasing patterns among users
of 3PL services.
3PL’s IT Capabilities: Which Types of
IT Capabilities Are Most Necessary
for 3PLs?
Each year researchers ask shippers and
providers “which information technologies,
systems or tools a 3PL must have to successfully
serve a customer in your industry classification.”
This question always produces interesting and
insightful findings, and this year is no different.
Overall, the most frequently cited technologies
needed by 3PLs are those that have more
execution and transactional-based capabilities.
Examples include warehouse/distribution
center management (WMS), transportation
management planning and scheduling (TMS),
visibility, EDI, and the use of web portals for
updates and relevant shipment information.
Essentially, these types of technologies tend
to parallel the types of logistics services that
were profiled in the preceding section.
Alternatively, there are IT-based services that
fewer 3PL users would suggest are “must
haves” for 3PL providers. Typically, these
tend to be more strategic and customer-facing.
Some examples include network modeling
and optimization, global trade management,
transportation sourcing, customer order
management, CRM and supply chain
planning. Also in this category are some very
contemporary services of interest to supply
chain managers, such as advanced analytic and
data mining tools, cloud-based systems, mobile
phone apps, distributed order management
and yard management.
Regardless of how many 3PL users rate these
individual types of IT capabilities as ones
that 3PLs must have, it is clear that they all
are essential to the effective management of
supply chain processes and activities. In a more
general sense, it continues to be clear that the
ability to provide or manage the provision of
IT-based services is fast becoming a necessary
core competency of 3PL providers.
Figure 3: The “IT Gap” – Where Do We Go From Here?

15
For 14 years this study has tracked measurable
differences between shipper’s opinions as to
whether they view information technologies
as a necessary element of 3PL expertise and
whether they are satisfied with their 3PLs’ IT
capabilities. This has been referred to as the
“IT Gap.” While Figure 3 reveals that over the
long term this gap has narrowed significantly,
recent years’ data questions whether the IT
Gap is narrowing or beginning to stabilize.
As indicated, 93% of this year’s shipper
respondents agreed that IT capabilities are a
necessary element of 3PL expertise and 59%
agreed that they were satisfied with 3PL IT
capabilities.
A white paper titled “Closing the 3PL
Technology Gap,” which was published in
the summer of 2015 by JDA Software, drew on
data from annual third-party logistics studies,
including this report, and asked the question,
“Why aren’t 3PLs investing in information
technology to close this IT Gap?”
As a result, JDA created a roadmap to guide
3PLs in their efforts to combine a vision of
strategic partnerships to the realities of having
the necessary capabilities in place. The steps,
courtesy of JDA, are:
• First, gain as much information as possible
about what systems, technologies and cloud
platforms are available in the marketplace.
• Second, hold executive-level meetings with
customers to learn what their strategic
objectives are and not just their tactical
needs. Look for synergies between their
objectives and what you can potentially
provide, and sound them out for their
willingness to consider outsourced options
to support their strategies.
• Third, do an honest assessment of internal
capabilities and capacities and compare this
with what is needed to support customers’
strategic objectives. This assessment should
include: processes, people, expertise,
equipment and technology.
• Fourth, engage outside experts and/or
technology vendors to identify options,
costs and timeframes for filling the gap
between current capabilities and customers’
strategic visions. Include customers in these
discussions to ensure proposed solutions
will actually fulfill customer expectations.
• Fifth, implement the new solutions as quickly
as possible, considering the best financial
arrangementsanddeploymentoptions,suchas
cloud platforms, that meet both your financial
objectives and customers’ strategic needs.
• And finally, repeat these steps on a regular
basis, at least annually, to make sure your
capabilities continue to support customers’
strategic objectives.
Key Takeaways
Key findings about the Current State of the
Market for the 2016 20th Annual Third-Party
Logistics Study include:
• Although economic conditions vary
significantly among countries and regions of
the world, modest improvements have been
experienced in many key areas. Armstrong
& Associates reported aggregate global
revenues for the 3PL sector grew by 9.9%
from 2011 to 2012, 2.7% from 2012 to 2013
and by 6.5% from 2013 to 2014.
• Users of 3PL services report an average of
50% of their total logistics expenditures are
relatedtooutsourcingcomparedtoanaverage
of 36% reported last year. This increase
helps to explain how improving economic
conditions have impacted aggregate shipper
spending on 3PL services as a percentage of
total logistics expenditures.
• This year’s Annual Third-Party Logistics Study
reports that 73% of the shippers surveyed are
increasing their use of outsourced logistics
services, while 35% report a return to
insourcing many of their logistics activities.
This ratio of slightly more than 2:1 (73%
increased outsourcing divided by the 35%
that indicated some return to insourcing) is
modestly lower than we have seen in recent
years. Also, 57% of shipper respondents
indicate they are reducing or consolidating
the number of 3PLs they use.
• Strategic and operational alignment
between 3PLs, customers and asset-based
service providers is viewed as essential to
success of the overall 3PL supply chain.
Relationships that meet this imperative
also exhibit openness, transparency and
effective communications between these
parties, along with agility and flexibility to
accommodate current and future business
needs and challenges. Gainsharing and
collaboration initiatives are also consistent
with the objective of creating alignment
between the organizations that are involved.
• Consistent with results from recent studies,
transactional, operational and repetitive
activities tend to be the most frequently
outsourced, while those that are strategic,
IT-intensive and customer-facing tend to be
outsourced to a lesser extent. The ability to
provide or manage the provision of IT-based
services is fast becoming a necessary core
competency of 3PL providers.
• For the past 14 years, this study has been
tracking the “IT Gap,” which is defined as
the difference between the percentage of
3PL users indicating that IT capabilities are
a necessary element of 3PL expertise (93% in
the current study) and the percentage of the
same users who agree that they are satisfied
with 3PL IT capabilities (59%). The results
from this year’s study also raise a logical
question as to where the IT Gap is headed
in the future.
• Generally, the 3PL sector is growing on a
global basis, and 3PL providers are refining
and expanding their core competencies.
Similarly, customers and potential customers
are heightening their ability to effectively
manage relationships with 3PL providers and
to help achieve their supply chain objectives.

3PLs Have a Supply Chain Type of Responsibility

17
When viewed from a high level, 3PLs
may be thought of as having two critical
responsibilities. The first is to develop and
manage customer relationships that focus on
the availability of capable supply chain services
and the second is to provide or manage the
provision of these services. Considering that
3PLs commonly engage asset-based service
providers to fulfill customers’ needs, they need
to be core competent in terms of managing
relationships with these service providers.
With this in mind, Figure 4 provides a visual
of the role and positioning of 3PLs with respect
to their customers (shippers) and service
providers, and also recognizes the flows of
information, services and financial resources
that are central to these relationships. This
suggests a supply chain perspective on the
provision of supply chain services where
the 3PL identifies the needs of the customers
and then selects appropriate combinations of
service providers to fulfill those needs.
A primary objective of this special topic is to
examine these relationships to learn about the
extent to which “alignment” is apparent in the
strategy and operations among 3PLs, shippers
and service providers. The sections examine
the types of relationships, optimizing 3PL
relationships, aligning 3PLs and customers,
aligning service providers with 3PLs and
customers and the role of 4PLs in aligning 3PLs
with needs of customers.
Users Shippers Customers
Customers
Global/
Regional
Services
Provided
Verticals
Served
3PLs
Trucking Air
Warehousing
Rail
Ocean
Asset-Based
Providers
Asset vs.
Non-Asset Services
Financial
Financial
Information

 

  

 
Strategic vs. Tactical/Operational
Relationships
Of initial interest to the research team was to
learn from users of 3PL services whether they
thought of their organization as a strategic
or tactical buyer of 3PL services, or some
combination of the two. Respondents were
asked to consider a strategic buyer as one
who expects its 3PLs to provide solutions to
its logistics/supply chain problems, whereas
a tactical buyer already has developed its own
solutions and is asking only for operational
services and fulfillment from its 3PLs.
As indicated in Figure 5, 43% consider their
organization to be a strategic buyer, 37% to be
a tactical buyer and 20% to be a combination
of both. Interestingly, when asked what
percentages of their customers are in each of
these categories, participating 3PLs indicated
31% are strategic, 26% are tactical and 43% are
a combination of both.
When asked whether they had a formal plan for
managing relationships with their 3PLs, 74% of
shippers indicated they have a formal plan and
26% said they did not. Of those having a formal
plan, 10% indicated the plan focused primarily
on the strategic elements of the relationship,
41% on the tactical/operational elements and
49% on both. It is worth noting that whereas
43% of shippers consider themselves strategic
buyers, their management of the relationships
with 3PLs generally focuses more on tactical/
operational elements rather than strategic
elements.
Figure 6 provides another perspective on the
types of 3PL relationships. This approach
suggests three ways in which 3PLs can work
with their customers: tactical partner, service
partner and strategic partner.
In the role of strategic partners, customers
treat 3PLs as key strategic resources, and both
parties are expected to invest in the relationship
and share the returns on their investments.
Additionally, shippers view their 3PL providers
as critical elements of their businesses and
competitive positioning, and are willing to
share their long-term plans with 3PLs that
manage the functioning of its supply chain.
It is this type of relationship where both 3PLs
and customers make sure there is alignment
of business and operational goals.
Strategies to Help Optimize the 3PL
Relationship
Successful 3PL-customer relationships do not
happen by accident. Participants at each of the
workshops, held in Chicago, Rio de Janeiro and
Sydney,identifiedanddiscussedsixkeyelements
that help achieve this objective, as shown in
Figure 7.
Figure 4: 3PLs Need to be Aligned With Their Customers and Service Providers

Some combination of strategic
and tactical
Strategic buyer Tactical buyer
Strategic,
43%
Tactical,
37%
Both,
20%
What best describes the focus
of this formal plan?
Focusesprimarily on the
operational elements of our
relationship
Focusesprimarily on the
strategic elements of our
relationship
Focuseson both strategic and
operational elements of our
relationship
49%
10%
41%
Yes 74% 42%
No 26% 58%
Responses
by 3PL
Providers
Responses
by 3PL Users
Do you have a formal plan for
managing relationships with 3PLs?
1. MappingOutaClearProcess.Expectations
oftherelationshipneedtobediscussedand
agreed to by all parties. Both partners need
to agree on what benefits or results are to be
achieved and how to make decisions that
are best for the relationship.
2. Meeting with Senior Management. There
is a need for 3PL users to have internal
alignment with senior management
regarding value to be derived from the
3PL relationship. Meetings between senior
management within the 3PL user and
provider firms are essential to successful
onboarding.
3. Creating a Formal Plan for Managing
Relationships. There should be a clear
understanding of what is to be expected by
which party and when, along with plans
and priorities for managing relationships
between executive, management and
operational representatives of involved
parties.
4. Having the Capability to Scale
Operations to Demand. Shippers need to
test 3PLs’ ability to scale their operations
up and down based on demand. 3PLs
with prior experience in scalability can
produce great benefits for their clients.
5. Drafting Mutual Agreements. Non-
disclosure agreements should be
understood and agreed to by all parties,
and dispute resolution procedures
should be agreed to by all and used when
necessary.
6. Understanding Roles and Relationships
with Asset-Based Service Providers.
Those using non-asset owning 3PLs
need to fully understand how asset-based
providers will be used to execute logistics
activities that are central to the use of a
3PL. Ideally, 3PLs should have a formal
plan for managing their relationships
with asset-based providers.
Figure 5: Strategic vs. Tactical 3PL Relationships
TacticalPartner
Tactical relationship ismore focused on short-term goalsand operational performance, while
service and strategic partner relationshipsfocuson long-term aspirations, improved functioning
of the customers’ supply chains, and improvementof competitive positions
Highly focused on cost
Equates logistics with
expenses
Service in this category is
viewed as a commodity
Outsourcing of operations to
gain better efficiency and
accurate execution
Service Partner
Focused more on getting
the rightsolutions
Cost is not considered to
be a deciding factor
The shipper is looking for
expertadvice and willing
to pay for the right solution
Beneﬁts
low medium high
Strategic Partner
3PL player is treated as a key
strategic resource to its customers
Both parties invest in the
relationship and share the returns
on their investments
3PL partner is viewed a crucial
partof the business and competitive
position of the outsourcer
Outsourcer shares its long-term
plans with 3PLs that manage the
functioning of its supply chain
Both parties make sure that there
is alignment to business and
operational goals
Figure 6: Types of 3PL Relationships

19
Understanding Roles and Relationships
with Asset-Based Service Providers
Mapping Out a Clear Process
Meeting with Senior Management
Creating a Formal Plan for Managing Relationships
Drafting Mutual Agreements
Having the Capability to Scale Operations to Demand
1
2
3
4
6
5
Figure 7: Suggested Elements for Successful Onboarding of 3PL-Customer Relationships
Anotherperspectiveonoptimizing3PL-customer
relationshipsandforgingsuccessfulpartnerships
is illustrated in Figure 8, which suggests a high
level of importance to four general types of
capabilities.
1. Control. Over the years, research has
supported the need for shippers to have
control over their relationships with 3PLs
and that the best relationships are guided
by formal plans that are agreed to by both
parties. Interestingly, some non-users of
3PL services have said they feel turning
to 3PLs may result in a lack of control
over their supply chain, whereas many
current users suggest that a primary
benefit of their decision to outsource is to
gain control.
2. Risk Mitigation. This is a key area in
which customers and 3PLs need to be
aligned, particularly to facilitate collective
responses, when necessary, to try to
mitigate or eliminate the impacts of a
particular risk factor. The development
of response management plans also
should be a key element of a sound risk
mitigation process.
3. Business Reviews. Regular business
reviews that provide a checkpoint to
examine whether or not the relationship
is proceeding as intended should be part
of a formal plan, which will provide value
to both parties. Effective business reviews
include feedback from customers to 3PLs,
but the most useful reviews also provide
feedback from 3PLs to customers.

Ways to Optimize 3PL Relationships (Emphasis on Operations)
Control Continuous Improvement
Shipper retains control of its supply
chain
Supply chain disruptions are of
critical concern to 3PLs and customers
Need to develop preventive and
continuous measures to deal with avoid
disruptions
Partners that have a competitive
advantage in the industry experience
shorter disruptions
Continuous improvement delivers
win-win outcomes for both the 3PL
and the outsourcer
Quarterly business reviews will help
to provide feedback to both parties
and to facilitate continued alignment
Reviews should include
Approaches such as Lean, Six Sigma,
etc. help to reduce cost and improve
service performance levels
3PLs are expected to help identify
areas for improvement among
processes and transactions
3PL closely coordinates
3PL engages in strategic discussions
There is a formal plan for
3PLs/customers to work together
Business Reviews
Past performance based on pre-defined goals
and identify gaps to address
Examples include information technology
outages, port closures, labor actions and
regulatory changes
Progress of present priorities and initiatives
Discuss future expectation of customers
and the challenges and opportunities within
the supply chain
Risk
Mitigation
! 3PL
Relationship
Optimization
Figure 8: Key Strategies That Can Optimize the 3PL Relationship

21
Figure 9: Facilitators of Alignment in 3PL-Customer Relationships
4. Continuous Improvement. Given the
pace of change in today’s business
world, nothing stands still for very long,
and supply chains are no exception.
This heightens the need for continuous
improvement processes to be a regular
part of 3PL-customer relationships.
While it is helpful to have a plan that takes into
account the strategic and tactical elements of
the relationship, it is also necessary that the
plan be supported by systems and technologies
that influence the daily workflows of both
shippers and 3PLs. Essentially, shippers and
their 3PLs need to collectively determine
what types of resources are needed to meet
the objectives of their relationships and then
to jointly agree on them.
Aligning 3PLs and Customers
Included in Figure 9 are a number of elements
that may facilitate alignment between shippers
and 3PLs. The data shows the percentages of
respondents from each of these categories who
indicate their relationships generally include
each of these elements. Not surprisingly, the
most prevalent relate to having agreed-upon
performance expectations (87% of shippers and
96% of 3PLs) and formal performance reviews,
including measurement/feedback of results (80%
of shippers and 81% of 3PLs). Next in terms of
importanceistheuseofperformancedashboards,
the exchange of information between 3PLs and
shippers, cultural fit, visibility into workflows
and process management, and plans for how 3PL
and customer organizations may work together.
Of great benefit to the accomplishment of these
objectives is the use of KPIs and scorecards
that are related to the shipper’s service-level
agreements, and that may then be embedded
in the 3PL’s CRM systems.
Of particular note are the relatively low
percentages of strategic plans related to the
“succession” of the relationship when it may
be appropriate (25% of shippers, 36% of 3PLs),
and pay for performance in addition to pay
for services (16% and 33%, respectively). Aside
from these survey findings, results from the
workshops indicated a growing importance
of multi-enterprise collaboration systems, such
as those between shippers, 3PLs and service
providers, and the use of calendar visualization
to facilitate scheduled meetings and activities.
Elements Clients 3PLs
Agreed-upon performance expectations 87% 96%
Formal performance reviews including measurement/feedback of results 80% 81%
“Dashboards” to help understand current progress and results of 3PL operations 63% 73%
Providing 3PLs with information relating to shippers' goals and strategies 53% 54%
Cultural fit with our 3PLs 43% 70%
Visibility by shippers and 3PLs into workflows and process management 46% 69%
Plans for how shipper and 3PL personnel at the executive, management, and operational levels
need to work together.
37% 51%
Multi-enterprise collaboration systems, such as between shippers, 3PLs and service providers 25% 43%
Strategic plan for “succession” of the relationship when it may be appropriate 25% 36%
Pay for performance in addition to pay for services 16% 33%
Calendar visualization to facilitate scheduling meetings and activities 21% 30%

20%
53%
15%
7% 5%
15%
65%
16%
3% 1%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Hourly Daily Weekly Monthly Quarterly
Whichof the followingbestdescribesthefrequencyof yourorganization’s interactions
(e.g.,phone, email,in-person,etc.)with a typicalcustomer?
Customers
3PLs
Figure 10: Reported Frequencies of Interactions Among 3PLs and Customers
Figure 11: Communications Between 3PLs and Shippers
Initiative
(Assessments by 3PLs and customers of helpfulness of specific initiatives)
3PL Providers 3PL Customers
Automated way for clients to log in and see requests from our 3PLs for approvals
of decisions, activities, documents, and other “to-do’s”
80% 84%
Real-time news feed (such as Twitter or Facebook) of everything that is
happening across all 3PLs used by a client
49% 57%
In communicating with our 3PLs/clients, we find that most of the time email
provides the needed types of functionality
59% 70%
Our plans for working with 3PLs/clients focus on people, processes, and
technology
93% 91%

23
Another key indicator of the extent to which
shippers and 3PLs are aligned is the frequency
of interaction between these two parties.
Figure 10 reports the results of a question that
asked about the frequency of interaction, and
the results suggest that 73% of shippers interact
with their 3PLs on a daily or hourly basis,
while 80% of the 3PLs responded similarly.
While a small percentage of shippers indicate
either monthly or quarterly contact with their
3PLs, this most likely refers to reporting and
feedback activities instead of continuing
operational coordination.
Referring back to the section of this report
titled “Current State of the 3PL Market,” it is
clear that a very significant percentage of users
of 3PL services agree that IT capabilities are
a necessary element of 3PL expertise. Since
the selection of necessary IT capabilities is of
critical importance to both shippers and 3PLs,
the approaches and solutions need to be agreed
upon by both parties. In essence, it is of great
significance that both parties take whatever
steps and diligence are needed to assure the
likelihood that IT systems and capabilities will
be well-aligned between the organizations
involved. While internal IT departments at
both shipper and 3PL organizations frequently
have involvement in identifying and approving
needed commitments and enhancements to
information technologies, those who are
leading and operating the 3PL-customer
relationships should be key players in any
decisions relating to needed technologies.
As the industry looks to the future, those within
the supply chain should be thinking about the
impacts on 3PL-customer relationships that
may result from disruptive innovations, such
as drone deliveries, driverless vehicles and next
generation cloud-based collaboration solutions.
Also, as we look at the evolution of technologies,
it is apparent that we are seeing a movement
from CRM systems, many of which are of limited
focus, to multi-enterprise collaboration systems
that have much more pervasive capabilities.
A topic of growing interest is the perceived
helpfulness of a few types of communications
initiatives to the objective of aligning customers
(shippers) and 3PLs, as shown in Figure 11.

• Real-Time Customer Access to 3PL
Administrative Requests. A strong
consensus of 3PLs (80%) and customers (84%)
agreed that it would be helpful to have an
automated way for shippers to log in and
see requests from their 3PLs for approvals
of decisions, activities, documents and other
“to-do’s.” In effect, this would provide a
means for real-time alignment between these
parties, facilitating enhanced operational
and strategic consistency. As CRM and
workflow process technologies continue to
become more prevalent, particularly with the
use of mobile and tablet devices, the value
of this capability will become increasingly
apparent.
• Real-Time News Feeds. This provides
shippers with up-to-the-minute status reports
on the activities of their 3PLs, and would
enable significant improvements for shippers
in the areas of visibility and responsiveness.
As indicated in the phrasing of this initiative
in Figure 11, the capability would be similar
to a Twitter, Facebook or Google resource
that could disseminate key information on a
real-time basis. With 49% of 3PLs and 57% of
customers expressing agreement, these mobile
technologies are becoming increasingly well
suited to help facilitate implementation of this
concept, and it is one that should be viewed
as having high potential.
• Use of Email. When asked about the
helpfulness of email, 59% of providers
and 70% of shippers felt that most of the
time email provides the needed types of
functionality. Subtracting these percentages
from 100% suggests there should be a great
interest in the use of newer technologies to
facilitate communications processes between
3PLs and shippers.
• Focus on People, Process and Technology.
It is reassuring to see that 93% of 3PLs and
91% of shippers indicate their plans for
working with each other focus on people,
processes and technology. While this triad is
sometimes viewed as over-used terminology,
it suggests that both 3PLs and shippers
understand that a wide range of resource
types are needed to effectively work together
to align the activities and processes of 3PLs
and their customers.
Additionally, a major factor in improving
overall communications will be the extent to
which shippers and 3PLs invest in cloud-based
collaboration solutions to speed response
times and increase visibility with 3PLs and
the extended supply chain. Ultimately, this is
likely to eliminate much of the need for the use
of email as primary means of communications
between 3PLs and customers.
Aligning Service Providers with 3PLs
and Customers (Shippers)
A critical issue to the success of 3PL - customer
relationships is the extent to which asset-based
service providers are aligned with the 3PLs and
their customers. A look back at Figure 4 in this
chapter provides a reminder of how essential
it is that these three organizations be on the
same page with respect to supply chain goals
and objectives, and operational and strategic
performance.
• Formal Plans. Earlier in this section we
addressed the importance of 3PLs and
shippers having agreed-upon, formal plans
for working with each other, and this same
priority is apparent in the context of 3PLs
working with their service providers. As
reported in our global survey, and shown
in Figure 12, 77% of the 3PLs and 91% of
shippers agreed that 3PLs are expected
to have formal plans to help manage
relationships with their service providers.
• Selection of Providers. Survey responses
indicated that 80% of 3PLs and 63% of
shippers agree that 3PLs either select or help
to select service providers. This suggests a
degree of collaboration by both 3PLs and
shippers on these important decisions, and
results in both parties experiencing a sense
of accountability for acceptable performance
by service providers.
• Sharing and Use of Information. As
discussed in the “Current State of the 3PL
Market” section, the availability and use
of capable information technologies is
viewed as essential in most 3PL-customer
relationships. Based on the content of
Figure 12, 81% of 3PLs and 71% of customers
agree that there is a meaningful sharing of
information between customers, 3PLs and
service providers.
• Operational Visibility. Interestingly, 80%
of 3PLs and 71% of shippers agree that 3PLs
have visibility into the performance and
daily status of the service providers. While
these percentages suggest that operational
visibility is present in a clear majority
of 3PL-service provider relationships, of
significant concern are those relationships
where this may not be the case.
• Service Failures. This observation is similar
to the previous one in that 81% of 3PLs and
79% of shippers agree that a service failure
by a service provider also represents a
service failure by the 3PL. If there are
instances where 3PLs are not thought to bear
this responsibility, this needs to become a
topic of discussion.
• Need for Improvement. Aside from the
positive aspects of some of the above
results, 83% of 3PLs and 80% of shippers
agree that improvement is needed in how
shippers, 3PLs and service providers manage
relationships with one another.
Now that we have addressed issues relating to
the need for alignment between shippers, 3PLs
and service providers, it is essential that these
parties avail themselves of new technologies
that are being developed. Examples of
such technologies are the multi-enterprise
collaboration systems that have been developed
and refined by technology providers, such as
Lanetix, to enhance collaboration and alignment
between organizations involved in the use,
management and provision of 3PL services.

25Aligning 3PL Relationships
Role of 4PLs in Aligning 3PLs with
Needs of Customers
While the functioning of a 4PL/lead logistics
provider may take on many different forms,
the concept of a lead logistics provider (LLP) is
one that can assist greatly with the objective of
aligning 3PLs, shippers and service providers.
Essentially, a LLP represents a single party in
charge of a customer’s 3PL relationships that is
responsible for managing the portfolio of 3PLs to
help achieve the strategic goals of the customer
organization.
Someofthecapabilitiesofa4PL/LLPorganization
include:integratingvariousoperationsandthird-
party engagements, responding to increased
service demands, delivering value through
new or additional service offerings, providing
seamless supply chain services across disparate
geographies, and addressing and responding to
IT-based needs and problems that may be present
in the relationships between shippers, 3PLs and
service providers.
0% 20% 40% 60% 80% 100%
3PLs Shippers
In the case that your organization engages service providers to physically provide services to
your customers, please indicate whether you agree or disagree with each of the following.
3PLs are expected to have formal plans to help
manage relationships with their service providers
3PLs select or help to select the service
providers that are used to serve our customers
There is a meaningful sharing and use of information
between our organization, service providers and customers
3PLs have visibility into the performance
and daily status of the service providers
A service failure by one of the service providers is
considered a service failure of our 3PL organization
Improvement is needed in how customers, 3PLs and
service providers manage relationships with one another
77%
80%
79%
71%
71%
63%
91%
83%
81%
80%
81%
80%
Figure 12: Relationships Between 3PLs and Asset-Based Service Providers
Depending on the availability of key resources
relating to people, processes and technologies,
some organizations elect to use internally-
available capabilities to create the benefits of a
4PL. Considering the complexity and challenges
of creating a viable 4PL capability, however, a
preferred approach is to first consider the value
available from commercially-available 4PL
organizations that focus on being core competent
in aligning themselves and their capabilities with
the customer organizations and their 3PLs.

Alignment and Collaboration – Disruptive Trends Abound
An article in the Harvard Business Review in 1996 suggested that “balanced scorecards” could be of significant value in aligning individual,
team and departmental goals. While this approach was met with success, today’s supply chains are exponentially more complex and alignment
is even more elusive. As a result, there has been increased collaboration among supply chain participants, such as shippers, carriers and
warehouse operators. To further help with these efforts, a new wave of cloud-based collaboration technologies has become available.
“Success lies in understanding and constantly improving your internal processes, especially those that impact customers,” said Elijah Ray,
executive vice president of client solutions at Sunland Logistics, a South Carolina-based provider of logistics services that does close to half
of its business in the retail sector. “As Dr. W. Edwards Deming explained, you can’t manage what you can’t measure.”
Ray is one to know with his accomplishments including a Six Sigma Master Black Belt and extensive ASQ Certified Quality Manager training.
“Sunland makes a point to align its processes with its customer commitments, so the customer is always first in every workflow, scorecard
and process,” Ray added.
Bill Fisher, a board member at Gap Inc., diptyque and Lanetix, said, “With the costs of deploying cloud-based collaboration solutions lower
than ever, shippers can work more closely with their logistics service partners to bring their common goals, plans and teams into even greater
alignment.”
Many supply chain innovators, such as Sunland Logistics, rely on cloud-based scorecards that include individual and team key performance
indicators modeled after customer service-level agreements. They publish operational dashboards on devices ranging from desktops to
smartphones, which map tasks to individuals based on their expertise.
Ray said, “Our own ‘internal LinkedIn’ helps us identify the best person to work with our customers. This helps to assure the most relevant
expertise is called upon to resolve a particular customer issue.”
Fisher applauds the early work of supply chain innovators. “The most successful retailers and manufacturers will be those that align their
supply chains—from logistics service providers to carriers—in a unified plan, supported by agile, cloud-based collaboration apps.”
Key Takeaways
• The relationships between 3PLs, shippers
and service providers may be envisioned as
a supply chain for the provision of integrated
supply chain services.
• Generally, 3PL-customer relationships may
be termed strategic, tactical/operational
or a combination of both. Most 3PL users
indicate they have a formal plan for dealing
with 3PLs.
• The process of initiating (or onboarding)
3PL-customer relationships includes several
key steps. These include: mapping out a clear
process, meeting with senior management,
drafting a formal plan for managing
relationships, having the capability to scale
operations to demand, reaching mutual
agreements, and understanding roles and
relationships with asset-based service
providers.
• Although there are a number of factors
that may lead to success in 3PL-shipper
relationships, principal among these are:
control over supply chain operations, risk
mitigation, business reviews and dedication
to continuous improvement.
• Regular communication between 3PLs
and shippers is an attribute of successful
relationships, and survey results evidence
a high frequency of daily and/or hourly
contact between these parties.
• There are a number of established
and emerging strategies for improved
communications between 3PLs and shippers.
Among these are: real-time customer access
to 3PL administrative responses, real-time
(3PL) news feeds, use of email, and focus on
people, process and technology.
• There is a growing importance of multi-
enterprise collaboration systems between
shippers, 3PLs and service providers.
• Both 3PLs and shippers agree that the
challenges of strategic and operational
alignment need to extend to the service
providers.
• 4PLs represent a significant set of capabilities
that may facilitate the aligning of 3PLs,
shippers and service providers.

Types of 3PL relationships
Elements of a 3PL relationship
Focus 3PL relationship management plans
Strategic
buyer
Tactical
buyer
Some combination
of strategic
and tactical
87% 96%
63% 73%
80% 81%
46% 69%
43% 70%53% 54%
Clients 3PLs
Service provider relationships
3PLs select or help to select the service
providers that are used to serve our customers
3PLs have visibility into the performance
and daily status of the service providers
A service failure by one of the service providers is
considered a service failure of our 3PL
organization
3PLs are expected to have formal plans to help us
manage relationships with their service providers
There is a meaningful sharing and use of
information between our organization,
service providers and customers
Improvement is needed in how customers,
3PLs and service providers manage
relationships with one another
Focuses primarily on
the strategic elements
of our relationship
Focuses primarily on the
operational elements of
our relationship
Focuses on both
strategic and
operational elements
of our relationship
Customer relationships
In communicating with our 3PLs/clients,
we find that most of the time email
provides the needed types of
functionality
Real-time news feed
(like Twitter or Facebook)
of everything that is happening
across all 3PLs used by a client
Our plans for working with
3PLs/clients focus on people,
processes and technology
43%
30%
Automated way for clients to log in
and see requests from our 3PLs for
approvals of decisions, activities,
documents and other “to-do’s”
57%
70%
80%
20%
80%
81% 77%
81% 83%
20%
19% 23%
19% 17%
43% 37% 20%
Agreed-upon performance
expectations
“Dashboards” to help
understand current progress
and results of 3PL operations
Formal performance reviews
including measurement/
feedback of results
Cultural fit with our 3PLs
AGREE DISAGREE
Providing 3PLs with
information relating to
shippers' goals and strategies
Visibility by shippers and
3PLs into workflows and
process management
84%
9%
16%
91%
10%
41%
49%
27

29
Competition within in the supply chain arena
is increasing, and logistics providers are
constantly working to differentiate themselves
and provide added value to their customers.
Successful 3PL relationships provide shippers
with sustained value and information to power
data-driven decisions.
Capacity challenges, changing technology
and logistic innovations in other industries
are all creating competitive opportunities for
3PLs and others looking to enter the industry.
Providers are responding with increased
collaboration, improved technology platforms
and data-driven solutions.
Tightened Capacity
In the U.S., the trucking industry has
functioned at a 95-97% capacity over the past
three years. The tightened capacity is altering
shippers’ ability to move loads as well as how
these shippers interact with their third-party
logistics providers. The need for shippers
to find alternate methods and providers is
apparent. Among survey respondents, 29%
said assets have not been available to move
shipments when needed; the same amount—
29%—has engaged with a larger number
of 3PLs to gain access to more capacity. The
majority of respondents—44%—said they’ve
enhanced relationships to guarantee shipping
lanes and on-time shipments, and 40% said
they’ve increased rates, as shown in Figure 13.
The average company outsources close to three
different logistics services. As shown in Figure
14, respondents said they’re outsourcing their
logistics spend across a variety of providers,
including large global providers, such as UPS,
FedEx, DHL and Penske Logistics, regional full-
service providers and specialized providers,
such as freight forwarders, and testing evolving
service providers, such as UberRush, Amazon
and Google Express.
The fragmented logistics sector has witnessed
growing consolidation, resulting in increasing
prices and fewer partners for 3PLs. Mergers and
partnerships are affecting multiple modes of
transportation.
Among ocean carriers, the German shipping
company Hapag-Lloyd and the Chilean shipping
company CSAV merged, becoming the world’s
fourth-largest ocean carrier. Hapag-Lloyd said it
anticipates annual savings of at least $300 million
due to network optimizations, improvements
to productivity and reductions in costs. In
addition, A.P. Moeller-Maersk A/S and MSC
Mediterranean Shipping Co., two of the world’s
largest container-shipping lines, entered into a
10-year pact, agreeing to share 185 vessels along
Asia-Europe, Transatlantic and Transpacific
routes. Maersk said the agreement would
improve network efficiency and vessel capacity.
Mergers and acquisitions have dotted the third-
party logistics market, both within the U.S. and
abroad. Earlier this year, FedEx Corp. entered
into an agreement to buy the Dutch parcel-
delivery company TNT Express NV, which
FedEx said would bolster its ground network.
XPO Logistics has acquired several large
providers, including Norbert Dentressangle
and Pacer International Inc., making XPO
Logistics one of the largest intermodal services
providers in North America.
In Japan, Kintetsu World Express Inc.
purchased Singapore-based Neptune Orient
Lines Ltd.’s logistics business, which gets most
of its revenues from the Americas, for $1.2
billion (U.S.). Also in Japan, Japan Post acquired
Toll Group, Australia’s largest provider of
transportation and logistics, giving Japan Post
a reach that spans 55 countries.
-10%
0%
10%
20%
30%
40%
50%
60%
70%
Increase in ratesNo changes
identified
Engaging with a larger
number of 3PL
relationships to get
access to more capacity
Assets not
available to move
shipments in
time needed
Increased usage
of load sharing
among shippers
Enhanced/tighter
relationships to guarantee
shipping lanes and
on-time shipments
22%
29% 29% 30%
39%
45%
Figure 13: The Effect of Capacity Consolidation on Shipper/3PL Interaction

This merger and acquisition activity within
the logistics industry is expected to continue,
increasing the need for providers to build and
maintain customer relationships and adjust
their strategies by region. One workshop
participant noted that Japanese culture has
deep loyalty and will be less likely to switch
providers.
3PL-Shipper Collaboration
Shippers are more willing to collaborate on
and adjust business practices to keep assets
moving. Thus, shippers and 3PLs continue
to share information. Successful shippers
understand that being flexible can ensure
reliable coverage and, possibly, a better rate.
Some shippers no longer specify tight delivery
windows and many within the industry are
moving away from the pre-appointment
concept. To maximize efficiency, shippers can
specify what they need to move and when it
needs to be delivered, but leave the rest up to
the logistics provider.
3PLs have the advantage of looking across
their customer base, aligning carriers
and maintaining a continuous move and
co-mingling freight from several customers,
which provides a cost benefit for all involved.
Among respondents, 30% have increased the
usage of load sharing among shippers. Shippers
with rigid pick-up and delivery times will
pay a premium due to increased costs, but
3PLs are providing data to allow shippers to
make informed decisions. Although flexibility
is beneficial, providers said it is important to
avoid being too broad, which can produce
inefficiencies and tie up assets.
As capacity becomes a greater concern,
increasingly 3PLs are serving as a middleman
driving customer collaborations and also
relying on a network of service providers to
fulfill their customers’ needs, particularly
within the final mile.
Over the past decade, the delivery time has
shrunk from a couple of days to the same
day and, in some cases, the same hour. A
Large, global providers (e.g., Panalpina, UPS)
Regional, full-service providers (e.g., Toll)
Specialized providers (e.g., freight forwarders, air)
Evolving service providers (e.g., UberRush,
Amazon, Google Express)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Figure 14: Outsourced Logistics Spend Among Service Providers
successful last-mile fulfillment process
utilizes route optimization, incentivized
scheduling, and real-time electronic tracking
and communication.
The final mile is an area of competition within
the overall portfolio of logistics services, and
logistics providers are releasing innovative
solutions. Uber has released a number
of solutions, including UberRush, a bike
messenger service for smaller items in New
York City. Uber is also testing UberCARGO in
Hong Kong, where users request van service,
then either load the goods themselves or
with the help of the driver. Deliveries can be
tracked in real-time through the Uber app or the
customer can ride along with the items. Rates
are calculated based on time and distance.
Two similar companies, GoGoVan, which says
it has 10,000 drivers, and Lalamove (called
EasyVan) also operate in Hong Kong. Lalamove
has raised $10 million to ramp up expansion
across Southeast Asia and mainland China.
The concept of drones has been growing as a
final-mile solution, with Amazon first making
headlines for the delivery method in 2013.
Recently, the company proposed that airspace
located between 200 feet and 400 feet from the
ground be reserved for drones. Amazon said it
expects that within the next 10 years, hundreds
of thousands of small drones, both from Amazon
and other providers, will be in use.
New logistics providers are breaking all the
rules by asking individuals if they are interested
in delivering packages through crowd-sourcing
services. Shippers and retailers, including
Amazon and Wal-Mart, are continuing to
innovate crowd-sourcing solutions in which
shippers or retailers reach out to their existing
or in-store customer base to make deliveries
near their destination location. In return for the
delivery, customers would receive a discount
on their shopping bill or a fee.

31
Investing in new
capabilities yourself
Leveraging new
capabilities from
other companies
in different industries
Choosingnot
to invest
Leveragingnew
capabilitiesfrom
competitors
58%
40%
20%
15%
Figure 15: Investments to Meet Customer Expectations
Managing the Final Touch Point
Third-party logistics providers frequently work with outside motor carriers to make
the final delivery of goods. This puts the final touch point out of the 3PLs’ control, so
3PLs must work with a trusted pool of providers and communicate their expectations
with their partners so they understand how to provide a strong customer experience.
As 3PLs work to differentiate themselves and provide greater customer service to
shippers, they are requesting more from drivers, such as stocking shelves, rotating stock,
making in-store deliveries before, during and after hours and educating the customer.
To manage expectations, 3PLs are documenting the rules of engagement so drivers know
the expectations once they arrive. That can become more challenging for providers
as they mingle freight, and technology is playing a key role in managing systems to
ensure drivers are meeting each customer’s requirements.
Opportunities for 3PLs
Shippers reported becoming more customer-
service oriented, which is increasing the
focus on 3PLs’ value proposition, and
shippers are ready to pay for high-quality
services if they lead to improved customer
service.
To meet more demanding customer
expectations, such as same-hour, same-day or
next-day delivery, an omni-channel experience
and timely order visibility, 58% of respondents
said they are investing in new capabilities for
themselves, 40% said they are leveraging new
capabilities from other companies in different
industries, and 15% said they are leveraging
new capabilities from competitors, as shown
in Figure 15. Just 20% of respondents said they
are choosing not to invest.
The Role of Technology in the Supply
Chain
The industry is demanding innovation and
technology while being cost conscious, and
3PLs are answering with cloud computing.
Cloud technology is helping 3PLs and shippers
reduce transportation costs, improve visibility,
manage inventory and achieve regulatory
compliance, addressing several of the top
challenges shippers face, shown in Figure 16.
Today, the majority of 3PLs offer in-house or
third-party cloud-based services.

Total survey respondents = 5,000 3PL users
Challenges faced by shippers,2014
12%
12%
13%
17%
17%
18%
20%
20%
22%
31%
32%
63%
Vendor Management
Technology Strategy and Implementation
Expanding/sourcing from New Markets
Expanding/Selling to New Markets
Regulations, Security, Other Compliance
Reducing Labor Costs
Managing Inventory
Retaining and Training Labor
Supply Chain Visibility
Improved Customer Service
Business Process Improvement
Cutting Transportation Cost
Figure 16: Challenges Faced by Shippers
Routing Technology in Action
OneworkshopparticipantnotedthatCaltex—apetroleumbrandnameofChevronCorp.used
inmorethan60countriesintheAsia-Pacificregion,theMiddleEastandsouthernAfrica—relies
heavily on technology for its constant routing changes. The company has no fixed delivery
windows andinsteadfocusesonjust-in-time fueldeliveriesasneeded.Thecompany relieson
cross-docking and utilizes all of its trucks to minimize its need for fuel storage.
Data-Driven Solutions
As a result of tightened capacity as well as
government regulations that make drivers’ time
more valuable, 3PLs are utilizing technology
to choose the most profitable and efficient
shipping lanes and reduce empty miles.
Technology is allowing for continuous route
optimization along with dynamic incentivized
scheduling, electronic confirmation and proof
of delivery.
Customers’ networks change on a regular basis,
and 3PLs can maximize freight movement by
using both static and dynamic routes. Unlike
static routing, dynamic routing allows 3PLs
to monitor real-time changes that alter the
network, and adjust the route to maximize its
efficiency and cost.
3PLs are utilizing their customers’ data,
supplementing it with their own and applying
their expertise within one industry to another,
such as using the just-in-time, just-in-sequence
Cloud-based technology is fueling the growth
of non-traditional competition in the 3PL space
due to its ease of implementation, expense vs.
ability and inherent data model. This has
also caused capacity integration across Asia
and more of Mexico along with merger and
acquisition activity in North America.
The cloud also makes the integration of solutions
from more than one 3PL player more feasible,
which is important given the use of multiple
providers throughout the supply chain. With
shorter implementation timelines, lower cost of
acquisition (often an expense versus a capital
investment) and increased ease of use, cloud-
based solutions are helping lower the barrier to
entry into the logistics services industry.
Among respondents, the majority—60%—said
they are using technology to increase visibility
within orders, shipments and inventory; 40%
are using technology for planning within
transportation management and 48% are
using it for scheduling within transportation
management, shown in Figure 17.

33
60%
40% 38% 38%
33% 32%
28% 27% 25%
13%
0%
10%
20%
30%
40%
50%
60%
70%
% respondents leveraging the technologies
Transportationmanagement
(Planning)
(Scheduling)
Warehouse/distribution
centermanagement
Supplychainplanning
Networkmodeling
andoptimization
Advancedanalytics
anddataminingtools
Globaltrade
managementtools
Transportation
sourcing
Visibility(order,shipment,inventory,etc.)
Yard
management
Figure 17: Leveraged Technologies
delivery patterns perfected in the automotive
industry within the food and beverage
industry.
In some cases, 3PLs collect information as
part of their deliveries and push it back to the
customer, connecting the expectations of the
receiving location with the back office and
improving the overall experience.
Technology and data also aids shippers
in selecting the right shipment modes to
maximize efficiency and reduce costs.
Technology allows providers to create ‘what
if’ scenarios in which they alter routes, modes
and pick-up times to determine what it means
to shippers’ cost and delivery times.
Shippers are increasingly looking for carriers
and logistics service providers that offer
multi-modal capabilities, and 3PLs have the
benefit of taking an outside-in approach and
obtaining an unbiased look at the network
to create the most cost efficient solutions,
which in the U.S. is leading to an increase in
intermodal services. As a result, providers
experienced service disruption at key points in
the network, proving that today’s answer may
turn into tomorrow’s challenge and requiring
a continuous need to be flexible and creative.
Increasing container ship sizes further led
to increased congestions at ports in the U.S.
and Europe, leading to diversion of freight to
other channels, creating challenges within the
supply chain.
With the expansion of the Panama Canal,
ports worldwide are widening and deepening
channels to prepare for larger vessels, which
will alter logistics lanes. This will allow larger
ships to bypass U.S. West Coast ports that have
struggled with congestion. The expansion of
the Panama Canal is covered in greater detail
within the “Strategic Assessment” section of
the report.
Going Forward
As the logistics landscape continues to respond
to more freight, capacity and regulatory issues,
and increasingly demanding customers and
consumers, the industry is more focused
than ever on innovation. Some creative
solutions are coming from relaxing the
historical constraints of yesterday. Others are
coming from leveraging new solutions from
drones to “you and me” becoming last-mile
service providers. In addition, cloud-based
technologies are helping to lower the barriers
to entry to an industry in which it can be
difficult to establish operations. So the future
looks bright for logistics services providers,
whether they be the traditional companies
shippers have come to rely on or new players
that are beginning to send ripples across the
competitive landscape.

More than 60% of the leading 3PL players offer in-house or third-party cloud-based services
These cloud-based solutions provide better supply chain visibility, quicker deployment and reduce the cost of operation
Cloud solutions, including transportation management systems, supply chain planning, factory management
and others, will aid 3PL playersas they face capacity challenges and innovation in other industries
Cloud computing
Capacity Challenges Innovations
Positive
Negative
Port Expansion
Growing Intermodal
Freight
Shipper-Carrier
Collaborations
Increasing Air
Cargo
Consolidation in
Logistics industry
Stringent
Regulations
Port Congestion
Shortage of
Drivers
Dynamic Incentivized
Scheduling
Mobile and Telematics
Electronic Confirmation
and Proof-of-Delivery
Continuous Route
Optimization
Freeandsame-daydeliverieshave
increased pressureonfulfillment
services
Figure 18: 3PL Cloud-Based Supply Chain Management Solutions
Key Takeaways
• Capacity concerns have altered how a large
number of shippers interact with providers,
with 29% of respondents reporting that assets
have not been available to move shipments
when needed. The same amount—29%—has
engaged with a larger number of 3PLs to get
access to more capacity, 44% have enhanced
relationships to guarantee shipping lanes
and on-time shipments and 40% have
increased rates.
• The fragmented logistics sector has
witnessed increasing consolidation,
resulting in increasing prices and fewer
partners for 3PLs.
• Shippers are willing to be flexible with
shipments and adjust business practices
to keep assets moving, increasing the
likelihood a shipper will not only obtain
capacity but also a better rate.
• 3PLs are also using technology and data to
aid shippers in selecting the right shipment
modes to maximize efficiency and reduce
costs. The majority of respondents—60%—
are using technology to increase visibility
within orders, shipments and inventory; 40%
are using technology for planning within
transportation management and 38% are
using it for scheduling within transportation
management.
• To meet more demanding customer
expectations, such as same-hour, same-
day or next-day delivery, an omni-channel
experience and timely order visibility, 58% of
respondents are investing in new capabilities
for themselves, 40% are leveraging new
capabilities from other companies in
different industries, and 15% are leveraging
new capabilities from competitors.
The use of new technologies has helped 3PL players to
combat external challenges and improve internal operations

3535Strategic Workforce Management Throughout the Supply Chain
Leveraging
new capabilities
from competitors
Estimated percentage of outsourced
logistics spend by provider type
How the expectations of changing and more
demanding customers are being met
58% Investing in new
capabilities yourself
Choosing not
to invest
20%
15%Leveraging new capabilities
from other companies in
different industries
40%
Large global providers
Regional full service providers
Specialized providers
Evolving service providers
Impacts of capacity consolidation
21%
No changes
identiﬁed
29%
Engaging with a larger number
of 3PL relationships to get
access to more capacity
40%
Increase in
rates
44%
Enhanced / tighter
relationships to
guarantee shipping
lanes and on-time
shipments
30%
Increased usage of load
sharing among
shippers
(Planning)
(Scheduling)
Warehouse/distribution
centermanagement
Supplychainplanning
Networkmodeling
andoptimization
Advancedanalyticsand
dataminingtools
Globaltrademanagementtools(including
customsprocessingandimport/export
documentmanagement)
Transportationsourcing
Yardmanagement
Visibility(order,shipment,inventory,etc.)
60%
40% 38% 38%
33%
32%
28%
27%
25%
13%
The percentage of respondents leveraging technologies
The application of cloud technology
29%
Assets not available to
move shipments in
time needed
21%
54%
21%
4%

Keeping Supply Chain Talent in Stock

37
The entire supply chain relies on people to make
the system work, and the logistics industry is
facing an unprecedented labor shortage. Not
only is the supply chain industry struggling to
find the right talent to fill positions, labor issues
are expected to intensify in the coming years.
Although labor concerns pose a challenge, they
also create a tremendous opportunity. 3PLs
that are able to leverage their employees in a
new way will provide added value to shippers
and obtain a competitive advantage. More than
half of shippers—52%—feel they can rely on
their 3PLs to address the labor shortage’s effect
on their business, as shown in Figure 19.
Jan-Martin Witbreuk, a senior client partner in
the distribution and logistics practice at Korn
Ferry and a former executive with CEVA and
DHL Supply Chain, said, “The 3PLs tackling
the labor challenge have an outstanding
planning capability for labor redeployment in
combination with hiring talent ahead of the
curve. This is today’s recipe for outgrowing
the market but it will require a willingness to
invest in talent ahead of the curve.”
To build and maintain a strong labor pool, 3PLs
may need to take a lesson from the technology
industry whose domain of expertise is
reinvented every few years. To build ahead-
of-the-curve talent in a rapidly changing
industry, those within the technology field
have had to pivot to and embrace a labor pool
that values learning and can react quickly to
shifting demands.
Currently 79% of 3PLs feel they are unprepared
for the labor shortage’s impact on their supply
chain. To meet customer expectations, they will
need to ramp up their efforts to attract and
retain employees, increasing their focus on
employer branding (covered in the “Strategic
Assessment” portion of this report), training
and workforce agility.
Going forward, the demand for supply chain
jobs is likely to increase, however the supply
of labor is expected to shrink. As reported in
the 19th Annual Third-Party Logistics Study, 60
million employees were exiting the supply
chain industry with only 40 million people
joining the industry to fill the gap.
Worldwide, the labor shortage exists within
blue-collar transportation functions along with
middle management jobs in the warehousing
and logistics industry, shown in Figure 20. The
skilled labor shortage is expected to increase
in the next five years, with the truck driver
and warehousing staff shortage expected to
surge the most. Moreover, supply chain jobs are
expected to grow by 25% over the next decade
and almost 25% of the current workforce in
supply chain management was expected to
retire by 2015.
As shown in Figure 21, shippers and providers
said they expect difficulty in filling niche-talent
positions along with an extended lead time
when it comes to hiring.
To best address the difficulty the labor shortage
will present, companies are identifying
challenges and looking for solutions. As a result
of the labor shortage, workforce challenges will
shift. Currently, shippers and their logistics
partners’ top challenge is attracting the best
talent, as shown in Figure 22, but in the future,
they anticipate their top challenge will be not
finding the right people fast enough.
Supply chain operations have become complex
over the years, requiring employees at all levels
with better analytic capabilities. Executive,
management and non-management skills
have drastically changed over the last 20
years. Currently, it is crucial supply chain
leaders understand how to deal with a crisis,
technology, and the increased complexity and
transparency of the supply chain. Less than
20% of the current workforce in the industry
has the new required skill set. The number of
supply chain university courses has increased
over the years, yet the academic curriculum still
lags behind the current needs of the industry.
The Driver Shortage
While there are overarching workforce issues,
the driver shortage remains a primary concern.
Within the U.S., 70% of freight tonnage is moved
on a truck, and without drivers, that freight
is likely to stand still. The American Trucking
Associations estimates a driver shortage
of 35,000 to 40,000 in 2015, and that number
jumps to 240,000 in 2020. Traditional driver
recruiting became obsolete almost overnight
with the trucking industry scrambling to find
solutions or perhaps pursue the best recruiting
method: a retainer strategy.
The industry will likely depend on 3PLs to prepare
for the labor shortage
Shippers feel they can rely on their 3PL’s preparation
for the labor shortage’s impact on their business
3PLs feel their shippers are unprepared for the labor
shortage’s impact on their supply chain
52%
79%
Figure 19: Shippers Rely on 3PLs to Handle Labor Shortage

Worldwide transportation functions across various
industry face a major labor shortage in blue-collar jobs
Worldwide warehousing and logistics functions
face a shortage mainly in middle managementjobs
Major countries facing a
truck driver shortage
Australia UK
High insurance
rates for the youth
Licensing laws
increasing waiting
periods
Lack of proper
training
Fall in largegood
vehicle licensing
Regulation scrutinizing
driver operations
Lower wages
Aging population
Other Industries are
more attractive than
trucking
Regulation scrutinizing
driver operations
Abolition of
compulsory military
service
Three-year training
period
U.S. Germany
JapanCanada
Figure 20: Global Concerns Adding to the Labor Shortage
Almost 37% of the demand for drivers is to
substitute the aging drivers, and the average
age of a truck driver today is 55 years old or
more. Even those now entering the industry
are older than those entering in the past.
A report by the American Transportation
Research Institute (ATRI) shows that there has
been a decline in the percent of the U.S. labor
force under the age of 35 that works within the
truck transportation industry.
“It is evident that over the past 20 years the
25 to 34 group, as a percentage of industry
employees, has decreased significantly,” ATRI
said. “If current trends continue the core
trucking generation—persons 45 to 54—will
retire with a significant deficit of younger
employees behind them to take their place.”
To attract drivers, companies are turning to
a variety of solutions. Within the trucking
industry, a growing number of companies
are offering signing bonuses, ranging from
$500 to $12,000 depending on the region.
Some companies are covering the cost of
driver training and licensing in exchange for
a commitment to drive for a fixed period. When
possible, carriers are investing in newer, more
comfortable equipment in an effort to attract
and retain drivers, including women and older
drivers, and working to provide more benefits,
such as flexible routes and work schedules.
Workforce Development
Innovative and dynamic employee development
and hiring strategies will play a critical role in
most organizations’ response to the anticipated
labor shortage.
To meet the growing labor needs, companies
will likely develop built-in succession or talent
pipeline programs, identifying opportunities for
high-potential workers and creating structured
paths for advancement. Training programs will
help employers develop their existing talent
pool, and there may be an increased number
of partnerships between providers and driver
schools or other industry groups.
In Europe, the supply chain industry has focused
on high school graduates as potential “captains
of country roads,” and launched employment
campaigns to reach younger workers.
Cross training will play a greater role within the
workforce, as will workforce agility in which
employersfocusonhiringemployeeswhoareable
to learn and adapt to shifting needs. Agility—a
mindset and a behavior in which businesses and
employees embrace unfamiliar situations—will
allow companies to address the labor shortage
and drive growth in new situations.
Logistics companies are trying to bring logistics
curriculum up to par with current operational
needs. Some companies are turning to paid
internships, project sponsorship and consulting
assignments. Employers are also offering on-site
workshop sessions, professional monitoring and
online courses to improve workers’ skill levels.
A number of companies, including Anheuser
Busch and Caterpillar, are embracing career
development programs to attract graduates
interested in pursuing a logistics/supply chain
career. New hires can further develop their skills
while rotating through various areas, including
transportation, supply planning, wholesaler
operations and warehouse logistics.

39
6
Hard-to-fill niche talent
positions
Long time to hire
Poor quality of labor pool
Inability to offer competitive
compensation package
Underdeveloped or
under-performing presence in
new talent channels
Absence of technology or
technology deployed but
not optimized
Figure 21: Current and Future Hiring Challenges
3
2
1
5
44
5
Attracting the best talent
Developing leaders
Retaining high performers
Not finding the right people
fast enough
Lack of continuity and thus
quality of service or product
Growing turnover
Today’s workforce challenges
for 3PLs and shippers
Workforce challenges of tomorrow
due to labor shortages
Enhancing employee
motivation and engagement
Reducing workforce costs
Decreased productivity
and output
Inability to promote and
accelerate careers of high
potentials
Figure 22: Current and Future Workforce Challenges
The industry may also increase its use of
a mobile workforce and human resource
outsourcing. There are several benefits
associated with the outsourcing of warehouse
labor management in particular, including
improved productivity and reduced costs.
Labor costs account for 50% to 70% of the total
expenses of warehousing function.
Elevating an employer brand will also accelerate
hiring. Companies that invest as much time and
resources into their employer brand as they
do into their customer-facing brand create a
competitive advantage when labor is scarce.
This topic is covered in greater detail within the
“Strategic Assessment” section of the report.
Automation as a Solution
While employees will always be a crucial
component within the supply chain industry,
automation could help lessen the impact of a
workforce shortage.
A number of advancements have been made
toward driverless trucking in which a lead truck
is operated by a human driver followed in close
formation by a small fleet of driverless vehicles
“tethered” by a series of sensors.
As detailed in the section “3PL Competitive
Landscape,” several companies, including
Amazon, have considered crowd-sourced
delivery solutions that use individuals to deliver
packages. These solutions can be powered by
mobile apps that alert drivers to available
packages.
Automation is also a solution within the
warehouse segment of the industry. Some
logistics companies are trying to improve
their current productivity to deal with the labor
shortage. Companies are adopting real-time
monitoring to increase labor productivity. They
arealsoinvestingintechnologytoimprovelabor
forecasting, planning and scheduling. The right
tools can offer providers accurate forecasting
of labor requirements and scheduling based
on demand, therefore logistics companies are
able to cater to more business with less capacity.

Alternative Labor Pools
To help bridge the labor gap, the industry could
tap into several existing labor pools, including
women and military veterans.
Traditionally,womenhavehadlowrepresentation
in the logistics industry. Reaching out to women
to increase their numbers in logistics education
programs and the logistics workforce could
help mitigate the shortage. Factors that appeal
to women in the workforce include work-life
balance, more career opportunities and gender
equality in the workforce.
The trucking industry is already increasing its
outreachtowomen.TheBureauofLaborStatistics
reported that in 2014, 5.8% of truck drivers were
women, lower than the percentage of female
construction managers or mechanical engineers.
The Women in Trucking Association, which has
2,500 members, is working to encourage women
to become professional drivers. “As carriers
advertise automated transmissions, air ride
seats, drop-and-hook freight and regional runs,
the industry becomes more attractive for female
drivers as well as their male counterparts,” the
association said.
Women in Trucking is working with cab
manufacturers to identify in-cab features that
make cabs more adaptable for women’s frames,
such as adjustable seats and pedals for shorter
drivers and lower steps for accessing cabs and
freight. Adaptability can also appeal to aging
drivers or team drivers that need to be able to
adjust settings when transitioning from driver
to driver.
The federal government has taken several steps
to simplify the transition to the transportation
industry for veterans, including expanding a
program that gives states the authority to waive
the skills portion of the commercial driver’s
license application for active-duty and recently
discharged members of the U.S. armed services,
the National Guard and Reserve and the U.S.
Coast Guard if those individuals have experience
driving comparable military vehicles.
A number of trucking companies have
committed to the Chamber of Commerce
Foundation’s Hiring our Heroes campaign that
helps veterans, transitioning service members
and military spouses find employment. The
industry expects to hire approximately 100,000
veterans by 2016.
Key Takeaways
• The demand for supply chain jobs is likely
to increase, however the supply of labor
is expected to shrink. The skilled labor
shortage is expected to increase in the
next five years, with the truck driver and
warehousing staff shortage expected to
surge the most.
• Thelaborshortagewillcreateopportunities
for 3PLs to be more innovative, leverage
their employees in a new way and provide
added value to shippers. More than half of
shippers—52%—feel they can rely on their
Workforce Agility in Action
For one multi-billion dollar wholesale grocery distribution company that participated in
this year’s study, embracing workforce agility has maximized efficiency and helped the
company meet its shifting labor needs.
The company delivers about 100,000 food and grocery items to thousands of retail locations
in the U.S., making warehousing the foundation of the company. To meet demands, the
company has 14,000 warehouse workers, including forklift operators and selectors. However,
work within the warehouse is physical and typically appeals to those 40 or younger. Rather
than lose employees, the company has found that transitioning warehouse workers to
driving gives workers the ability to continue their career with the company while also
cutting down on the company’s driver recruiting costs.
In order to provide proper training and motivation, the distributor has partnered with
local training programs and offers retention bonuses. The company estimates the overall
cost to train seven students is less than $6,000, whereas recruiting would cost $20,000 to
find two qualified drivers.
Employees who are interested in driving but don’t want to travel over the road have the
option to become yard jockeys, moving trailers around warehousing locations.
To ensure employees transitioning to driving are committed, the distributor requires trainees
to put up $1,000 through payroll deduction, which is reimbursed once drivers complete the
training. Then they receive a one-year and two-year bonus.
3PLs to address the labor shortage’s effect
on their business.
• The majority of 3PLs—79%—feel they are
unprepared for the labor shortage’s impact
on their supply chain. To prepare, logistics
providers will need to increase their
focus on employer branding, training and
workforce agility.
• Innovative and dynamic employee
development and hiring strategies will
play a critical role in most organizations’
response to the anticipated labor shortage,
including workforce development, cross
training and improved recruiting.
• Automation, both within the warehouse
and on the road, could help lessen the
impact of a workforce shortage.
• Companies are expected to tap into new
labor pools, including women and veterans,
which could also help bridge the gap.

4141CRM and Use of Mobile and Cloud Technologies in 3PL Sales Processes
18%
38%
25%
39%
Top workforce issues
Recruiting and hiring strategies
55% 55%
42% 40%
35% 35%
33% 31%
30%
25% 25% 23%
21%
20%
17% 15%
Developing leaders
Attracting the
best talent
Retaining high
performers
Enhancing workforce
performance
Enhancing employee
motivation
and engagement
Reducing
workforce costs
Effectively managing
succession
Reducing employee
turnover
Developing bench
strength
Enhancing career
and job flexibility
Improving supervision
and coaching
Building a global
workforce
Changing workforce demographics / Responding
to cultural or generational differences
Utilizing workforce
planning to determine
future workforce needs
Enhancing diversity
and inclusion
Developing an effective
reward strategy
Training programs to
develop "homegrown" talent51%
16%
29%
Mobile or remote
workforce30%
26%
Accommodate workforce
considering retirement
Outsourcing and
recruiting providers
Identifying opportunities
for high potential workers35%
Geographic
workforce shifts
Attract diversity
candidates16%
20%
23%
15%
Increased wages/
compensation
Automated
substitute for labor
Management
track programs
Succession
programs
Establishing partnerships/
sponsorships with partners
Attract non-college
bound students
Cross-training or
role transitioning
Impacts of the labor shortage
Challenges attracting talent
Redistribtuion of
resources to skilled jobs
rather than
strategic
direction
Decreased
productivity and
output
Growing turnover
Wage growth
Lack of continuity and
thus quality of service
or product
Safety concerns as
organizations "do
more
with less"
Inability to promote
and accelerate
careers of
high potentials
Settling into a
"low-skill" equilibrium
Not finding the right
people fast enough
52% 50% 48%
60%61%66%
34% 34%
Costly changes to business
model inhibits growth
30%
35%
Cost surge due to
increased outsourcing
32%
Hard-to-fill niche
talent positions
Long time to hire
Inability to offer competitive
compensation package
Social and cultural changes creating
resistance to specific jobs/industries
Poor quality
of labor pool50% 46% 37%
32% 32%

43
The Greening of the Supply Chain
Sustainability has taken on greater importance
throughout the supply chain. As a result,
companies are focusing on efficiency and
including sustainability into business codes
of conduct that drive increased responsibility.
Codes of conduct often require active
engagement through data reporting and
third-party inspections or audits in all areas,
including sourcing and distribution.
The use of public-private partnerships
promoting sustainability has increased. The
U.S. Environmental Protection Agency’s
SmartWay program—a voluntary effort
designed to help the freight transportation
sector of the supply chain improve efficiency—
has grown to include 3,000 partners since it
first launched in 2004. Similarly, the Canada
SmartWay Transport Partnership also
encourages sustainability initiatives.
Both programs have annual submission
requirements on vehicle class, engine model
year, body type, total miles, revenue miles,
empty miles fuel usage by class, average
payload, average capacity volume, percent
capacity utilization by class, average idle
hours per truck, and use of particulate matter
control equipment by truck class and engine
model year.
EPA estimates the SmartWay program has
saved 144.3 million barrels of oil and $20.6
billion in fuel costs, along with eliminating
61.7 million metric tons of CO2, 1,070,000 tons
of NOx and 43,000 tons of particulate matter
emissions.
SmartWay member fleets, including Penske
Truck Leasing, are proving to be industry
leaders in the areas of spec’ing, operating
and maintaining fleets of traditionally fueled
vehicles as well as alternative-fueled vehicles.
Such alternative-fueled vehicles include natural
gas, propane, electric and diesel-electric
hybrids.
Penske’s alternative fuels vehicle fleet, which is
comprised of 600 vehicles, includes more than
400 compressed natural gas (CNG) tractors.
Traditionally, fleets have waited to invest in
natural gas tractors until they identified a
fueling network, but that network is growing.
The Department of Energy reports that there
are 845 public CNG filling stations in the U.S.
and 73 public liquefied natural gas (LNG)
filling stations. Those numbers increase when
including private facilities.
The growth in fueling stations has increased
the ease with which carriers can add natural
gas vehicles into their fleets. As the number of
carriers utilizing natural gas powered tractors
has increased, other companies have followed
suit to avoid losing business.
Some large companies, UPS, have introduced
Class 8 vehicles that run on liquefied less
natural gas (LNG), which can cost significantly
per gallon than diesel.
In an effort to increase efficiency, reduce
fuel costs and lower emissions, the trucking
industry and U.S. government have considered
increasing the truck size and weight standards,
which currently limit trucks to 80,000 pounds.
In 2002, the Transportation Research Board
recommended nationwide operation of 33-foot
double trailers, and in 2015 the Department of
Transportation (DOT) issued a report saying
increased size and weight limitations on heavy-
duty trucks would increase productivity and
reduce emissions. However, DOT said more
research is needed before the agency can
recommend a policy change. In mid-2015, both
the U.S. House and Senate were considering
measures to allow heavier, six-axle vehicles.
Proponents of the measure have said improved
efficiency from longer combination vehicles can
translate into the need for somewhat fewer
drivers. One of the social/political problems
with this issue is that there is strong social
opinion and sentiment that added truck length
equates to less safe operations. However, the
experience of most industry representatives is
that the move to 33-foot double trailers provides
a more stable, and thus safer, ride than 28-foot
doubles.
During construction, warehouses are focusing
on increased efficiency and lessening their
impact on the environment through a number
of measures, such as more efficient equipment,
water conservation efforts and the use of
responsibly managed, plant-based source
materials.
Warehouses have also increased their emphasis
on sustainability by focusing on reducing the
consumption of primary materials through
re-use and recycling while also transitioning
to naturally renewable components. Examples
include purchasing cardboard with recycled
content for packaging, utilizing energy efficient
light bulbs and having zero landfill impact.
Globally, supply chain partners continue to
look for ways to minimize noise pollution and
improve on the safe transport of hazardous
materials. The European Union’s European
Commission has released a strategy to curb CO2
emissions from heavy-duty vehicles, which is
the EU’s first initiative to tackle emissions from
trucks and buses, and the agency said it plans
to take additional action.
What supply chain sustainability initiatives
will we see in the near future? Which
technologies will companies invest in to
conserve resources and cut costs? Will carriers
increase their utilization of alternative-fueled
vehicles? How will government regulations
affect efficiency?

Alternative Fuel Options
Carriers looking to embrace alternative fuels have a number of options, including natural gas and propane.
Natural gas is an odorless, gaseous mixture of hydrocarbons—predominantly methane (CH4)—that can be either compressed or liquefied
for use in vehicles.
Compressed natural gas (CNG) is produced by compressing natural gas to less than 1% of its volume at standard atmospheric pressure.
It is stored onboard a vehicle in a compressed gaseous state within cylinders at a pressure of 3,000 to 3,600 pounds per square inch and
can be used in light-, medium- and heavy-duty applications. A CNG-powered vehicle gets about the same fuel economy as a conventional
gasoline vehicle.
Liquefied natural gas (LNG) is produced by purifying natural gas and super-cooling it to -260°F to turn it into a liquid. LNG must be kept
at cold temperatures and is stored in double-walled, vacuum-insulated pressure vessels. LNG works well for longer ranges because liquid
is more dense than gas, meaning more energy can be stored by volume in a tank. LNG is typically used in medium- and heavy-duty
vehicles, and a gasoline-gallon-equivalent equals about 1.5 gallons of LNG.
Liquefied petroleum gas (LPG), also called propane autogas, is a clean-burning fossil fuel that can produce fewer emissions than gasoline
or diesel. Propane is stored as a liquid in pressurized fuel tanks rated to 300 psi. LPG is used to power light-, medium- and heavy-duty
propane vehicles. It has a higher octane rating than gasoline, but a lower Btu rating, so it takes more fuel to drive the same distance.
Securing the Supply Chain
Security is a crucial aspect of global supply chain
management, yet the complex nature of supply
chains creates a number of security challenges.
To ensure the efficient and secure movement
of goods, shippers, logistics providers and
motor carriers are taking a layered approach to
security, dedicating more time and resources
to prevent theft, and working together to share
information and increase visibility.
Fragmentation within the supply chain makes
it difficult to ensure all parties involved treat
security with the same sense of urgency. For this
reason, a number of public-private voluntary
programs were established to target theft, both
domestically and internationally.
The United States and European Union have
agreed to recognize each country’s respective
supply chain security programs—the U.S.’s
Customs-Trade Partnership Against Terrorism
(C-TPAT), which provides certifications to
companies that voluntarily agree to adopt and
integrate the program’s security guidelines into
their supply chains, and the EU’s Authorized
Economic Operator program that provides
certain benefits to certified traders that
voluntarily agree to adopt and integrate the
AEO program’s security and other criteria into
their supply chains.
To improve security, third-party logistics
providers must have high security standards
for the carriers they use in order to preserve the
chain of command, with a number of companies
choosing to work with C-TPAT-certified carriers.
Today,C-TPATincludesmorethan10,000certified
partners, including U.S. importers, U.S./Canada
highway carriers, U.S./Mexico highway carriers,
rail and sea carriers, U.S. customs brokers and
freight consolidators along with Mexican and
CanadianmanufacturersandMexicanlong-haul
carriers. These partners account for more than
50% of what is imported into the United States.
Within the U.S., several groups focus on
information sharing to increase awareness of
security threats. Companies use these groups
tosharelawenforcementbulletinsandwarnings
of high-theft routes. This is essential because
theft is often location based for truckers with
differing geographies requiring different
security precautions.
Several groups, such as the Supply Chain
Information Sharing & Analysis Center,
CargoNet and FreightWatch, share security
information, allowing companies to adjust
their security strategies based on risk. Carriers,
including Penske Logistics, often use more than
one source as geographic challenges necessitate
multiple tools to fill information gaps at the local,
state and federal levels.
Once companies are aware of potential risks,
they can take added precautions, such as
limiting where drivers stop, avoiding rest areas
and truck stops that have experienced recent
thefts and creating geofencing alerts that will
send a notice if a vehicle travels outside of a pre-
set area. In addition to having telematics devices
on the tractor, some carriers are using a variety
of tracking devices that can attach to a trailer, a
pallet or a specific box, which will make it easier
to find a load if stolen. Not only does improved
security ensure the timely delivery of goods, it
can cut costs. CargoNet estimated that just under
$90 million in cargo was stolen in 2014.
Maritime theft is also a concern, with piracy
costs in the billions annually. The International
Chamber of Commerce Commercial Crime

45
Services estimated that in 2013, there were
264 pirate attacks recorded worldwide. The
international police organization INTRPOL
reported that there has been a significant
increase in the number of attacks on vessels
by pirates, particularly in the Gulf of Aden,
Somali Basin and the Indian Ocean.
Air cargo security has been a concern since
the September 11 terrorist attacks. The
Department of Homeland Security has applied
a multi-layered approach to air cargo security,
including enhanced screening requirements
for known and established shippers, explosive
detection canine teams, and covert tests and
no-notice inspections of cargo operations.
Other countries, including Canada and
Australia, have similar programs.
In addition to adhering to applicable
government regulations, parties within the
supply chain are identifying best practices to
improve global air cargo supply chain security.
The International Air Transporters Association
is piloting its Secure Freight program that
provides practical guidance on how to move
cargo and information through the secure
supply chain. It is tailored for countries where
supply chain processes do not exist or require
enhancements.
To further enhance security, companies have
added dedicated technology and personnel
resources, including more screeners, security
staff and employees at the corporate level to
interpret the laws and develop instructions for
workers in the field.
Cyber attacks have been identified as an
increasing threat for the transportation and
logistics industry. As part of a cyber-attack,
hackers could steal information, re-route
product in order to steal it or delay shipments
to harm competitors. To minimize risk, supply
chain partners need to identify vulnerabilities
in their portion of the network.
Social Responsibility Within the Supply Chain
Not only are logistics providers working to secure the goods moved within the supply chain, new regulations could require action within
supply chain partners’ corporate social responsibility programs to protect the workers who produce those goods.
In mid-2015, U.S. Reps. Carolyn Maloney (D., N.Y.) and Chris Smith (R., N.J.) proposed legislation that would require public companies with
sales of more than $100 million to disclose within their annual reports the measures they are taking to prevent human trafficking, slavery
or child labor in their supply chains.
Maloney said Congress has a moral obligation to address labor concerns. “This legislation simply requires businesses to publicly disclose
what actions they have voluntarily undertaken to remove labor abuses from their supply chains. It is a good first step we can take to improve
reporting and transparency so that we can enforce existing laws against labor abuses and allow consumers to make more informed decisions,”
she said.
The UK is planning a similar law.
As initially reported in the 2015 Annual Third-Party Logistics Study, corporate social responsibility is growing in importance. Even without
regulatory requirements, companies are voluntarily demanding more of themselves and their suppliers in terms of improved social
and environmental standards. Shippers and their supply chain partners are increasingly concerned with human rights, labor practices,
environmental impact, business ethics and corporate governance. As a result, providers are taking a proactive approach and placing a
stronger emphasis on issue resolution, risk reduction and the ability to react quickly to problems.

How can supply chain partners work together
to improve security? Will the industry
increase its investment in technology,
employees and systems that can minimize
risk? How will partners identify the most
effective cyber defense strategy?
The Widening the Panama Canal
The lengthening, widening and deepening
of the Panama Canal is scheduled to be
complete in 2016. The expansion will double the
capacity of the canal, having a direct impact on
economies of scale and international trade. The
inclusion of larger locks on both the Atlantic
and Pacific sides of the canal and new channels
to handle longer, heavier and wider ships will
affect the supply chain industry. The increased
capacity will alter shipping patterns, impact
global shipments and improve the flow of
commodities.
This is the first major expansion since the
canal opened in 1917. In order to handle the
larger ships that the Panama Canal will now be
accommodating, ports will need to have deeper
channels. Several U.S. ports, including those in
New York/New Jersey and Norfolk, Virginia,
are preparing to handle larger ships, and
additional ports along the East Coast have said
they intend to enlarge and deepen channels.
The expansion will also impact global trade.
Several European ports, including Rotterdam,
Hamburg and Le Havre along with Far Eastern
ports in China and Singapore, are already
receiving larger ships. The Port of Melbourne
in Australia and the Port of Rio Grande in
Brazil are deepening channels to prepare for
the larger vessels.
Currently, just over half of container ships
traveling from Asia to the East Coast opt to travel
the Suez Canal. However, intercontinental traffic
may elect to use the Panama Canal once the
upgrade is complete. Moreover, the expansion
will open up trade between the West Coast of the
U.S., along with the East Coast of South America,
particularly Brazil, which is an important and
emerging market.
Within the U.S., the expansion will shift freight
to Gulf Coast ports and create an opportunity for
shippers to utilize the middle of the country and
take advantage of rail and highway networks
that connect with ports. The increase of ships
using the canal will also lead to greater volumes
at North American East Coast ports. Shipping
goods directly to the East Coast will reduce the
transportation costs, transit time and overall
inventory levels. It will also allow shippers to
avoid choke points within the supply chain, such
as the Ports of Long Beach and Los Angeles, that
struggle with congestion.
To keep up with demand, the West Coast ports
of Long Beach and Los Angeles are undertaking
upgrades in an effort to maintain capacity. Long
Beach has a $1.3-billion plan to replace the
Gerald Desmond Bridge, which is too low for
the larger ships expected within the next five
years, along with another $1.3-billion plan to
expand two port terminals, creating one of the
most automated docks in the country. At the
Port of Los Angeles, a $510-million project to
upgrade and automate one of its major terminals
is underway.
Providers and shippers of specific commodities
may see the largest benefits from the canal
expansion. Energy providers require larger ships
to transport oil and gas efficiently; therefore
the new canal will have significant impact on
the global energy system, particularly for the
liquefied natural gas fleet. Coal and iron ore
shipments originating from Colombia and
Venezuela and going to Asia are anticipated to
grow as well.
In the agricultural market, grain originating in
the Midwest within the U.S. will be able to reach
Asian markets more readily, and the expanded
canal will allow for the transportation of grains
in vessels mass tonnage, generating economies
of scale in shipping. Additional potential exists
for the soybean originating from northern Brazil
to Asia.
However, the canal will face competition. Canal
tolls are increasing, which may incentivize
exploringotheroptions.What’smore,anticipated
growth of the Latin American market and near-
shoring in Mexico could challenge the use of
the canal. West Coast gateways in Mexico have
created new land bridges that present growing
competition.
What supply chain efficiencies will the
longer, wider and deeper canal create? Can
shippers mitigate risk by having the ability
to switch from East to West Coast ports? Will
the expansion of the Panama Canal alter the
placement of distribution centers throughout
the U.S.?
Building an Employer, Industry
Brand to Attract Workers
Building a strong employer brand as well as an
industry brand is taking on greater importance
as the labor shortage within the supply chain
industry worsens. Not only will individual
businesses need to identify or strengthen
their brands to attract employees, the logistics
industry as a whole needs to look attractive,
particularly to the next generation of workers
who are considering their career options.
Studies show that potential candidates are
more likely to engage with an organization
if it has a strong employer brand, and almost
half of businesses directly attribute increased
employee engagement with investment in their
employer brand.
Some companies have created information
technology security groups to monitor their
own network for cyber-attacks along with
the feeds within the network, such as the
customer systems that are utilized in a 3PL or
lead-logistics partner role. Penske Logistics,
for example, has a loss prevention director that
leads a team of loss prevention practitioners
to counsel field operators on best security
practices. Greater investment to secure
technologies from cyber attacks will increase
in the upcoming years.

47
Employer branding gained importance at the
end of the recession of the early 1990s and was
largely viewed as a recruitment tool. When the
economy was going strong and attracting talent
was a focus, employers worked hard to appeal to
employees, offering flexible schedules, generous
leave packages and other luxuries so they could
be seen as the employer of choice.
Since then, workplace branding has evolved and
emerged as a way for companies to differentiate
themselves. Under the new model, employees
are seen as valued customers with the job
experience being the product they are buying.
Within the supply chain industry, potential
hires may not realize the complexity logistics
requires or that it necessitates a workforce
that understands and is comfortable with
advanced interactive technology. Traditionally
blue-collar jobs, such as truck drivers and
warehouse workers, now require the use of
technology and many of the once labor-intensive
tasks have become automated. More outreach
demonstrating the highly automated, complex
delivery system could paint the industry in a
new light.
Bringing an employer brand to the attention
of top talent is vital when trying to attract the
most sought-after candidates and new pools
of workers, and a well-run talent community
will provide companies with a strong pipeline
of engaged talent.
When forming a brand, companies need to
think strategically about the company’s position,
reputation and brand impact in the talent
marketplace. Employers can create a compelling
employer brand experience by defining an
employee value proposition and creating the
Employer Branding in Action
At The Home Depot, the need to attract supply chain talent is increasing. Not only is the company competing for talent in a market with
a low inventory of labor, The Home Depot has narrowed down the number of 3PL partners it is using, moving many of its supply chain
responsibilities in house.
To attract and retain employees, The Home Depot is focusing on its massive employer brand, recruiting on college campuses and emphasizing
training, said Eric Schelling, head of global talent acquisition for the company.
The Home Depot sees every customer as a potential employee, and the company has an employer branding team, which is responsible for
shaping the company’s employer identity and creating advertising that will reach non-employees. The brand is carried over into all outreach
the company does.
Attracting employees can be a challenge, particularly in rural areas where many of The Home Depot’s warehouses are located. “The talent
pools in those areas are smaller as it is. When you have turnover in those markets it is harder to recruit and train,” Schelling said.
A critical part of its branding strategy is to treat employees well, pay a competitive wage and ensure employees “have the greatest life
possible,” Schelling said.
For new hires, The Home Depot engages in campus recruiting, and Schelling said the company sees growing interest in positions within
the supply chain, which can often attract lines of 50 to 60 students.
Part of The Home Depot employer brand is its internal focus on developing an agile workforce, and it has an in-depth talent management
program that focuses on training and retaining leaders, preparing them for their next role. “We try anything we can for any of our offerings
to make sure we develop and engage people and don’t lose the talent we have,” Schelling said. “Within our retail and supply chain leadership,
90% of all jobs are filled internally.”
messaging and tools that deliver a consistent
brand experience across the employee lifecycle.
As part of branding, companies are identifying
potential key hires, assessing what stage they’re
at in the recruitment process and understanding
who they are prior to building a relationship
with those potential employees.
Proper branding reduces expenses through
increased direct recruitment, increased
employee engagement and reduced attrition
rates. It can also boost share price by linking to
board objectives, and protecting and generating
customer revenue.
How can shippers, logistics providers and
industry suppliers work together to promote
a strong industry brand? What type of
education or employee benefits will increase
the number of new hires in the logistics
industry?

About the Study

49
Members of the research team applaud the
numerous industry representatives, supporting
organizations and sponsor firms who have
generously participated in the surveys,
workshops and interviews necessary to sustain
a 20-year cadence for the Annual 3PL Study.
The 20th Annual Third-Party Logistics Study is
dedicated to those who have made all of this
possible. We are immensely appreciative of their
great contribution to the overall effort.
Throughout the past 20 years, the Annual Third-
Party Logistics Study has documented significant
transformation of the global 3PL industry.
Since first publishing the study, the overall
business environment and the logistics sector
has experienced significant change, and their
evolution continues.
Researchers have seen many 3PLs evolve from
tactical service providers to collaborative
partners delivering, in many instances, a
comprehensive suite of integrated logistics
services. Additionally, the study’s authors have
observed an evolution in which providers have
become more proficient at the provision of 3PL
services, and customers have become better
buyers and users of 3PL services.
Supply chain executives continue to face
new challenges in their quest to manage and
adapt their operations to market conditions.
Throughout the life of the study, researchers
haveseenampleevidencethatsolidrelationships
between 3PLs and customers render both even
better equipped to address emerging issues,
which change with time. In the last 20 years,
issues have ranged from the greening of the
industry to supply chain security demands to
globalization.
Business in general, and the 3PL sector in
particular, has become far more global than
they were when the study launched, and the
logistics sector has responded by expanding its
services for customers having global logistics
needs. Last year, the study reported on a number
of companies that were engaging in nearshoring,
bringing production back to North America,
with 3PLs working to make the shift seamless.
No matter how the market has shifted, the study
team has seen 3PLs work to help meet their
customers’ needs.
Dr. C. John Langley, Clinical Professor, Supply
Chain and Information Systems and Director of
Development, Center for Supply Chain Research
at Smeal College of Business at The Pennsylvania
State University, initiated this study to capture
and measure this rapidly evolving industry.
The Annual Third-Party Logistics Study now serves
as a vital tool for use by shippers and 3PLs, and
as a widely anticipated, heavily referenced index
on the state of the 3PL industry. In a year-round
process, the study team establishes topics of
interest, develops the survey tool, conducts the
research, analyzes the results, writes this report,
and presents and shares the findings. The study
has evolved in both reach and scope. Just as
this study has evolved and changed, so has the
participation rate among members and affiliates
of the Annual Third-Party Logistics Study’s partner
organizations.
As part of this year’s survey process, the study
attracted 267 respondents. While researchers
have seen a shift in total respondents throughout
the years, this year’s figure is lower than in
previous years. The study team attributes the
change to a variety of factors, from competing
priorities to survey fatigue among prospective
respondents, but it is interesting to note that this
phenomenon is occurring in the use of surveys
in other comparable research studies.
As a result, results included in the “Current State
of the 3PL Market” chapter rely primarily on data
gathered from respondents in North America
(46%), Asia and Europe (15% each). Readers are
asked to be cautious about comparing the data
in this report to data from Annual Third-Party
Logistics Study reports produced prior to 2014,
since this year’s base of respondents is more
geographically limited.
The Annual 3PL Study Process
Steps and elements of the development of the
Annual Third-Party Logistics Study include:
Accessibility: Links to the Web-based survey
tool are circulated through Annual Third-Party
Logistics Study supporting organizations for
distribution to their members and affiliates.
This year’s survey circulated in mid-2015,
yielding 267 usable responses, from both users
and non-users of 3PL services. The study report
and additional materials are also presented via
its own Website, www.3PLstudy.com.
Topics: In addition to measuring core trends
in the 3PL industry, the Annual Third-Party
Logistics Study conducts in-depth examinations
of contemporary supply chain topics that
affected both users and providers of 3PL
services. This year’s topics include: Aligning
3PL Organizations, 3PL Competitive Landscape
and Workforce Innovation and Agility.
Contributing Sponsors: The Annual Third-Party
Logistics Study is jointly owned by Capgemini
and Dr. Langley. Sponsors of the 20th
Annual
Third-Party Logistics Study are Korn Ferry
International and Penske Logistics.
Multiple Research Streams: A distinguishing
feature of the Annual Third-Party Logistics Study
is the multiple streams of research the study
team undertakes to validate and illuminate
the findings in this report. The team solicits
survey topic ideas throughout the year from key
industry participants and through desk research
conducted by the team and Capgemini’s
Strategic Research Group, which also helps to
vet potential topics of interest. Survey topics
and questions attempt to reflect key issues
and trends facing both users and providers of
logistics services. Following the survey, the team
conducts intensive, one-day facilitated shipper
workshops that enable the team to work side by
side with shippers to explore survey results in
the context of overall industry trends to discover
deeper implications.
About the Study

This year the team conducted three such
interactive workshops, held in Chicago,
Illinois; Rio de Janeiro, Brazil; and Sydney,
Australia. Events in recent years also have
been held at selected Capgemini Accelerated
Solutions Environment®
facilities that are
available throughout the world. (See http://
www.capgemini-consulting.com/acceleration-
capabilities/accelerated-solution-environments
for more detail about ASEs.)
Wide Coverage: The Annual Third-Party Logistics
Study is presented and discussed in prominent
supply chain industry venues, including the
following:
• Presentations at influential industry
conferences, such as the Council of
Supply Chain Management Professionals
(CSCMP), annual THINK! events
conducted by The Logistics Institute –
Asia Pacific at the National University
of Singapore, the Gordon Institute of
Business Science (GIBS), the business
school of the University of Pretoria in
Johannesburg, South Africa, executive
education programs available through the
Center for Supply Chain Research at The
Pennsylvania State University and Penn
State Executive Programs, and NASSTRAC
(National Association of Strategic Shippers
Transportation Council).
• Analyst briefings, typically conducted
annually in the weeks following the release
of the annual study results in the fall.
• Magazine and journal articles in
publications, such as Industry Week,
Supply Chain Management Review, Logistics
Management, Inbound Logistics, Logistics
Quarterly, Supply Chain Quarterly and
Supply Chain Digest.
• Webcasts conducted with media and
publications, including Supply Chain
Management Review, Logistics Management,
SupplyChainBrain, Stifel Nicolaus and
others.
Supporting Organizations: Each year a number
of supply chain organizations facilitate the
research process by asking members and other
contacts to respond to the survey. In addition
to completing the survey, individual companies
help out by enabling executives to participate
in facilitated workshops and by lending subject
matter expertise. Please see the Credits page for
a listing of these valued contributors.
Definitions: Survey recipients were asked to
think of a “third-party logistics (3PL) provider”
as a company that provides one or more
logistics services for its clients and customers.
A “fourth-party logistics (4PL) provider” is one
that may manage multiple logistics providers
or orchestrate broader aspects of a customer’s
supply chain. To ensure confidentiality and
objectivity, 3PL users were not asked to name
which specific 3PLs they use.
Goals
Research and analysis for the Current State of
the Market chapter sets out to:
• Understand what shippers outsource and
what 3PLs offer.
• Identify trends in shipper expenditures
for 3PL services and to recognize key
shipper and 3PL perspectives on the use
and provision of logistics services.
• Update our knowledge of 3PL-shipper
relationships, and to learn how both
types of organizations are using these
relationships to improve and enhance their
businesses and supply chains.
• Understand the benefits reported by
shippers that are attributed to the use of
3PLs.
• Document what types of information
technologies and systems are needed for
3PLs to successfully serve customers, and
to assess the extent to which this success
is being achieved.
• Examine why shippers outsource or elect
not to outsource to 3PLs.
Goals for the Special Topic sections include:
• Aligning 3PL Organizations: This topic is
timely considering the objectives of 3PLs
and shippers to achieve great efficiencies
and effectiveness in their relationships.
A critical capability in achieving this
objective is to make sure both parties are
well-aligned in terms of both strategic and
tactical/operational plans and actions. Of
additional relevance is that many non-
asset owning 3PLs work with asset-based
service providers to see that the supply
chain services needed by customers are
provided as needed. This raises a number
of questions and issues that have been
researched in the 2016 20th
Annual Third-
Party Logistics Study.
• 3PL Competitive Landscape: Tightening
capacity, mergers and acquisitions and
industry innovations are affecting
competition and service offerings among
3PLs. The study team sought to understand
how providers are using technology and
value-added services to enhance the
quality of 3PL-customer relationships. The
study also seeks to understand which 3PL
services shippers are using and how that
has changed from previous studies.
• Workforce Innovation and Agility: The
3PL Industry is facing a shortage of talent,
affecting all aspects of the supply chain.
The study seeks to understand how 3PLs
will attract and retain employees as well
as how providers will use technology to
lessen the impact of a shortage. Researchers

51
also looked at how innovation and
automation can improve services and
mitigate the impacts of a labor shortage,
as well as how specific labor pools—women
and veterans—can address the industry’s
needs.
• Based on what was learned from the study
process, the team includes the section
titled Strategic Assessment to take an
introspective view of the future of the 3PL
industry and shipper-3PL relationships.
About the Respondents
Shippers: Figure 23 reveals the percentage of
shipper respondents to the survey, including
both users and non-users of 3PL services and
the percentage of 3PLs. The non-user responses
are useful because they provide valuable
perspectives on why they do not currently use
3PLs at this time, as well as on a number of
other relevant topics. Shipper respondents are
typically managers, directors, vice presidents
and C-suite executives.
Figure 24 reflects the nine most prominent
industries reported by users of 3PL services,
accounting for almost 89% of the overall
respondents.
Figure 25 includes all shipper respondents’
anticipated total sales for 2015.
3PLs: 3PL executives and managers responded
to a similar, but separate version of the survey.
3PL respondents represent: 1) several operating
geographies; 2) an extensive list of industries
served (actually quite similar to the shipper-
respondent industries); and 3) a range of
titles, from managers to presidents/CEOs.
Approximately 41% of the 3PL firms expected
2015 company revenues in excess of U.S. $1
billion (approximately €750 million), while about
50% reported revenues of less than U.S. $500
million (approximately €375 million).
Preliminary
Distribution of Respondents
User 48%
Non-User 12%
3PL/4PL 40%
11%
39%
19%
30%
U.S. $25 billion or
more / €20 billion
or more
U.S. $1 billion-less
than U.S. $25
billion / €750
million-less than
€20 billion
U.S. $500 million-less
than U.S. $1 billion /
€375 million-less than
€750 billion
Less than U.S. $500
million / €375 million
or less
Figure 23: Distribution of Respondents
Figure 24: Distribution of Respondents’ Industry
Figure 25: Shippers Anticipated Sales for 2015
Manufacturing 18%
Retail & Consumer Products 18%
Health Care & Pharmaceuticals 14%
Food & Beverage 11%
5%
8%
Telecommunications, Internet & Electronics 8%
Automotive
Utilities, Energy and Extraction
Construction & Machinery
5%
Business Support & Logistics
2%
Other 11%
8%
About the Study

About the Sponsors

53
a very popular online, 30-credit professional
master’s degree program in supply chain
management. The supply chain educational
portfolio also includes open enrollment, custom
and certificate programs developed by Smeal’s
Penn State Executive Programs and CSCR,
which helps to integrate Smeal into the broader
business community. Along with executive
education, CSCR focuses its efforts in research,
benchmarking and corporate sponsorship.
CSCR corporate sponsors direct the Center’s
research initiatives by identifying relevant
supply chain issues that their organizations are
experiencing in today’s business environment.
This process also helps to encourage Penn State
researchers to advance the state of scholarship
in the supply chain management field. Penn
State’s Smeal College of Business has the No.
1 undergraduate and graduate programs in
supply chain management, according to the
most current report from Gartner. For more
information, please visit www.smeal.psu.edu/
scis and www.smeal.psu.edu/cscr.
Penn State University
Penn State is designated as the sole land
grant institution of the Commonwealth of
Pennsylvania. The University’s main campus is
located in University Park, Pennsylvania. Penn
State’s Smeal College of Business is one of the
largest business schools in the United States
and is home to the Supply Chain & Information
Systems (SC&IS) academic department and the
Center for Supply Chain Research (CSCR). With
more than 30 faculty members and over 600
students, SC&IS is one of the largest and most
respected academic concentrations of supply
chain education and research in the world.
SC&IS offers supply chain programs for every
educational level, including undergraduate,
graduate and doctorate degrees, in addition to
Capgemini Consulting
Capgemini Consulting is the Global Strategy
and Transformation Consulting brand of the
Capgemini Group. Capgemini Consulting
helps organizations transform their business,
providing pertinent advice on strategy and
supporting the organization in executing that
strategy. Our mission is to transform your
digital landscape, with consistent focus on
sustainable results. We offer leading companies
and governments a fresh approach that uses
innovative methods, technology and the talents
of over 4,000 consultants worldwide. For more
information: www.capgemini-consulting.com
Penske Logistics
Penske Logistics is an award-winning leader
in logistics and supply chain management.
Founded in 1969 and headquartered in Reading,
Pennsylvania, the company has offices and
operations in North America, South America,
Lead Writer: Mindy Long
Disclaimer:
The information contained herein is general in nature and is not intended as, and should not be construed as, professional advice or opinion provided by the
sponsors (Capgemini Consulting, Penn State, Penske, Korn/Ferry and IndustryWeek) to the reader. While every effort has been made to offer current and
accurate information, errors can occur. This information is provided as is, with no guarantee of completeness, accuracy or timeliness, and without warranty of
any kind, expressed or implied, including any warranty of performance, merchantability or fitness for a particular purpose. In addition, changes may be made in
this information from time to time without notice to the user. The reader also is cautioned that this material may not be applicable to, or suitable for, the reader’s
specific circumstances or needs, and may require consideration of additional factors if any action is to be contemplated. The reader should contact a professional
prior to taking any action based upon this information. The sponsors assume no obligation to inform the reader of any changes in law, business environment or
other factors that could affect the information contained herein.
Korn Ferry International
Korn Ferry designs, builds, attracts and ignites
talent. Since the company began, clients have
trusted Korn Ferry to help recruit world-class
leadership. Today, the company is a single
source for leadership and talent consulting
services to empower businesses and leaders to
reach their goals. Through its vision, research
and tools across 80 offices and 3,500 employees,
Korn Ferry converts potential into greatness.
Solutions range from executive recruitment and
leadership development programs, to enterprise
learning, succession planning and recruitment
process outsourcing. Organizations around the
world trust Korn Ferry to manage their talent—a
responsibility they meet every day with passion,
expertise, integrity and results.
Europe and Asia. Penske Logistics employs
approximately 13,000 associates worldwide.
The company offers a wide range of solutions
including: dedicated carriage, distribution center
management, transportation management, lead
logistics, freight brokerage and supply chain
consulting. Market-leading companies around
the globe rely on Penske Logistics to manage
and optimize their supply chains every day. Visit
www.PenskeLogistics.com or call 1-800-529-6531
for more information.
About the Sponsors

Credits
First Name Company
Stan Becraft United Stationers
Viviane Bendela NOV
Charlie Black
Ken Bloom Korn Ferry
Vincent Cam Schlumberger
Joe Carlier Penske Logistics
Carlos Chies Hidrovias do Brasil S/A
John Ciszek Penske Logistics
Alexandre De Botton Korn Ferry
Mehrab Deboo Korn Ferry
Ingilby Dickson Bluescope Steel
Saul Kohler
Erin Duffy Standard Textile
Edmundo Esteves ID Logistics--Brasil
Mario Faria Schlumberger
Gregor Fiabane Korn Ferry
Tim Flay Korn Ferry
Rob Freeman Mine Energy Solutions
Luis Garduno de la Cruz SC Johnson
Claire Goddard Korn Ferry
Todd Kyriss
Ron Lentz G2 Capital Advisors
John McNamara Penske Logistics
John Mercer Penske Logistics
John Monck
Brad Mueller Briggs Healthcare
Luiz Novaes Statoil
Dustin Ogden Korn Ferry
Fabricio Orrigo Penske
Luis Eduardo Ribeiro
Marilia Ruiz Halliburton
Sam Saysana Caltex
Silvia Sigaud Korn Ferry
Howard Smith Modec
Terence Talbot
Alexandre Turolla Mondelez Inc.
Jan-Martin Witbreuk Korn Ferry
Name Company

For additional copies of this publication or for more information about the study, please contact any of the following:
C. John Langley Jr., Ph.D.
Clinical Professor of Supply Chain Management
Director of Development, Center for Supply Chain Research (CSCR)
Penn State University
University Park, PA
T: +1 814 865 1866
jlangley@psu.edu
Dan Albright
Senior Vice President
North America CPG, Retail, and Distribution Leader
Atlanta, GA, USA
T: +1 404 806 2169
dan.albright@capgemini.com
Shanton Wilcox
Vice President
Logistics and Fulfillment Leader
Atlanta, GA, USA
T: +1 404 431 8895
shanton.wilcox@capgemini.com
Melissa Hadhazy
Burbank, CA, USA
T: +1 708 297 4564
melissa.hadhazy@capgemini.com
Rebecca Larrison
New York, NY, USA
T: +1 203 494 4166
rebecca.Larrison@capgemini.com
Robert Daymon
Vice President, Transportation Management
Penske Logistics
Reading, PA, USA
T: +1 610.621.5595
robert.daymon@penske.com
Contacts
Randolph P. Ryerson
Director of Communications
Penske Truck Leasing & Penske Logistics
Reading, PA, USA
T: +1 610.775.6408
randolph.ryerson@penske.com
Alen Beljin
Public Relations Manager
Penske Truck Leasing & Penske Logistics
Reading, PA, USA
T: +1 610.775.6364
alen.beljin@penske.com
Neil Collins
Senior Client Partner
Global Sector Leader, Logistics & Transportation Services
Korn Ferry
Atlanta, GA, USA
T: +1 404 783 8811
neil.collins@kornferry.com
Zack Deming
Principal
Korn Ferry
Atlanta, GA, USA
T: +1 404 222 4057
zack.deming@kornferry.com
Meredith A. Moot
Senior Associate
Korn Ferry
Atlanta, GA USA T: +1 404 222 4044
meredith.moot@kornferry.com

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