2017 third party logistics study

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2017 Third-Party Logistics Study
The State of Logistics Outsourcing
Results and Findings of the 21st Annual Study

2 2017 21ST ANNUAL THIRD-PARTY LOGISTICS STUDY
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Executive Summary
Current State of the 3PL Market
Logistics Service Providers: Decision Time
3PL Roles in Supply Chain Transformation
Utilizing Big Data and Analytics
End-of-Life Supply Chain
Strategic Assessment
About the Study
About the Sponsors
Contacts
©2016 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.
Table of Contents

3
Supporting Organizations:
TABLE OF CONTENTS

Executive Summary
The 2017 21st Annual Third-Party Logistics Study shows that shippers and their third-party logistics providers continue to move away from
primarily transactional relationships and toward meaningful partnerships. Since the study began 21 years ago, researchers have seen the
continued improvement in the strategic nature of relationships between shippers and third-party logistics providers.
This year’s survey suggests 3PLs and their customers continue to improve the quality of their relationships. Both parties—91% of 3PL users
and 97% of 3PL providers—reported that their relationships are successful and that their work is yielding positive results.
The 2017 3PL Study showed that 75% of those who use logistics services (shippers) and 93% of 3PL providers said the use of 3PL services has
contributed to overall logistics cost reductions, and 86% of shippers and 98% of 3PL providers said the use of 3PLs has contributed to improved
customer service. Moreover, the majority of both groups—73% of shippers and 90% of 3PL providers—said 3PLs offer new and innovative
ways to improve logistics effectiveness.
The topic of alignment remains relevant, and shippers and 3PLs agreed on the importance of openness, transparency and effective communication
to overall success. Among respondents, 44% of shippers and 86% of 3PL providers agree that collaborating with other companies, even
competitors, to achieve logistics cost and service improvements holds value.
This year’s results show that as 3PL offerings mature, shippers are increasingly taking advantage of logistics providers’ expertise. Again this
year, 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. However, even outsourcing in those categories is increasing
over historical values.
IT services are becoming a differentiating factor that 3PLs use to their advantage. Shippers continue to rely heavily on the IT services that
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.
The 3PL sector continues to increase globally, in terms of both revenue and coverage, and 3PL providers are refining and expanding their core
competencies to improve and grow their offerings. New demands from consumers and shippers will drive the industry to continue to evolve.
LogisticsServiceProviders:Decision
Time
Fluctuating capacity, increased shipper
demands and disruptions within the industry
are creating a volatile decision-making
environment for shippers and logistics
providers trying to optimize the supply chain.
Both parties are increasingly using information
and analytics to drive their decisions.
To help optimize the supply chain, shippers
are becoming less concerned about the mode
of transportation and instead are opting for
the most efficient means of moving products.
That has resulted in the growth of mode-neutral
logistics providers, and 3PLs are using data
aggregation and analysis to determine the best
shipment methods. More than half of 3PLs—
62%—said that over the past two to three years,
their customers showed interest in changing
their use of various modes of transportation.
Nearly three-fourths of shippers—71%—said
real-time analytics from 3PLs help them better
understand shipping alternatives, and 61%
valued 3PLs’ assessments of trade lanes and
origin-destination pairs in terms of cost and
service levels.
To provide increased information and data-
driven solutions, 3PLs are broadening service
offerings, increasing their employee base and
their organization’s skills, expanding their
geographical coverage and investing in new
technology.
Logistics providers have turned to mergers
and acquisitions to fill gaps in service areas,
expand their global network, and leverage best
practices and technology across a global scale.
The value of M&A deals nearly doubled from
2014 to 2015, growing to $173 billion from $87
billion. Also, cross-border deal values have

5EXECUTIVE SUMMARY
quadrupled from 2014 to 2015, growing to $115
billion from $28 billion.
Shippers have mixed reviews of the M&A
activity, with 27% reporting that added
options and versatility within a provider are
good for shippers and 34% saying that they are
concerned about reduced competition based
on price.
In spite of the growth, challenges remained.
Shippers and their logistics providers faced
oil price volatility, a drop in global demand
and excess shipping capacity. Carriers and
3PL providers also dealt with increased
regulations, including the implementation of
the electronic logging device mandate, and
remain concerned over the worsening driver
shortage. All those factors continued to drive
the need for optimization. More than half of
logistics providers—59%—listed improving
logistics optimization as one of the top three
most important goals, and 53% also listed
improving process quality and performance.
Shippers show a desire for a more global,
unified platform. About half—49%—of
shippers named “global expansion” as a
supply chain transformation their organization
considered in the past two to three years, and
40% of 3PL/4PL providers indicated “global
expansion” as something they believed their
customers are pursuing.
And as many would expect, data-driven
optimization will continue to shape the
supply chain industry in the future. Providers
that excel in data analytics will develop a
competitive advantage.
3PL Roles in Supply Chain
Transformation
Shippers looking to gain an overall competitive
advantage have shown significant interest
in supply chain transformation. Successful
transformation efforts rely on a wide range
of people and resources, and 3PLs and
4PLs are playing an important role in the
transformation process.
Among respondents, 73% of shippers indicated
meaningful involvement of 3PLs in processes
relating to supply chain transformation, with
9% suggesting very significant involvement,
28% significant involvement and 36% advisory.
Responses from 3PLs/4PLs show that they see
themselves having a slightly more involved
role with 16% reporting very significant
involvement, 30% significant and 38% advisory.
As part of this year’s survey, users and 3PL
providers assessed the importance of 3PL
capabilities relating to people, process,
technology and execution/implementation
of transformation initiatives. Both groups
viewed people as the most important resource
with average importance ratings of 26% from
users and 30% from providers. Average
importance ratings of 25% for users and 27%
of providers were reported for execution/
implementation capabilities. In addition to
the ratings for the process being similar for
both types of respondents, users of 3PL services
reported an average importance rating of
26% for technology, with 21% of providers
responding similarly.
Alignment remains a component of successful
3PL-shipper relationships, but respondents
drew a general distinction between 3PL
“customer facing” capabilities (e.g., business
development; sales and sales support; tender
and trade management) and those that are more
“service-related” (e.g., operations; fulfillment
warehousing).
Slightly more than half of shipper
respondents—53%—felt that service-related
capabilities were most important to the
objective of alignment, while 58% of 3PL
respondents felt that both were equally
important. Furthermore among shippers, 71%
said the availability of real-time analytics is
among the most important attributes; 61% said
it was trade-lane profitability analysis; and 55%
valued collaboration strategies.
While transformation and change are never
easy, the experiences of 3PLs and 4PLs may be
of great benefit to shippers who engage them
in the supply chain transformation process.
Because transformation is a continuous
process, logistics providers’ ability to collect
and analyze information related to shippers’
operations could continue to shape change,
providing value.
Going forward, in addition to the operational
expertise and experience that 3PLs contribute
to the overall improvement process, there
will likely be greater importance on the
role meaningful analytics and data play in
transformation initiatives. Transformation and
continuous improvement will be a priority as
shippers look for new and innovative ideas to
reduce costs, enhance service and improve the
management of complex supply chains.
Data collection and analysis is taking on greater
importance for 3PLs and 4PLs as they optimize
the supply chain, increase end-to-end visibility
and launch new capabilities for their customers.
In this year’s survey, nearly all 3PLs—98%—
said improved, data-driven decision-making is
essential to the future success of supply chain
activities and processes, and 93% of shippers
agreed. Both groups—86% of 3PLs and 81% of
shippers—said the effective use of big data will
become a core competency of their supply chain
organizations.
Logistics providers are getting more
operational and tactical with how they use
their insight into the supply chain and are
creating value by optimizing networks and
processes. Among 3PLs, 71% said the greatest
value data provides is in improving process
quality and performance, 70% said improving
logistics optimization, and 53% said improving
integration across the supply chain.
Shippers are increasingly interested in data,
which could create a competitive advantage
for logistics providers that have invested
in technology and expertise to gather and
analyze information. Shippers were asked to
list the attributes they find the most important
regarding big data: 60% ranked improving

integration across the supply chain, 55%
said improving data quality, and 52% said
improving process quality and performance.
There appears to be a slight disconnect between
logistics providers and their understanding
of big data’s importance to shippers. Among
shippers, 79% said their supply chain
organization sees significant value in the use
of big data compared with 65% of 3PLs who
reported that their customers’ supply chain
organizations see significant value in the use
of big data.
This year’s survey also showed that shippers
have softened on what they think 3PLs can
achieve with big data. In the current survey,
35% of shippers said 3PLs can support their
big data initiatives, down from 44% who felt
the same way in 2014.
Both parties—97% of shippers and 94% of
3PLs—feel alignment is important to drive the
effectiveness of big data initiatives. The need to
freely share data also contributes to success, but
privacy concerns, the necessary infrastructure
for obtaining data and usability of data remain
roadblocks that need to be addressed. However,
shippers appear to be more comfortable with
sharing information than they have in the past.
In this year’s study, 20% of shippers said they
would not share proprietary information with
3PLs, down from 26% in 2014.
To draw value out of data, shippers and 3PLs
will need to continue focusing on improved
data accuracy, which could pose a challenge.
An estimated 80% of relevant information is
unstructured, and organizing, scrubbing and
storing data is time-consuming and costly.
Supply chain services are valuable throughout a
product’s lifecycle, especially as products reach
their end of life. In today’s environment, newer
and better versions of products are released
much more frequently than they have been in
the past, and the end of product’s lifecycle is
coming sooner rather than later for many items,
particularly electronics.
There is a range of environmental, social and
economic factors driving the growth of end-
of-life supply chain needs. Environmental
concerns from consumers, as well as
government regulations that mandate
proper disposal, are increasing pressure for
organizations to focus on environmental
impact and sustainability initiatives, creating
a key role for reverse logistics providers.
Less than half of shippers—41%—said they
do not touch end-of-lifecycle products or
processing, indicating that the majority work
with end-of-lifecycle handling or processing in
some capacity. Among those that are involved
in end-of-lifecycle activities, 34% of shippers
said it is a result of consumer demand, request
or expectations, and 22% said it is because of
extended product responsibility.
Logistics providers can take advantage of
several opportunities as shippers look for help
with their end-of-life supply chain. Among
respondents, 41% of shippers said they prefer
a third party to handle all aspects of end-
of-lifecycle collection and processing; 29%
would like to improve the efficiency of their
internal capabilities; 20% would like to work
with a third party to support product disposal;
and 19% would like to work with a partner to
support physical logistics/movement of end-
of-lifecycle products.
Currently more than half of 3PLs and 4PLs—
54%—offer logistics/physical movement
support of end-of-lifecycle specific offerings,
but 40% do not have any EoL-specific solutions.
Among 3PL/4PL respondents, 34% said
consumers demand, request or expect end-of-
lifecycle support; 17% said extended product
responsibility (governmental controls and
regulations) were a primary reason they were
involved in EoL activities; and 17% said they
are involved because of secondary market
value capture.
In addition to meeting customer and
regulatory demands, recovering products
can create opportunities for manufacturers
to improve designs, and 15% of shippers said
they accept failed products for research and
development purposes.
As lifecycles of products continue to shorten,
the role of reverse logistics in the supply chain
will continue to grow. Ensuring a closed loop
for the full product lifecycle allows for greater
efficiency, reduced environmental impact and
lower total costs at all touch points. Logistics
providers that invest in the resources and
infrastructure for reverse logistics can leverage
their expertise through end-of-life-specific
product offerings.

7EXECUTIVE SUMMARY
2017 3PL Study
Survey Results
Survey Responses by Region
16%
3%
2%
1%
65%
2%
11%
North America South America Caribbean
Africa AustraliaEurope Asia
Response Industries and Company Sizes
Responses by Category
3PL/4PL 43% Shippers 44%
Non-User 13%
21%
17%
16%
15%
14%
8%
5%4%
Manufacturing
Telecom,Tech,
Internet, Electronics
Health Care &
Pharmaceuticals
Automotive
Retail & Consumer
Products
Food & Beverage
Utilities,
Energy, Extraction
>US$25BN/
€20BN
US$500M-$1BN/
€375M-€750M
33%
33%
21%
13%
US$1BN-$25BN/
€750M-€20BN
<US$500M/€375M
Logistics Expenditures
Overall,
we are increasing
our use of
outsourced
logistics services
58%
Our use of
3PLs has
contributed
to reducing
our overall
logistics
costs
75%
Our use of
3PLs has
contributed
to
improving
service to
our
customers
86%
The
relationships
we have with
our 3PLs
generally
have been
successful
91%
3PLs provide
us with new
and innovative
ways to
improve
logistics
effectiveness
73%
Outsourced Functions
3PLStudy.com
Total logistics expenditures
expressed as a
percentage of sales
revenues
10%
Current total outsourced
logistics expenditures
50%
Transportation spend
managed by third parties
53%
Warehouse operations spend
managed by third parties
40%
Users of 3PL Services
Percentage of Respondents
TopFiveLogistics
FunctionsOutsourced
0 20 40 60 80
Electronic data
interchange(EDI)
Transportation
management (planning)
Visibility (order, shipment,
inventory, etc.)
Warehouse/distribution
center management
Transportation management
(scheduling)
Domestic
transportation
86%
Warehousing
66%
International
transportation
60%
Freight
forwarding
44%
Customs
brokerage
42%

3PL Service Offerings and Technology Capabilities Create a Competitive Advantage

9Current State of the 3PL Market
The results and findings of the 2017 21st Annual
Third-Party Logistics Study provide current
perspectives on the nature of shipper and 3PL
relationships, why they are generally successful
and some of the ways in which they could be
improved.
Shippersandtheirthird-partylogisticsproviders
are continuing to work together to strengthen
theirrelationshipsandoptimizethesupplychain.
Research showed that both parties are moving
away from a transactional relationship and more
toward meaningful partnerships with shippers
relying on 3PLs to provide innovative solutions
and a true competitive advantage.
For the past 21 years, we have seen that shippers
increasingly leverage what 3PLs offer, creating
a true benefit. This year, the number of shippers
reporting that 3PLs helped them lower costs has
increased,ashasthenumberofshippersreporting
that 3PLs have contributed to improving services
to the ultimate customer.
The study also has shown that customers
generally exhibit a greater understanding of
their organizations’ core businesses, and how
improved supply chain capabilities can help to
achieve overall organizational objectives. For
several years, researchers have seen shippers
refocusing efforts on their core strengths to stay
competitive, which then may lead to greater
reliance on third-party logistics providers. This
demonstrates that shippers are becoming more
secure with their partnerships and value the
reliability that 3PLs can provide.
In addition, shippers have improved upon their
ability to determine when and why investing in
outsourced logistics services would be useful,
and how best to work with commercial providers
to create the best results for their organizations
and their supply chains. The 2017 study confirms
these observations, given the high percentages of
3PLs and shippers that view their relationships
as successful.
Uncertainties within various economies have
dampened the interests of many shippers in
making capital investments in logistics. In many
cases, the economy is sending mixed signals,
which makes it difficult for shippers to know
which mode to invest in and when. In addition,
the widening of the Panama Canal, the driver
shortageandthecurrentlymodest,butpotentially
fluctuating, cost of fuel have added to shippers’
desire to remain nimble with their supply chain
options. Shippers generally are responding more
positivelytodecisionsthatrelyon3PLcapabilities
to provide guidance and operational capabilities
regarding the shippers’ logistics needs.
Globally, there continues to be concern for the
economies of certain countries and regions of the
world, as well as interest in comparative wage
levels and the continuing evolution of emerging
markets.Therealsoiscontinuedinterestinglobal
freight balances and directional imbalances
because of trading patterns and available
capacity, particularly for ocean and international
air services, as they may be needed.
Logistics providers have worked hard to balance
the risk associated with investing too heavily in
any single mode, which has contributed to the
number of mergers and acquisitions that have
occurred in the past few years. In addition, the
3PL market has grown, and more and more
shippers are looking for 3PLs that can serve
as a single solution, adding to the merger and
acquisition trend.
In an uncertain economy, companies have to be
able to react quickly. Time sensitive deliveries,
lean supply chains and shorter product lifecycles
all necessitate the ability to react quickly when
change arises. Logistics providers can work
closely with shippers to scale up or down quickly
based on demand.
Mode-flexible logistics providers offer options
for shippers to utilize the most cost-effective
methods. Additionally, lower fuel surcharges
and decreased on-highway freight rates can
incentivize shippers to move goods via truck
instead of rail. An example of this is that there
have been recent decreases in intermodal traffic
as rates have shifted.
Given the volatility in certain economies, users
of 3PL services may experience higher prices for
the services they need, which suggests that 3PLs
and shippers need to be at the “top of their game.”
The global and domestic markets for outsourced
logistics services are continuously changing,
and users and providers of 3PL services equip
themselves with the best people, processes and
technology.
In addition to diligence relating to costs,
investments and service levels, those involved
in both the supply and demand side of the 3PL
business are focused on major concerns such as
supply chain security and sustainability.
Similar to the past studies, findings from this
year’s study reinforce the suggestion that both
3PLs and shippers are becoming more proficient
at what they do to enhance the quality of 3PL
relationships. Not only are 3PLs achieving a
better focus on what they do best and the core
competencies they can provide to enhance
the functioning of customers’ supply chains,
the IT capabilities 3PLs have invested in are
maturing, and shippers are benefiting from the
data collection, analysis and visibility that 3PLs
can provide.
As an example, in conversations with shippers
and logistics providers, it has become clear that
retailers are working to reduce the amount of
inventory they carry, which frees up capital and
increases the pace at which companies can react
to changing consumer demands.
A highly functioning supply chain plays a key
role in ensuring the functionality of a just-in-
time inventory system, which has existed for
years within the automotive industry. Lowering
inventorycarryingcostsisbecomingtheindustry
norm, which is creating opportunities for 3PLs.
Logisticsproviderscanoptimizethenetworkand
provide increasedvisibility that can help retailers
and shippers strengthen and streamline their
supply chains and provide the ability to react
quickly to address inventory needs, including
spikes in demand.
In today’s environment, decisions on modifying
the course of a shipment can be made at nearly
any point in the supply chain. Because of real-
time visibility into the supply chain, a product
is no longer on a set course once it leaves the
warehouse. Weather disruptions, traffic delays

or even a shift in consumer demand can alter
a product’s course to ensure it arrives when
and where it is needed. Innovative solutions to
capture and analyze data, as well as the ability to
optimize the supply chain, are providing greater
value and flexibility to shippers.
Logistics providers are investing in
contemporary IT solutions, replacing legacy
systems and processes with a mix of cloud-
based solutions, commercial offerings and
proprietary innovations to create 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
3PLorganizations,andgreatermovementtoward
the use of highly capable and flexible systems to
facilitate management of supply chain processes
and activities.
This year’s Third-Party Logistics Study provides
useful perspectives and insights relating to the
3PL sector and how 3PLs and customers may
positionthemselvestobeassuccessfulaspossible
in the future. For further insight into the details
of the study and the key elements of the research
process, please see the section titled “About the
Study.”
3PLUsageReﬂectsGlobalEconomic
Trends
As a result of significant volatility in global
markets and global economies, there are direct
impactsondemandforlogisticsandsupplychain
services. Figure 1 provides global 3PL revenues
by region for 2014 and 2015 from Armstrong &
Associates, and also summarizes percentage
changes in these revenues for 2014 to 2015
and the two previous years. Also included are
compounded annual growth rates (CAGR) by
region for 2006 to 2015. A review of the global
3PL revenues from 2014 to 2015 showed increases
for North America (+ 1.0%) and Asia-Pacific
(+ 2.7%), while decreases were noted for Europe
(- 11.4%) and South America (- 15.8%). Coupled
with decreases in global 3PL revenues for the
remaining countries and regions (- 16.8%), total
global3PLrevenuesdeclinedfrom$751.3Bin2014
Figure 1: Global 3PL Revenues Show Modest Decline for 2014-2015
Region
2014 Global
3PL Revenues
(US$Billions)
2015 Global
3PL Revenues
(US$Billions)
Percent
Change
2014 to
2015
Percent
Change 2013
to 2014
Percent
Change 2012
to 2013a
CAGR
2006-2015
North America $ 188.2 $ 190.1 + 1.0% + 6.1% + 3.6% + 4.0%
Europe 174.4 154.5 - 11.4% + 10.3% + .01% - 0.7%
Asia-Pacific 269.6 276.9 + 2.7% + 5.5% + 5.3% + 9.3%
South America 41.9 35.3 - 15.8% - 6.7% + 3.0% + 5.2%
Remaining
Regions/ Countries
77.2 64.2 - 16.8% + 11.9% - .01% + 10.2%
Total $ 751.3 $ 721.0 - 4.0% + 6.5% + 2.7% 4.8%
a
Source: 2015 19th Annual 3PL Study and © 2014 Armstrong & Associates, Inc.
© 2016 Armstrong & Associates, Inc., Used with Permission.
to $721.0 in 2015. This represents an overall net
decrease of 4.0%. Additionally, the lackluster
global 3PL trends from 2014 to 2015 negatively
impacted all of the CAGR figures from those
reported in last year’s Annual 3PL study.
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, the
same amount reported last year. Total logistics
expendituresincludetransportation,distribution,
warehousing and value-added services. Of note
is that the identical results of 50% for both this
year and last year are larger than those indicated
for previous years.
Increased Use of Outsourcing
Continues to Outpace Moves to
Insourcing
Two consistent observations throughout the 21
years of Annual Third-Party Logistics Studies are
that some customers report having increased
their use of outsourced logistics services, while
others will indicate a return to insourcing some
or all of these same services. Movements to either
increased or decreased use of outsourcing may

be measured in terms of funds expended on
outsourced logistics services or the percentage
of overall logistics spending represented
by outsourcing or the number of activities
outsourced.
Outsourcing: 58% of shippers indicate they
are increasing their use of outsourced logistics
services this year, which compares to a figure of
73% reported last year. In comparison, 88% of
3PL providers agreed their customers showed
an increase this year in their use of outsourced
logistics services, which compares to 85% last
year. These figures are consistent with the
modestly positive growth rates for 3PL services,
particularly in the North America and Asia-
Pacific regions, as discussed above.
Insourcing: Only 26% of shippers indicate that
they are returning to insourcing many of their
logistics activities, which is lower than the 35%
reported last year. Also, 38% of 3PL providers
agree that some of their customers are returning
to insourcing, a slight increase from the 35%
reported last year. While these percentages may
seem to conflict, shipper responses pertain only
to their organization’s directions, while the 3PL
responses reflect the providers’ thoughts about
their overall group of customers.
Reducing or Consolidating 3PLs: This year,
fewer 3PL users report reducing or consolidating
the number of 3PLs they use—an average of 47%,
compared to the previous year’s reported 57% as
well as the 53% reported in 2015.
One interesting 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. Both last year and this year, the ratio is closer
to 2:1 (58% versus 26%).
Shipper Experiences With 3PLs:
Measures of Success
Among this year’s survey findings is that 91%
of shippers report their relationships with
3PLs generally have been successful, which
represents only a slight measurable decrease
from 93% last year. Among logistics providers,
97% reported that their relationships generally
have been successful, an increase from 94% last
year. Considering the “margin of error” that is
present in these percentage figures, the most
accuratestatementisthatbothshippersand3PLs
have similar thoughts about the success of their
relationships from last year to this year.
Lookingdeeperintothesefigures,severalsurvey
results are provided below. As we have noted in
previous years’ studies, the percentage figures
from 3PL respondents typically run higher than
those from shipper respondents.
• 73% of 3PL users and 90% 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 improving services to the (ultimate)
customers.
Expectations in Shipper-3PL
Relationships
As researched in last year’s 3PL study, the
topic of “alignment” is highly relevant and
highly desirable to the success of 3PL-customer
relationships. Essentially, this suggests 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. This year’s 3PL
study reinforced 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.
Theusesof“gainsharing”and“collaboration”are
still thought of highly by 3PLs and shippers as
keyaspectsofmanyrelationships.Surveyresults
this year suggest that 44% of 3PL users and 86%
of 3PL providers agree that collaborating with
other companies, even competitors, can achieve
logistics cost and service improvements. More
broadly, success with these types of initiatives
may be a key facilitator to achieving the more
strategic goals relating to the need for alignment.

What Shippers Outsource and What
3PLs Offer
Figure 2 shows the percentages of shippers
outsourcing specific logistics activities. Among
the general observations are the following:
• Again this year, the most frequently
outsourced activities are domestic
transportation (86%), warehousing (66%),
international transportation (60%), freight
forwarding (44%) and customs brokerage
(42%).
Figure 2: Shippers Continue to Outsource a Diversity of Logistics Services
Outsourced Logistics Services
Percentages
of 3PL Users
Domestic transportation 86%
Warehousing 66%
International transportation 60%
Freight forwarding 44%
Customs brokerage 42%
Transportation management and planning 36%
Cross-docking 34%
Freight bill auditing and payment 32%
Inventory management 24%
Outsourced Logistics Services
Percentages
of 3PL Users
Order management and fulfillment 24%
Reverse logistics (defective, repair, return) 23%
Product labeling, packaging, assembly, kitting 22%
Supply chain consultancy services provided
by 3PLs
19%
Information technology (IT) services 17%
Fleet management 15%
Service parts logistics 12%
Lead logistics provider/4PL services 10%
Customer service 9%
• The less frequently outsourced activities
continue to be those that are more strategic,
customer facing and IT intensive. Examples
include: supply chain consultancy services
(19%), IT services (17%), fleet management
(15%), service parts logistics (12%), lead
logistics provider/4PL services (10%) and
customer service (9%).
While the more strategic, customer-facing
services remain the less frequently outsourced,
their rate of adoption is increasing. For example,
last year, only 6% indicated were outsourcing
lead logistics provider/4PL services, 11%
outsourcing IT services and 11% were
outsourcing supply chain consultancy services.
This demonstrates that as 3PL offerings mature,
shippers are increasingly taking advantage of
their various areas of expertise.

3PL’sITCapabilities:Unquestionably
a Key Differentiator Among 3PLs
The Annual 3PL study recognized many years
ago how important it is for 3PLs to provide
a range of IT-based services to help create
value for their shipper-customers. Although
there have been significant changes over time,
Figure 3 summarizes shipper responses to
the question “which information technologies,
systems or tools must a 3PL have to serve
a customer successfully in your industry
classification?” The current results from this
18%
22%
22%
24%
25%
25%
40%
41%
46%
46%
47%
49%
51%
63%
66%
66%
68%
71%
0% 20% 40% 60% 80%
RFID
Yard management
Distributed order management
CRM (customer relationship management)
Cloud-based systems
Customer order management
Advanced analyticsand data mining tools
Network modeling and optimization
Supply chain planning
Transportation sourcing
Bar coding
Global trade management tools (e.g. customs processing)
Web portals (booking/order tracking etc.)
Transportation management (scheduling)
Warehouse/distribution center management
Visibility (order, shipment, inventory, etc.)
Electronic data interchange(EDI)
Transportation management (planning)
InformationTechnologies/Systems/Tools
Figure 3: Shipper Views of Needed IT-Based Capabilities by 3PLs
question suggest again this year that the most
frequently cited technologies are those that
are more execution- and transaction-based
capabilities. Examples include transportation
management (planning and scheduling), EDI,
visibility and warehouse/DC management.
Other commonly cited technologies include
web portals, global trade management tools, bar
coding, transportation sourcing, supply chain
planning, network modeling and optimization,
and advanced analytics and data mining tools.
These more frequently cited technologies tend to
parallel the types of logistics services that were
profiled in the preceding section.

89%
85%
91% 90%
92% 92% 92%
88%
94% 93% 94%
98%
96%
93%
91%
27%
33%
42% 40%
35%
42%
37%
42%
54% 54% 53% 55%
60% 59%
65%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 Year
IT Capabilities Necessary Element of 3PL Expertise Shippers Satisﬁed with 3PL IT Capabilities
IT
“Gap”
Beginning 15 years ago, this study has tracked
measurable differences between shippers’
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. Referred to as the “IT
Gap,” Figure 4 charts this behavior from 2002 to
present.Twomajortrendsshouldbeevidentfrom
an inspection of this chart. First, the percentage
of shippers indicating that IT capabilities are a
necessary element of 3PL expertise has remained
at a very high level over the 15 years we have
been asking this question (91% in 2016); and
Second, the percentage of shippers indicating
satisfactionwith3PLITcapabilitieshasincreased
verysignificantlyfrom27%in2002to65%in2016.
One question for readers to consider and debate
is whether the IT Gap is exhibiting some degree
of stabilization, or whether there will be further
narrowing in the future.
In summary, it has become very clear that
there is significant demand among shippers,
in general, to look to their 3PLs as a source of
capable IT technologies. Although the “tangible”
servicesprovidedby3PLsmaybeviewedinterms
of operational and execution-based capabilities,
competencies in the IT area are fast becoming
differentiating factors when shippers are making
selection decisions.
Key Takeaways
Key findings of the Current State of the Market for
the 2017 21st Annual 3PL Study include:
• Although economic conditions vary
significantly among countries and regions of
the world, modest improvements have been
experienced in many key areas. Armstrong &
Associatesreportedaggregateglobalrevenues
for the 3PL sector decreased by 4% from 2014
to 2015. This is in contrast to the past several
years in which the revenues grew by 9.9%
from 2011 to 2012, 2.7% from 2012 to 2013,
and by 6.5% from 2013 to 2014. Notably, the
regions of North America and Asia-Pacific
recorded modest increases this year, with
theremainingregionsallpostingdeclinesin
3PL revenues from the previous year.
• Users of 3PL services report about 50% of
their total logistics expenditures are related
to outsourcing, which is the same amount
as reported last year. These figures are
encouraging as the percentages reported
in preceding years were significantly lower.
A meaningful interpretation of this trend
needs to be viewed with the understanding
that3PLrevenuesarecurrentlyincreasingin
certain regions of the world and decreasing
to some extent in others.
• Thisyear’sAnnual3PLStudyreportsthat58%
of the shippers surveyed are increasing their
use of outsourced logistics services, while
26% report a return to insourcing many of
their logistics activities. This ratio of slightly
more than 2:1 (58% increased outsourcing
Figure 4: The “IT Gap” – Are We Seeing Some Stabilization?

15
divided by the 26% that indicated some
return to insourcing) is somewhat lower
than we have seen in recent years. Also,
47% of shipper respondents indicate they
are reducing or consolidating the number
of 3PLs they use, a 10% decrease compared
to last year.
• Successful relationships between 3PLs and
shippersrelyonopenness,transparencyand
effective communications between the two
parties, as well as agility and flexibility to
accommodate current and future business
needs and challenges. Obtaining strategic
and operational alignment between 3PLs,
customers and asset-based service providers
remains essential to the success of the overall
3PL supply chain.
• Transactional, operational and repetitive
activities tend to be the most frequently
outsourced, which is consistent with past
studies. Activities that are more strategic,
IT-intensive and customer-facing tend to be
outsourcedtoalesserextent,buttheirfigures
are increasing as 3PL providers become
better able to provide IT-based services, data
collection and data analysis for providers.
• For the past 15 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 (91% in
the current study) and the percentage of the
same users who agree that they are satisfied
with3PLITcapabilities(65%).TheITGaphas
been narrowing for most of the 15 years that
it has been tracked, but a relevant strategic
question is whether it may be showing signs
of stabilization.
• Overall, the 3PL sector is increasing
globally, and 3PL providers are refining
and expanding their core competencies.
Customers and potential customers are
also heightening their ability to effectively
manage relationships with 3PL providers
and to help achieve their supply chain
objectives while focusing their efforts on
their core competencies.

Data-Driven Decision-Making Drives Optimization, Growth

17
8%
16%
16%
21%
55%
0% 20% 40% 60% 80%
Other
Weuse a combination of approaches based on product.
Wedon’t contract by speciﬁc modes (looking for providersthat
offer morethan one option).
Weonly work with single mode providers (i.e., we contract with
different companies by mode).
Wecontract to delivery timeline and dates and let a logistics
service provider (e.g., 3PL/4PL/LLP) decidehow best to meet
expectations.
Figure 5: How Transportation Mode Decisions Are Made
Shifts in shipping capacity, new demands
within the final mile and the worsening driver
shortage are just a few of the challenges that
create a volatile decision-making environment
when it comes to driving logistics efficiency.
Layer on top nebulous goals, such as
managing changes in consumer behavior,
more demanding customer expectations and
shippers’ desire to respond, and logistics
optimization quickly becomes a complex
problem to solve.
Time compressions are continuing to take place,
with both shippers and consumers expecting
products to move even faster. Supply chains are
also seeing increased segmentation because of
the growing e-commerce market, and shippers
are forced to organize multiple unique supply
chains within their organizations to cater
successfully to the different channels while
still leveraging some common infrastructure,
assets and relationships.
As a result, third-party logistics providers are
increasingly focusing on network optimization
and relying more and more on the value
of information and analytics, and looking
to mergers and acquisitions to fill gaps in
capabilities or geographies.
Transportation Mode Decisions
Shifting to Logistics Service
Providers
Shippers recognize the value of leveraging
data to make better decisions. Among survey
respondents, 93% agreed that improved, data-
driven decision-making is essential to the
future success of supply chain activities and
processes.
Collecting and analyzing data can help
providers work with shippers on demand
planning, forecasting, consolidation and
distribution points to create a comprehensive
transportation strategy that removes
inefficiencies and alleviates potential
disruptions.
Increasingly, 3PLs are using data aggregation
and analysis to determine the best shipment
methods. To optimize the supply chain, the
industry has seen a growth in mode-neutral
logistics providers, and shippers are becoming
less prescriptive about how goods flow through
their supply chains and instead opt for the
most-efficient means. As a result, they are beginning to favor service-based contracts
that allow 3PLs to select the best mode of
transportation based on current costs and the
shippers’ needs.
Sixty-two percent of 3PLs said that over
the past two to three years, their customers
had shown interest in changing their use of
various modes of transportation. When asked
how transportation mode decisions are made,
more than half of respondents—55%—said they
combine the ability of a 3PL to make a mode
decision with specific mode requirements
and contracts based on product type. Among
shippers, 16% said they contract to a delivery
timeline and dates and let a logistics service
provider decide how to best meet expectations,
shown in Figure 5. Another 16% said they don’t
contract by specific modes and instead look
for providers that offer more than one option,
and 21% of shippers said they only work with
single-mode providers.

9%
23%
30%
35%
38%
54%
63%
75%
77%
0% 20% 40% 60% 80%
Other
Guaranteed mode
Smooth international/cross - border processing
Creativeshared cost savings
Shortest shipping time
Product tracking - visibility
Good customer service/responsiveness
A guaranteed arrival date
Lowest cost
Figure 6: 3PL/4PL Service Providers: Factors That Are Most Important to Shipper
Among 3PLs, only 23% said their shipper
customers find a guaranteed mode to be the
most important factor and 38% of 3PLs said
their customers are most concerned with the
shortest shipping time. Instead, 77% said
shippers want the lowest cost, and 75% said
their shipper customers are the most interested
in a guaranteed arrival date, shown in Figure6.
The Role of Information
Information has the potential to transform
the operating effectiveness of organizations.
In successful 3PL-shipper relationships,
both parties work together as strategic
partners, sharing data and implementing
the technology and processes that result in
network optimization. By making the most of
their data, organizations can transform their
operations, make better decisions, bring their
products and services to market more quickly
and efficiently, and gain the intelligence and
insight to compete in a volatile and complex
economic environment.
Complexities within the supply chain—
particularly surrounding capacity, the cost of
assets and changes in global infrastructure
(e.g., shipping line mergers, new port services,
driver shortages)—increase the importance of
route optimization, and they have caused both
shippers and providers to look at the entire
network rather than focus on moving goods
from point A to point B.
From an operational perspective, the majority
of shippers—71%—said real-time analytics is a
helpful attribute of a 3PL to help them better
understand shipping alternatives; 61% valued
3PLs’ assessments of trade lanes and origin–
destination pairs in terms of cost and service
levels.
Shippers have a greater expectation of
transparency than they have in the past and
want the convenience of accessing information
in many different ways. Access to timely
information enables 3PLs to leverage data
to anticipate exceptions and develop a plan

19
Figure 7: Percentage of Companies That Focus More on Operational Analytics Than on
Customer Analytics
Very strategic - initiated and monitored at the very top level
Strategic for a few business units/brandsonly
Notstrategic
Don't know/Can'tsay
42%
41%
1%
16%
Focusmore on operationsanalyticsthan on customer/front-end analytics
Focusmore on customer analyticsthan on operationsanalytics
Neutral
70%
12%
18%
Figure 8: Consumer Insights Has Established Itself as a Strategic Initiative at Consumer
Products Organizations
of action before the exception occurs. In the
current environment, 3PLs are continuing
to invest in technology that can improve the
flow of information between shippers, the
warehouse and transportation providers.
Companies are increasing their digitization
efforts to capture more information, and
analytics are seen as a strategic priority for
organizations. Improvements traditionally
delivered from operational analytics include
reduced downtime, improved productivity,
better capacity utilization, accurate forecasting
capability and higher flexibility in response to
external events.
A Capgemini Consulting survey of more than
600 executives from the U.S., Europe and China
found that more than 70% of organizations
now put more emphasis on operations than on
consumer-focused processes for their analytics
initiatives (shown in Figure 7).
Successful companies enhance the quality of
their operations data by using external and
unstructured data. Given the growth in data,
consumer insights are becoming a core part
of the strategic agenda for more than 80% of
consumer product companies, according to the
Capgemini Consulting study Consumer Insights:
Finding and Protecting the Treasure Trove (shown
in Figure 8).
Supply chain operations represent a high impact
area for consumer insights. For instance, 57% of
companies have employed consumer insights
in inventory planning, with 90% of them
reporting that they have achieved moderate
to high levels of success in it. Similarly, 54%
of companies have utilized consumer insights
to optimize their organizations’ supply chain
networks, with 87% experiencing moderate to
high success.
The role of big data and analytics within supply
chain operations is covered in-depth later in
the report.

Mergers and Acquisitions
As shippers turn to 3PLs for increased
information and data-driven solutions, 3PLs
are broadening service offerings, increasing
their employee base, expanding their coverage,
and in some cases, obtaining new technology
and assets to meet shippers’ needs.
Mergers and acquisitions are a primary way
for logistics providers to grow strategically,
expand their global network, support cross-
selling opportunities, and leverage best
practices and technology across a global scale.
In recent years, the logistics industry has been
shaped by inorganic growth through a large
number of mergers and acquisitions driven
by customer demands, new competition and
industry changes.
The value of M&A deals has nearly doubled
from 2014 to 2015, growing to $173 billion from
$87 billion. Also, cross-border deal values have
more than quadrupled from 2014 to 2015,
growing to $115 billion from $28 billion. This
growth all culminates in greater volatility in
rates, swings in capacity and general instability.
There were several major M&A deals in both
2015 and 2016, including XPO Logistics’
acquisition of both Norbert Dentressangle in
Europe and Con-Way in the U.S. In addition,
UPS acquired Coyote Logistics for roughly
$1.8 billon. UPS was interested, in part,
in the company’s technology that enabled
customers to book and sell existing space on
empty trucks. In May 2016, FedEx completed
the $4.8 billion acquisition of Netherlands-
based TNT Express-NV, a provider of mail
and courier services and the fourth-largest
global parcel operator. Frederick Smith, chief
executive officer of FedEx, said the timing of
the acquisition was important given the current
environment where global e-commerce is
growing at double-digit rates.
Globalized transportation networks are also
experiencing M&A activity. In early 2016, the
sale of UTi Worldwide, based in Long Beach,
California, to Denmark-based DSV became
final as part of a $1.35 billion deal. DSV offers
air and ocean freight forwarding, contract
logistics, customs brokerage, distribution,
inbound logistics and truckload brokerage.
0% 20% 40% 60% 80%
6%Other
10%
Feel that there is a cyclical rotation in the market and
small providerswill come back in the near future.
11%Therewill be no change.
18%Thereare now too few players in the market.
20%
Theincrease in M&A activity will hinder innovation and
creativeshipping solutions within the market.
23%
Theincrease in M&A activity will help foster innovation and
creativeshipping solutions within the market.
24%Excited about the potential savings that larger providers can offer.
27%Theadded options and versatility within a provider are good for shippers.
31%Concerned about the loss of personalized service that small providersoffered.
34%Concerned over reduced competition based on price.
Figure 9: Shippers’ Perspective of the Mergers and Acquisitions Taking Place in the 3PL Market
As shown in Figure 9, shippers have mixed
reviews of the M&A activity. Among shipper
respondents, 27% said added options and
versatility within a provider are good for
shippers; 24% said they were excited about
the potential savings that larger providers can
offer; and 23% reported that the increase in
M&A activity will help foster innovation and
creative shipping solutions within the market.
However, many shippers expressed concern
over merger and acquisition activity, with
34% saying they are concerned about reduced
competition based on price, 31% expressing
concerns about the loss of customer service/
personalized service that small providers
offered, 20% saying the increase in M&A
activity will hinder or slow innovation and
creative shipping solutions within the market,
and 18% reporting that there are now too few
players in the market. Only 10% of respondents
feel that there is a cyclical rotation in the market
and small providers will come back in the near
future.

21Logistics Service Providers: Decision Time
The Current 3PL Operating
Environment
Throughout 2016, shippers and their logistics
providers navigated oil price volatility, a
drop in global demand and a glut of shipping
capacity as fleet expansions and container-
ship-size increases outpaced demand. The $5.4
billion expansion of the Panama Canal opened
mid year 2016. The nine-year project more
than doubled the canal’s cargo capacity, and
a third lane was added to accommodate ships
large enough to carry up to 14,000 containers.
Previously, ships could carry around 5,000
containers. This, in turn, motivated East
Coast ports in the U.S., such as Jacksonville,
Florida; Savannah, Georgia; and Charleston,
South Carolina, to dredge deeper berths to
accommodate these vessels, expanding direct
trade lanes to Asia.
Operators also dealt with increased
regulations, such as the implementation of
the electronic logging device mandate, and
uncertainty over hours-of-service regulations,
which are currently under review. Upcoming
regulations—including a proposed rule to
mandate speed limiters, a proposed drug and
alcohol clearinghouse rule that establishes a
database of CDL holders who have failed or
refused to take a drug test, and increased
tracking of food and beverage products as
required by the Food Safety Modernization
Act—will affect carriers in the near future.
Carriers, as well as 3PL providers, remain
concerned over the worsening driver shortage.
The American Trucking Associations reported
that the shortage of truck drivers has reached
48,000, and the national trade association
expects the number to jump to 240,000 by
2020. Within the U.S., 70% of freight tonnage
is moved by a truck, and without drivers, that
freight is likely to stand still. The need for
drivers and concerns over a shortage is also
influencing the need to optimize shipping
routes and deliveries.
Several mobile applications have the potential
to disrupt the freight industry as they roll out
“Uber-for-freight” apps. The app Convoy
provides on-demand service for arranging
regional and local shipments. Similarly, the
app Roadie connects people looking to move
an item with drivers traveling in that direction.
To provide urgent same-day shipping for areas
within 300 miles, Onibag partners with bus
companies to move goods and relies on ride-
sharing drivers for last-mile deliveries. “They
are the same drivers that give you a ride every
day and are already on the road almost in every
city. They work as independent contractors, and
they work faster and better,” said Nick Roman,
CEO and co-founder of the startup, adding that
Onibag’s primary customers are biotechnology
laboratories and blood banks whose shipments
are extremely time sensitive.
In August 2016, Uber acquired Otto, a start-up
founded by former Google and Carnegie
Mellon engineers, which has focused on
developing self-driving truck technology.
All major original equipment manufacturers
within the trucking industry are testing some
form of autonomous vehicle technology. In
April 2016, a convoy of more than a dozen self-
driving trucks from six major manufacturers
completed a cross-border trip in Europe.
In mid-2015, Freightliner began testing its
Inspiration Truck, the first licensed autonomous
commercial truck to operate on an open public
highway in the United States. The future will
evolve rapidly with all of these investments,
and many others, serving as potential sources
of disruption.
Logistics Optimization
In light of and in response to these sources
of volatility and disruption, optimization is
a key capability of supply chain operations.
This year, 86% of 3PLs said they already
sometimes collaborate with other companies,
even competitors, to achieve logistics cost and
service improvements. This is up from the 81%
who reported doing so last year.
More than half of logistics providers—59%—
listed improving logistics optimization as one
of the top three most-important goals, and 53%
also listed improving process quality and
performance.
Logistics providers are piloting several
innovationsandsolutionstodriveoptimization.
Among respondents, 44% of 3PLs said they
are using big data to optimize mode/lane/
shipment size/shipment frequency, shown
in Figure 10. The same amount—44%—are
piloting advanced transportation management
solutions; 43% are using predictive analytics
to optimize costs and service; and 33% are
piloting global trade management solutions.
8%
33%
43%
44%
44%
0% 20% 40% 60% 80%
Other
Global trade management solutions
Predictiveanalytics to optimize costs and service
Advanced transportation management solutions
Big data to optimize mode/lane/shipment
size/shipment frequency
Figure 10: Innovations or Solutions 3PLs Are Piloting in Transportation

The Need for a Global Transportation
Network
Growth in the business-to-consumer market,
the expansion of the middle class globally and
market forces are driving shippers’ desires
for a more global, unified platform. Emerging
and developing economies saw a 12.5%
increase in 2015 deal volume, and expansion
into international markets and offerings is
driven by the desire to create truly global
transportation networks.
About half—49%—of shippers named “global
expansion” as a supply chain transformation
their organization considered in the past two
to three years, and 40% of 3PL/4PL providers
indicated “global expansion” as something that
they believed their customers are pursuing.
The Internet of Things—a massive network of
connected systems, devices and people—drives
a large, connected ecosystem. The bigger the
ecosystem, the greater the value generated for
all stakeholders, which is also fueling the desire
for shippers to have a global, connected reach.
In a recent survey of senior business leaders
around the globe, 96% said their companies
would be using IoT in some way within the next
three years, while 68% said their companies are
already investing budgets in IoT, according to
the Capgemini report “Monetizing the Internet
of Things.”
Currently, most organizations have not derived
significant commercial value from IoT, but
the connectivity the IoT provides could hold
future value for those within the supply chain.
IoT devices generate large volumes of sensor
data. For many organizations, the ability to
capture, package and sell the vast amounts
of sensor data offers a potential monetization
model. Once this data has been aggregated and
anonymized, organizations can choose to sell
it raw, package insights from it or monetize it
using advertising.
Going forward, logistics will continue to lend
itself to data-driven optimization more and
more each day. Companies that excel in data
analytics with internal departments or external
partners will be able to develop a competitive
advantage if they combine this capability
with the business decision to relax traditional
constraints, driving an optimal solution in a
volatile environment.
Key Takeaways
• Shippers are shifting more decision-
making power to 3PLs that are leveraging
technology innovations to optimize
supply chain processes. More than half of
respondents—55%—said they combine the
ability of a 3PL to make a mode decision
with specific mode requirements and
contracts based on product type.
• Among shippers, 16% said they contract
to a delivery timeline and dates and let a
logistics service provider decide how to
best meet expectations. Another 16% said
they don’t contract by specific modes and
instead look for providers that offer more
than one option; 21% of shippers said they
only work with single-mode providers.
• Of 3PLs surveyed, 77% said shippers want
the lowest cost, and 75% said their shipper
customers are the most interested in a
guaranteed arrival date. Only 23% said
their shipper customers find a guaranteed
mode to be the most-important factor, and
38% of 3PLs said their customers are most
concerned with the shortest shipping time.
• There are opportunities for 3PLs to enhance
data-driven decision-making capabilities
and position themselves as knowledgeable
and innovative supply chain partners. The
majority of shippers—71%—said real-time
analytics to help them better understand
shipping alternatives is a helpful attribute
of a 3PL; 61% valued 3PLs’ assessments of
trade lanes and origin–destination pairs in
terms of cost and service levels.
• Merger and acquisition activity within
the supply chain has continued and has
achieved mixed reviews. Among shippers,
27% said added options and versatility
within a provider are good for shippers;
24% said they were excited about the
potential savings that larger providers can
offer; and 23% reported that the increase in
M&A activity will help foster innovation
and creative shipping solutions within the
market.
• However, 34% are concerned over
reduced competition based on price, 31%
are concerned over the loss of customer
service/personalized service that small
providers offered, and 20% said the
increase in M&A activity will hinder or
slow innovation and creative shipping
solutions within the market.
• Growth in the business-to-consumer
market, the expansion of the middle class
globally and changes in market forces are
driving shippers’ desires to have a more
global, unified platform. About half—49%—
of shippers named “global expansion”
as a supply chain transformation their
organization has considered in the past
two to three years, and 40% of 3PL/4PL
providers indicated “global expansion” as
something they believed their customers
had shown the most interest in.

23Logistics Service Providers: Decision Time
Industry Trends and Transportation Mode Decisions
2017 3PL Study
Survey Results
0% 20% 40% 60% 80%
44%
Big data to optimize mode/lane/
shipment size/shipment frequency
44%
Advanced transportation
management solutions
43%
Predictive analytics to
optimize costs and service
33%Global trade management solutions
Concerned
over reduced
competition
based on
price
34%
Concerned
about the
loss of
personalized
service that
small
providers
offered
31%
The added
options and
versatility
within a
provider are
good for
shippers
27%
Excited about
the potential
savings that
larger
providers
can offer
24%
The increase
in M&A
activity will
foster
innovation
and creative
solutions
23%
The increase
in M&A
activity will
hinder
innovation
and creative
solutions
20%
There are
now too few
players in
the market
18%
There will be
no change
11%
The market is
cyclical and
small
providers
may
re-emerge
in the near
future
10%
Lowest
cost
77%
Guaranteed
arrival date
75%
Good
customer
service/
respon-
siveness
63%
Product
tracking
- visibility
Shortest
shipping
time
Creative
shared
cost
savings
Smooth
international/
cross-border
processing
Guaranteed
mode
30%
23%
54%
38%
35%
3PL/4PL Service Providers: What factors are most
important to your shippers? (Respondents could select three)
What innovations or solutions are
you piloting in transportation?
Shippers: What is your perspective of the mergers and acquisitions taking place in the third-party logistics market?
3PLStudy.com
8%
16%
16%
21%
55%
0% 20% 40% 60%
Other
Wedon’t contract by speciﬁc modes (looking for
providersthat offer morethan one option)
Wecontract to delivery timeline and dates and let a logistics service
provider (e.g., 3PL/4PL/LLP) decidehow best to meet expectations
80%
We use a combination of approached based on product
Weonly work with single mode providers(i.e.,
we contract with different companies by mode)
Shippers: How are transportation mode decisions made?

How 3PLs and 4PLs Add Value to Shipper Supply Chain Transformation Processes

Supply chain transformation is of significant
interest to shipper organizations seeking to
improve their efficiency and effectiveness
and gain an overall competitive advantage
for the organization. Given the pace at which
internal and external environments impacting
the functioning of supply chains can change,
successful transformation efforts rely on a
diversity of people and organizational resources
and are guided by a useful roadmap or process.
A logical question is “to what extent should
shippers consider their 3PLs and 4PLs as
potentially valuable resources to include in these
initiatives?” This year’s study gained insightful
perspectives on the potential roles of 3PLs/4PLs
when their shippers/clients are contemplating
significant transformation of their supply chains,
and it showed both groups find value in logistics
providers’ expertise.
Supply Chain Transformation
There are many different ways to structure
a supply chain transformation process, but
there are several steps that should be regarded
as relevant to any transformation, shown in
Figure 11.
1. Define Process Steps – The first step in the
development of any process is to outline
the key activities or deliverables needed to
Deﬁne Process Steps
1
2
3
4
5
6
7
Evaluate “As Is” Supply Chain
Design Solutions
Transform Supply Chain Continuous Improvement
Identify Areas for Improvement
Develop Implementation Plan
Figure 11: Supply Chain Transformation Suggested Process Elements
represent a capable and effective process.
Considerations include: identifying the
mission or purpose of the process; validating
the benefits to the organization or supply
chain; structuring the process leadership
team and other human resources who will
be helpful; anticipating and planning for
financial and other types of resources that
may be critical to the success of the process;
and understanding the key facilitators and
potential detriments to overall success of the
process.
2. Evaluate “As Is” Supply Chain – This
provides a useful baseline of information
about the current functioning of the supply
Source: News Articles; Capgemini Consulting Analysis; C. John Langley Jr., Ph.D.

chain, serving as a launching point for the
remainder of the transformation processand
a yardstick for measuring improvements.
Many shippers rely on a meaningful
SWOT analysis (i.e., strengths, weaknesses,
opportunities and threats) to help identify
areas that may need attention. While
examples of supply chain improvements
could include overall cost and service levels,
inventoryturns,cash-to-cashcycles,speedto
market, etc., this step also should recognize
thecontributionstohigh-levelorganizational
objectives, such as return on invested capital,
return on assets, free cash flow, debt-equity
measures, etc.
3. Identify Areas for Improvement –
Depending on the mission and scope of
the transformation, this step focuses on
desired improvements in critical areas of
the supply chain. Discussions with supply
chain executives suggested that a balanced
approach to this task would be useful for
identifying areas for improvement. Key
factors to consider might include: criticality,
potential positive impact, cost and duration
ofthetransformationprocess,andalignment
with overall organizational goals and
objectives.
4. Design Solutions – Once there is a firm
understanding of what the supply chain
transformation is designed to accomplish,
those involved can identify solutions to help
achievethedesiredobjectives.Eachpotential
solution should be measured in terms of
likelihood of success, potential impacts on
the functioning of the supply chain and
otherbusinessprocesses,andthecost-benefit
realities of implementation.
5. Develop an Implementation Plan – When
the path forward has been validated and
agreedupon,thenextstepistodevelopatime-
phased plan for implementing the selected
solutions. As with all implementation plans,
there should be pre-planned “checkpoints”
to evaluate progress and to implement any
needed mid-course corrections.
6. Transform the Supply Chain – The success
of the transformation is dependent on the
cooperation and collaboration of those
responsible for key process areas within
the shipper organization. This includes
those involved in manufacturing, supply
management, marketing and sales, and
overallbusinessmanagement. Coordination
with customers, product suppliers and
supplychainserviceprovidersmayalsohelp
facilitate the success of the transformation.
7. Seek Continuous Improvement – As with
any sound process, the results of supply
chain transformation should serve as a basis
for further improvement. Accompanying
this task should be the useful application
of supply chain metrics, key performance
indicators and analytics.
Figure 12 highlights common types of supply
chain transformation and some desirable
capabilities that may contribute to the overall
success of the transformation. Shipper
respondents to the global survey were asked
which initiatives their organization has
considered in the past two to three years.
Among those respondents, 66% reported
network optimization; 49%, global expansion;
49%, transportation mode changes; 39%,
increased use of 3PLs and 4PLs; 33%, changes to
“customer-facing” activities; and 26%, responses
to “omni-channel” initiatives.
Current State of 3PL/4PL
Involvement in Supply Chain
Transformation
In its traditional sense, the need for alignment
withinthesupplychain,whichwefirstaddressed
in the 2016 20th Annual 3PL Study, refers to the
desired state of the relationships between
organizational and supply chain objectives,
Customer-
Facing
Omni-Channel
Mode
Changes
Global
Expansion
Increased Use
of 3PLs and
4PLs
Network
Optimization
Figure 12: Examples of Shipper Supply Chain Transformation Initiatives

strategies and execution and should extend into
customer and supplier networks. In a different,
but essentially similar context, it is important to
ensure alignment between 3PLs, their customers
and any asset-based providers that may be
involved.
The results shown in Figure 13 indicate the
ways in which shippers report 3PL involvement
in assisting with decisions relating to supply
chain transformation. Interestingly, 73% of the
shipper respondents indicated the meaningful
involvement of 3PLs in processes relating to
supply chain transformation, with 9% suggesting
very significant involvement, 28% significant
involvement and 36% advisory. Responses from
3PLs/4PLs show they see themselves having a
slightly more involved role with 16% reporting
very significant involvement, 30% significant
and 38% advisory. This may reflect the fact that
3PLs/4PLs typically serve large numbers of
clients/customers. The overall results, however,
suggest that shippers place value on input
from these providers when considering the
transformation of their supply chains.
According to John Metzger, president at Supply
Chain Technology Transformation and a visiting
professoratPennStateUniversity,“Giventheneed
for velocity of information, money and products,
3PLs play a vital role in helping their customers
compete in low inflation environments, where
pricing actions to raise revenues and profits may
be somewhat limited.”
Aligning 3PL/4PL Capabilities With
Shippers’ Strategic Supply Chain
Needs
Users and providers of 3PL services were asked
to indicate ways in which 3PLs may add value
by assisting with the planning of shipper
supply chain transformation efforts, as shown
in Figure 14. One initial observation is that larger
percentagesof3PLrespondentsindicatedvalueis
addedbyeachoftheinitiativesthatwereincluded
intheexample. While65%ofshipperrespondents
felt that 3PL industry knowledge helped to add
value, a much higher number—82%—of 3PL
respondents felt similarly.
Very
signiﬁcant
Signiﬁcant
Advisory
Very little/
minimal
No involvement
of our 3PLs
We do not use
any 3PLs
36%
28%
6%
9%5%
17%
Figure 13: 3PL Involvement in Shipper Supply Chain Transformation
35%
60%
43%
64%
42%
68%
60%
77%
65%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Availabilityof
Data
Analytical
Capabilities
ShipperIndustry
Knowledge
SupplyChain
Experience
3PLIndustry
Knowledge
Shipper Responses 3PL/4PL Responses
Figure 14: How 3PLs Can Best Help With Supply Chain Transformation
Users and providers agreed that 3PLs could be
of assistance with their 3PL industry knowledge,
supply chain experience and shipper industry
knowledge. Analytical capabilities and
availability of data from 3PLs were also shown
as important, but to a somewhat lesser extent.

3.30
3.15
3.23
2.47
2.81
3.62
3.37
2.95
2.60
2.41
0.00 1.00 2.00 3.00 4.00
Risk Management
Strategic Vision of 3PLs
Performance Metrics and Analytics
Management of "Workﬂows"
Technology Integration
Shippers 3PL Service Providers
1 = Most Important and 5 = Least Important
Figure 15: Importance of 3PL Capabilities
Users and 3PL providers were asked to assess
the importance of 3PL capabilities relating to
people, process, technology and execution/
implementation of transformation initiatives.
As may have been expected, both groups
viewed people as the most important resource
with average importance ratings of 26% from
users and 30% from providers. Average
importance ratings of 25% for users and 27%
of providers were reported for execution/
implementation capabilities. In addition
to the ratings for the process being similar
for both types of respondents, users of 3PL
services reported an average importance rating
of 26% for technology, with 21% of providers
responding similarly.
A similar line of inquiry in the 2017 annual
survey questioned shippers and 3PLs about
the importance of 3PL capabilities during
the implementation phase of the supply
chain transformation process. Respondents
were asked to rank five capabilities on their
importance, using a scale of one for most
important to five as least important. Shippers
ranked technology integration and effective
management of workflows that create value
for client organizations as the most important
elements, shown in Figure 15. Results from
the 3PL provider respondents reinforced the
importance of these two capabilities. The
only exception was that the 3PL version of the
survey indicated the management of workflows
was rated most important and the technology
integration capability ranked second.
Additionally, there is significant evidence to
support the role of 3PLs in helping to build
support for the transformation initiative.
John Burke, chief executive officer of Armada,
said: “With a holistic approach to supply
chain management, 3PLs can affect change in
networks by acting as an advocate on behalf of
their clients’ networks. This benefits shippers
as well as all network providers by creating
an environment of shared strategic goals and
collaborative thinking. Once this alignment
across the supply chain is achieved, end-to-
end efficiencies can be gained, providing
tremendous value to the client.”
In the interest of having 3PLs “align” their
capabilities with the needs of customers’
supply chains, a general distinction was drawn
between 3PL “customer facing” capabilities
(e.g., business development; sales and sales
support; tender and trade management; etc.)
and those that are more “service related” (e.g.,
operations; fulfillment warehousing; etc.). Of
note is that 53% of shipper respondents felt
that service-related capabilities were most
important to the objective of alignment,
while 58% of 3PL respondents felt that
both were equally important, as shown in
Figure 16. One interpretation is that shippers
are more interested in the specific supply chain
services provided by 3PLs, whereas 3PLs have a
more expansive view of the overall relationship.
Figure 16: Customer-Facing vs. Service-Related Capabilities of 3PLs as Related to Alignment
Between Shippers and 3PLs
Capabilities Percentages in Agreement
Shippers 3PLs/4PLs
3PL Customer-Facing Capabilities 15% 8%
3PL Service-Related Capabilities 53% 34%
Both are Equally Important 32% 58%
Total Percentages 100% 100%

29
71% Real-Time Analytics
61% Trade Lane Proﬁtability Analysis
55% Collaboration Strategies
47% Continuous Management of Relationships
40% Secure, User-Based Content Management
31% Quantifying Customer and Project Proﬁtability
Figure 17: Attributes of 3PL/4PL Capabilities in Relation to Ongoing Client Relationships
The importance of 3PL capabilities is expressed
very succinctly by David Kaduke, supply
chain management executive and a member
of the Penn State Center for Supply Chain
Research. “The current and future expectation
of 3PL value-add services is continuously
increasing far beyond a traditional provider
of supplemental operational capacity.
Seamless integration into the client’s supply
chain network, enhanced real-time visibility,
industry and regional market knowledge and
experience, network and inventory modeling
competencies, facility design, engineering and
construction, value-added services support for
late-stage product differentiation, and customs
and compliance expertise are all examples of
the increasing expectations and demands of a
successful 3PL partner. Today’s 3PL provider
must be an expert in supply chain management
as well as an effective and efficient operator.”
Focusing on the ongoing relationships that
3PLs/4PLs have with their clients, Figure 17
shows the percentages of shipper respondents
that identified the attributes listed as being
important.
• Real-Time Analytics (71%) – Although the
results of previous questions suggested
that 3PL industry, shipper and supply
experience rated higher than analytics
and data capabilities, shippers placed
significant emphasis on the use of real-time
analytics to the success of ongoing client
relationships.
• Trade-Lane Profitability Analysis (61%) –
Related to the meaningful use of analytics,
insight into the costs and profitability of
specific trade lanes and origin-destination
pairs was also viewed as an important
capability of 3PLs.
• Collaboration Strategies (55%) – While
shipper organizations certainly have
experience with initiatives relating to
alignment and collaboration, more than
half of the shipper respondents valued
the perspectives and experiences of 3PLs.
This is particularly relevant given the
increasingly digital workspaces that are
essential to shipper-3PL relationships.
• C ont i nuo u s M a n a g e me nt o f
Relationships (47%) – This also suggests
that shippers value the ability of many 3PLs
to manage aspects of the relationships.
Examples include monitoring projects,
assigning tasks, and gaining necessary
approvals faster and more intuitively than
by email.
• Secure, User-Based Content Management
(40%) – This is relevant to maintain the
confidentiality and security of important
documents, such as standard operating
procedures, price lists, contracts and
exceptions.
• Quantifying Customer and Project
Profitability (31%) – This attribute, which
is of interest to shippers, relates to the
trade-lane profitability analysis discussed
above.

Current Assessment of Strategic
3PL-Shipper Relationships
Bill Eisele, strategic account executive for
Penske Logistics, commented that 3PLs and
4PLs are “uniquely positioned to help assess the
current state, as well as directing activities in the
transformative state.”
“Recognizing that transformation or any other
change is never easy, the experiences of 3PLs and
4PLs may be of great benefit to shippers who
choose to involve them in the overall process of
change,” Eisele said, adding that because supply
chain transformation is a continuous process, the
supportof3PLsand4PLs“isparticularlyvaluable
because the end state almost always differs from
the expected state.”
While there are various ways to address the
current state of shipper-3PL relationships and
how 3PLs may meaningfully contribute to
supply chain transformation efforts at shipper
organizations, one unique approach has been
used by Lieutenant General William G. Pagonis,
logistical chief of the first Gulf War, and more
recently a distinguished supply chain executive.
To quickly become aware of successes and areas
where improvement is needed in both the U.S.
Army and the private sector, General Pagonis
identified “three ups and three downs” to
facilitate improvement and transformation.
Looking at the results of this special topic on
3PL involvement in shippers’ supply chain
transformation initiatives, we identified the
following “three ups and three downs.”
Three Ups:
• The majority of shippers participating
in the survey indicated at least advisory
through very significant involvement of
3PLs in decisions relating to supply chain
transformation.
• Bothshippersand3PLsagreedthatthepeople
involved are the most important resource
to facilitate successful transformation
initiatives.
efforts rely on a diversity of people and
organizationalresources,including3PLsand
4PLs, and are guided by a useful roadmap
or process.
• Shippers report varying levels of 3PL
involvement in making decisions related to
supply chain transformation. The majority
of shippers—73%—indicated meaningful
involvement of 3PLs in processes relating
to supply chain transformation, with 9%
suggesting very significant involvement,
28% significant involvement and 36%
advisory. Responses from 3PLs/4PLs show
that they see themselves having a slightly
more involved role with 16% reporting very
significant involvement, 30% significant and
38% advisory.
• Shippers have undertaken varying degrees
of transformation in the past two to three
years—66% reported focusing on network
optimization; 49% on global expansion;
49% on transportation mode changes; 39%
on increased use of 3PLs and 4PLs; 33%
on changes to “customer facing” activities;
and 26% on responses to “omni-channel”
initiatives.
• The ability of 3PLs to align their capabilities
with the needs of customers’ supply chains
remains a priority, but a general distinction
was drawn between 3PL “customer facing”
and “service related” capabilities. Just over
half of shipper respondents—53%—felt
that service-related capabilities were most
important to the objective of alignment,
while 58% of 3PL respondents felt that both
were equally important.
• Shippers ranked several attributes they
find important in 3PLs/4PLs. Among
respondents, 71% listed real-time analytics;
61% named trade-lane profitability analysis;
55%notedcollaborationstrategies;47%listed
continuous management of relationships;
40% named secure, user-based content
management; and 31% listed quantifying
customer and project profitability.
• There is an increasing importance of
meaningful analytics and data as key
contributors to the success of transformation
initiatives. These capabilities are becoming
more prominent as shipper transformation
efforts focus more directly on cost reduction,
service enhancement, reductions in
variability of all types and improved
management of complexity.
Three Downs:
• Although research indicates significant
involvement of 3PLs in shippers’ supply
chain transformation initiatives, most of
this is “advisory” in nature. A next logical
question is what will it take to see more
significant, meaningful involvement of 3PLs
in these efforts?
• Further improvement is needed in the extent
to which 3PL involvement in transformation
efforts recognizes the strategic, as well
as operational, expertise and experience
that 3PLs may contribute to the overall
improvement process.
• While there are some notable success
stories of shipper-3PL collaborations to
address key issues relating to supply
chain transformation, there are still many
customers who seem to prefer a more
inwardly focused project scope and plan.
Although there are many benefits to the
utilization of internal resources, the ultimate
success of any supply chain transformation
will depend on the ability of the shipper
organization to meaningfully involve other
participants in the overall process. The
earlier that these other participants may
become involved, the better.
Key Takeaways
• Shipper organizations seeking to improve
their efficiency and effectiveness and gain a
competitive advantage for the organization
have shown interest in supply chain
transformation. Successful transformation

31
Types of transformations shippers have
considered in the past 2-3 years
Which of the following are ways in which you feel that 3PLs may add value
by assisting with the planning of your transformation efforts?
3PL involvement in transformation decisions
Verysignificant,
9%
Significant, 28%
Advisory, 36%
Verylittle/
minimal, 17%
Noinvolvementof
our 3PLs, 5%
We donot use any
3PLs, 6%
Shippers
3PL/4PL Service Providers
26%
33%
39%
49%
49%
66%
0% 20% 40% 60% 80%
Changes related generally to increasing prevalenceof
omni-channel supply chain initiatives
Significant changesto roleand functioning of
“customer-facing” activitiesand operations
Significant additional use of outsourced logistics
services (e.g., LSPs; 3PLs; 4PLs; etc.)
Changesin use of variousmodes of transportation
(e.g.,ocean; air; truck; rail; etc.)
Global expansion
Improving locationsof key supplier, manufacturing
and/or distribution facilities
3PL industry
knowledgeand
perspectives
65%
Experience with
alternative
supply chain
strategies
60%
Shipper industry
knowledgeand
perspectives
42%
Availability of data
relevant to the
transformation
objectives
35%
Analytical and
modeling capabilities
that may be helpful
to the transformation
process
43%
32%
41%
42%
55%
57%
62%
0% 20% 40% 60% 80%
“customer facing” activitiesand operations
Changesin use of variousmodes of transportation
Global expansion
Improving locations of key supplier, manufacturing,
60%
64%
68%
77%
82%
0% 20% 40% 60% 100%
Analytical and modeling capabilities
that may be helpful to the
transformation process
Experience with alternative
supply chain strategies
3PL industry knowledge
and perspectives
Availability of data relevant to the
transformation objectives
Shipper industry knowledge
and perspectives
Types of transformation service providers have
shown the most interest in over the past 2-3 years Opportunities service providers see to add value
80%
Types of transformations shippers have
considered in the past 2-3 years
Which of the following are ways in which you feel that 3PLs may add value
by assisting with the planning of your transformation efforts?
3PL involvement in transformation decisions
Verysignificant,
9%
Significant, 28%
Advisory, 36%
Verylittle/
minimal, 17%
Noinvolvementof
our 3PLs, 5%
We donot use any
3PLs, 6%
Shippers
3PL/4PL Service Providers
26%
33%
39%
49%
49%
66%
0% 20% 40% 60% 80%
“customer-facing” activitiesand operations
Changes in use of variousmodes of transportation
Global expansion
Improving locationsof key supplier, manufacturing
3PL industry
knowledgeand
perspectives
65%
Experience with
alternative
supply chain
strategies
60%
Shipper industry
knowledgeand
perspectives
42%
Availability of data
relevant to the
transformation
objectives
35%
Analytical and
modeling capabilities
that may be helpful
to the transformation
process
43%
32%
41%
42%
55%
57%
62%
0% 20% 40% 60% 80%
“customer facing” activitiesand operations
Changes in use of variousmodes of transportation
Global expansion
Improving locationsof key supplier, manufacturing,
60%
64%
68%
77%
82%
0% 20% 40% 60% 100%
Analytical and modeling capabilities
that may be helpful to the
transformation process
Experience with alternative
supply chain strategies
3PL industry knowledge
and perspectives
Availability of data relevant to the
transformation objectives
Shipper industry knowledge
and perspectives
Types of transformation service providers have
shown the most interest in over the past 2-3 years Opportunities service providers see to add value
80%

How Data-Driven Decision-Making is Shaping the Supply Chain

33Utilizing Big Data and Analytics
The role of big data—large data sets that
are analyzed to reveal patterns, trends and
insights—is taking on greater importance for
3PLs and 4PLs as they look to optimize the
supply chain, increase end-to-end visibility
and drive efficiency for their customers. Big
data also allows those within the supply
chain to identify and correct inefficiencies,
run “what-if” scenarios, and improve the way
they respond to disruptions and mitigate risk.
Nearly all 3PLs taking part in the survey—98%—
said improved, data-driven decision-making
is essential to the future success of supply
chain activities and processes. The majority
of shippers—93%—agreed. Both groups—86%
of 3PLs and 81% of shippers—said the effective
use of big data will become a core competency
of their supply chain organizations.
The amount of data both 3PLs and shippers
collect has grown significantly. Providers
are capturing on-board data from trucks (see
more in the Strategic Assessment), as well
as information through transportation and
warehouse management systems. Connectivity
gained through the Internet of Things is
producing countless data points. However,
simply capturing data is not beneficial. It is
how that information is analyzed and used
that creates value – data generates insights
and insights drive action.
“You have to talk to people about what they
are going to do with the data and the decisions
they would like to make with it,” said Tom
McKenna, senior vice president of engineering
and technology for Penske Logistics. “In this
day and age, you can collect massive quantities
of data, but what are you going to do with it?”
To compete in today’s operating environment,
3PLs and 4PLs must be able to provide visibility,
which they have been doing for several years.
Now providers are getting more operational
and tactical with how they use that visibility
and are creating value by optimizing networks
and processes. “You have to be able to tell me
my truck is going to be late, but you should
also be able to tell me what I should do with
my goods and what adjustments I should make
to minimize disruptions within my supply
chain,” McKenna said.
Data can improve process integration. “If I
have greater detail on inbound loads, either
the arrival times or more specifically the
products and the orders that are on that
load, I can improve my processes to handle
both the warehousing and transportation
activities related to that shipment,” McKenna
said, adding that integrated processes allow
the supply chain to be much more smooth and
cost effective.
Some shippers and logistics providers
supplement traditional data with external
indicators, such as weather, to predict consumer
behavior and identify potential supply chain
disruptions. Drawing on data can help shippers
predict when to ship or stage products ahead
of a weather event or when to ship items based
on demand.
Logistics providers that have invested in
technology and expertise to utilize big data
could have a competitive advantage and give
shippers a reason to seek out third-party
providers. As 3PLs and 4PLs take on greater
leadership roles with customers, they will
likely take on greater roles aggregating and
consolidating data. “You have a greater ability
to obtain a more complete and true view of
a shipper’s logistics operation and network,”
McKenna said.
The Value in the Data
Obtaining data provides opportunities for 3PLs,
which can drive direct services or consultancy
services. When asked what they find the most
important regarding big data, 60% of shippers
said improving integration across the supply
chain, 55% said improving data quality, and 52%
saidimprovingprocessqualityandperformance,
as shown in Figure 18. Third-party logistics
providers could provide value to shippers in
each of these categories.
24%
24%
25%
25%
26%
32%
35%
50%
52%
55%
60%
0% 20% 40% 60% 80% 100%
Protecting customer data from third parties
Protecting proprietary company information
Improving customer segmentation and targeting abilities
Expanding revenuestreams from new products
Expanding revenuestreams from existing products
Improving customer loyalty and retention
Improving customer interaction and service
Increasing levels of data transparency
Improving processquality and performance
Improving data quality
Improving integration acrossthe supply chain
Participants Could List Three Responses
Figure 18: What Shippers Find the Most Important

When asked what they believe their customers
find the most important, 71% of 3PLs said
improving process quality and performance,
70% said improving logistics optimization,
and 53% said improving integration across
the supply chain (see Figure 19).
The survey results indicate 3PLs may not
realize how important shippers believe big
data is—79% of shippers said their supply
chain organization sees significant value in the
use of big data compared to 65% of 3PLs who
reported that their customers’ supply chain
organizations see significant value in the use
of big data.
21%
23%
24%
28%
29%
31%
36%
38%
46%
53%
70%
71%
0% 20% 40% 60% 80% 100%
Protecting customer data from third parties
Improving customer segmentation and targeting abilities
Expanding revenue streams from new products
Improving customer loyalty and retention
Expanding revenue streams from existing products
Increasing levels of data transparency
Improving customer interaction and service
Improving integration across the supply chain
Improving logistics optimization
Improving process quality and performance
Participants Could List Three Responses
Figure 19: What 3PL/4PL Service Providers Believe Customers Find the Most Important
Even 35% of shippers who do not currently
use 3PLs said 3PLs can support their big data
initiatives, which indicates 3PLs’ expertise in
data management and analysis may become
an increasingly important reason for shippers
to turn to a 3PL.
The desire to capture, analyze and utilize
data is creating opportunities for 3PLs and
could be a driving factor that causes shippers
to seek out 3PLs’ expertise. The majority of
shippers—88%—said big data initiatives are
more about managing the variety of data,
rather than the volume. Although shippers see
the value of information, only 66% said their
organizations currently have access to timely
and comprehensive data relating to supply
chain planning and operations.
Organizations have started to use efficiency
gains to improve the customer experience.
Within the survey, 35% of shippers said
the ability of big data to improve customer
interaction and service is its most important
aspect; 32% said they valued big data’s ability
to improve customer loyalty and retention.

35
16%
20%
25%
30%
35%
0% 10% 20% 30% 40%
3PLscannot manage the complexity of the data
elements needed to effectively use big data.
Our data is proprietary and we would not share it with 3PLs.
3PLshaveaccess to the heterogeneous data elements that are
needed to drivethe most effectiveuse of big data.
3PLs do not currently havebig data capabilities,
but we assume they will develop them in the future.
Yes, 3PLs can support our big data initiatives.
Confidence, Expectations Have
Shifted
As part of the 2017 survey, researchers revisited
questions shippers and logistics providers first
answered in 2014. There has been some softening
among shippers of what they think 3PLs can do
for them in the big data realm.
In the 2017 survey, 35% of shippers said 3PLs
can support their big data initiatives, down from
44% who felt the same way in 2014, shown in
Figure 20. The latest study also found that 16%
of shippers believe 3PLs cannot manage the
complexity of the data elements needed to use
big data effectively, up from 13% in 2014.
In this year’s survey, 61% of shippers said their
organizations needed to develop the more
traditional requirements of storage, processing
and information architecture, which is down
from 76% in 2014. “Shippers may no longer feel
the need to develop their own systems because
they can buy them now in the cloud. That is due
to the rapid development of cloud offerings,”
McKenna said.
Shippers’ focus and investments may be
shifting to how they better use that data
instead of worrying about the technical aspects
of storing and processing it. This leads to an
increasing recognition of the need for people
with expertise, such as data scientists, who
have statistical skills and can effectively use
advanced tools to do sophisticated analysis.
Going Forward
Shippers remain hopeful for the future. Nearly
one-third of shippers—30%— said 3PLs do not
currently have big data capabilities, but they
assume 3PLs will develop these capabilities in
the future. This is up from 22% who reported the
same in 2014. One-fourth of shippers said 3PLs
have access to the heterogeneous data elements
that are needed to drive the most effective use
of big data, up from 22% in 2014.
Big data may serve as a catalyst for greater
collaboration between shippers and providers
as well as within organizations. Among
respondents, 97% of shippers and 94% of 3PLs
said the effectiveness of big data initiatives are
highly dependent on the alignment and working
relationships between supply chain and IT.
To be effective, 3PLs’ systems will have to be
able to communicate with cloud-based systems
that shippers and other logistics providers are
deploying. “You’re going to have to be able to
connect with each other and all of the shippers.
Those logistics companies that are able to
leverage the data generated off other systems
provide more value,” said McKenna, adding that
progressive 3PLs are increasing their investment
in technology to ensure they can work with
multiple systems.
Consumer Insights
Consumer insights—the analysis of consumer
data to produce data-driven decisions within
sales, marketing and supply chain—is a key
priority for more than 80% of executives of large
consumer products organizations, according to
the Capgemini Consulting report “Consumer
Insights: Finding and Guarding the Treasure Trove”
(see Figure 8 earlier in the study).
Figure 20: Shippers’ Thoughts on Involving 3PLs With Big Data-Related Projects and 3PLs’ Abilities to Address Big Data-Related Problems

More than 54% of companies taking part in
the Consumer Insights study said they leverage
consumer insights to support marketing
campaign design and execution, and 61% of
companies said they leverage consumer insights
in new product development.
Among shippers participating in the 2017
Annual 3PL Study, 26% said expanding revenue
streams from existing products is one of the most
important features of big data; 25% said they find
expanding revenue streams from new products
to be the most important.
Supply chain operations represent a high impact
area for consumer insights. For instance, 57% of
companies have employed consumer insights
in inventory planning, with 90% of them
reporting that they have achieved moderate to
high level of success in it, the Consumer Insights
report said. Similarly, 54% of companies have
utilized consumer insights to optimize their
organizations’ supply chain networks, with 87%
experiencing moderate to high success.
Data Security
Research shows shippers are becoming more
comfortable with sharing information. In this
year’s study, 20% of shippers said they would not
share proprietary information with 3PLs, down
from 26% in 2014. To build trust with shippers,
logistics providers have to demonstrate they can
protect data.
Concerns over data privacy are overarching. In
addition to societal concerns about data privacy
at the consumer level, there are government
regulations that require those within the supply
chain to protect information. Within the global
supply chain, different countries have differing
dataprivacylaws,whichcouldmakewidespread
adoption of big data challenging.
In April 2016, the European Union adopted the
General Data Protection Regulation, which is
slated to take effect in May 2018. In conjunction
with the directive on the Processing of Personal
Data for the Purpose of Crime Prevention,
the rules establish accountability around data
protection in corporations across Europe. The
scopeoftheGDPRisnotjustlimitedtoEuropean-
based companies. It also includes companies that
maybebasedoutsidetheEUbutderivedatafrom
consumers inside the EU.
Data Accuracy
Connecting process and products through
the Internet of Things is generating more data
than ever before and will allow organizations
to generate full visibility into the supply chain.
Data is projected to grow tenfold from 4.4 trillion
gigabytes in 2013 to 44 trillion gigabytes in 2020,
and global data production is forecasted to be 44
times greater in 2020 than it was in 2009.
For data to be valuable, users need to be
disciplined in how they collect it, which can
create a challenge. Often, the users of systems
expect that data is being collected in a clean
manner, but that is not always true. McKenna
said many organizations, including 3PLs, believe
their data is better than it truly is. “The whole
issue of the cleanliness and completeness of the
dataalwaysreachesupandbitespeople,”hesaid.
Among shippers, 61% said their supply chain
organizations believe they—the shippers—
need to further develop the more traditional
requirements of storage, processing and
information.
Big data for networks that include multiple
transportation modes becomes an even tougher
challenge. To avoid black holes in data, orders
will need to be tracked across modes as orders/
shipments are aggregated and disaggregated to
track and trace the handoffs within the supply
chain.
Improved data accuracy results in greater clarity
and insights, but an estimated 80% of relevant
information is unstructured. Organizing,
scrubbing and storing data is time-consuming
andcostly.Improvingdataqualitycanbedonein
a number of ways. Today it is much more people-
driven, but systems are evolving and have more
automated data clean-up capabilities.
3PLs often find themselves in a position where
they need to clean up the data, collect more
information or make assumptions to fill in the
gaps. There is a cost to collecting, cleaning and
storing data, so it is important for shippers and
providers to understand why and how they will
use the information.
Big Data in Action
Logistics providers and carriers are using big
data technology to increase asset utilization and
decrease volatility in supply chains. Information
is then being integrated into optimization tools,
which helps logistics providers with demand
forecasting and overall planning. Some
companies utilize off-the-shelf solutions, while
othersarecreatingin-house,proprietarysystems.
To provide visibility, drive supply chain
optimization and minimize disruptions,
Penske Logistics has created the ClearChainTM
suite of technology, which has added a layer of
proprietary technology on top of commercially
availablesystems.ClearChaincollectsthousands
of data points and provides complete, accurate
and timely data that connects people in the
supply chain with the information needed to
improve decision-making. The visibility that the
system provides allows users to route around
disruptions, alter shipments mid-route, optimize
routes and compare the flow of materials to
customers’ production schedules.
UPS has invested $1 billion in its On-Road
Integrated Optimization and Navigation
(ORION) technology. The system uses more than
250milliondatapointsforrouteoptimizationand
visibility. It draws on fleet telematics, online map
data it has customized and advanced algorithms
to gather and calculate the data to provide UPS
drivers with optimized routes. The system is
constantly evaluating the best route based on
real-time information. UPS has been working on
the technology for years and first deployed it in
2013. The company expects to utilize it on 55,000
routes in the North American market by 2017.
UPS estimates that saving just one mile per
driver per day over one year can save UPS up
to $50 million, plus the system provides UPS
customers with more personalized services,
such as information on upcoming deliveries
and the ability to adjust delivery locations and
preferences.

Wal-Mart relies heavily on data to optimize
its transportation network and inventory
management, which minimizes delays. The
retailer uses vendor-managed inventory model
that allows suppliers to access Wal-Mart’s data
to see details on current inventory levels and the
rate at which products are sold. Suppliers use
the data to determine when to ship products. In
turn, Wal-Mart monitors and controls the actual
transit of goods from warehouses to the stores.
Key Takeaways
• There is enormous potential for big data
to drive insights and increase end-to-end
visibility in the supply chain, but privacy
concerns, the necessary infrastructure for
obtaining data and usability of data remain
roadblocks that need to be addressed.
• Nearly all 3PLs taking part in the
survey—98%—said improved, data-driven
decision-making is essential to the future
success of supply chain activities and
processes. The majority of shippers—93%—
agreed. Both groups—86% of 3PLs and 81%
of shippers—said the effective use of big
data will become a core competency of their
supply chain organizations.
• When asked what they find the most
important regarding big data, 60% of
shippers said improving integration across
the supply chain, 55% said improving data
quality and 52% said improving process
quality and performance. Among 3PLs,
71% said improving process quality and
performance, 70% said improving logistics
optimization, and 53% said improving
integration across the supply chain.
• Logistics providers lag slightly in their
understanding of big data’s importance to
shippers—79% of shippers said their supply
chain organization sees significant value in
the use of big data, compared to 65% of 3PLs
who reported that their customers’ supply
chain organizations see significant value in
the use of big data.
• There is softening among shippers of what
they think 3PLs can achieve with big data.
In the 2017 survey, 35% of shippers said 3PLs
can support their big data initiatives, down
from 44% who felt the same way in 2014. The
latest study also found that 16% of shippers
believe 3PLs cannot manage the complexity
ofthedataelementsneededtoeffectivelyuse
big data, up from 13% in 2014.
• In this year’s survey, 76% of shippers said
their organizations needed to develop the
more traditional requirements of storage,
processing and information architecture,
which is down from 79% in 2014.
• Among respondents, 97% of shippers and
94% of 3PLs said the effectiveness of big
data initiatives are highly dependent on
the alignment and working relationships
between supply chain and IT.
• Shippers are becoming more comfortable
with sharing information. In this year’s
study, 20% of shippers said they would not
share proprietary information with 3PLs,
down from 26% in 2014.
• Improved data accuracy results in greater
clarity and insights, but an estimated 80%
of relevant information is unstructured.
Organizing, scrubbing and storing data is
time-consuming and costly.
Operational Analytics at Network Rail
Network Rail in the United Kingdom is using analytics to manage its core rail assets. It uses a
solution that brings together data from more than 14 asset information systems into a single
digital platform, providing a consolidated and consistent view of the asset data. This data
insight is combined with an operational model that embeds data capability in the business.
For example, Network Rail provides its engineers with critical data through mobile devices, so
that they can access it when and where they need it the most. In turn, this insight is allowing
Network Rail to make better operational decisions and allows it to undertake preventive track
maintenance, resulting in fewer asset faults and failure. Using data to make better decisions,
the company has realized cost savings of £125 million over a five-year period.
Source: Capgemini, “Enabling Track Asset Decision Support at Network Rail,” 2014

Our supply chain organization believes
we need to further develop the more
traditional requirements of storage,
processing, and information architecture
before we become seriously involved in
the use of big data.
The effectiveness of big data
initiatives are highly dependent on the
alignment and working relationships
between supply chain and IT.
The effective use of big data will
become a core competency of our
supply chain organization.
Successful big data
initiatives are more about
managing the variety of
data, rather than the
volume of data
Improved, data-driven
decision-making is essential
to the future success of our
supply chain activities and
processes
90% agree
Our supply chain
organization sees
signiﬁcant value in the
use of big data
93% agreeagree79%
20172014
Our organization currently has access to
timely and comprehensive data relating to
supply chain planning and operations.
66%
61%
81%
69%
76%
81%
85%81%
Shippers: Perspective on Big Data Shifting
3PLs do not currently have big data
capabilities, but we assume they
will develop them in the future.
3PLs have access to the
heterogeneous data elements
that are needed to drive the most
effective use of big data.
Our data is proprietary and we
would not share it with 3PLs.
3PLs cannot manage the
complexity of the data elements
needed to effectively use big data.
20172014
Yes, 3PLs can support our
big data initiatives. 35%
30%
25%
44%
22%
22%
20%26%
16%13%
Improving process quality
and performance
Improving customer
interaction and service
Increasing levels of data
transparency
What 3PL/4PL service providers believe customers wantWhat shippers ﬁnd most important
Improving integration
across the supply chain 53% 60%
55% 29%
52% 71%
50% 38%
35% 46%
Improving customer loyalty
and retention
Expanding revenue streams from
existing products
Expanding revenue streams
from new products
Improving customer segmentation
and targeting abilities
Protecting customer data
from third-parties
32% 31%
26% 36%
25% 28%
25% 23%
24% 24%
24% 21%
Improving logistics
optimization
70%
Big Data
3PLStudy.com

Closing the Loop

41End-of-Life Supply Chain
It is inevitable that at some point, a component
or product will reach its end-of-life. Eventually,
a manufacturer or vendor will stop marketing,
selling or sustaining certain items, or what is
more common today, a newer and better version
is released. So in today’s market, the end of a
product’s lifecycle is coming sooner rather than
later for some items, particularly electronics.
The pace of innovation has led to a growing
stream of new products, resulting in a decreased
product lifespan for a number of products.
Consider that in 2012, 18.9 million tons of
consumer goods were recycled globally. Five
years ago, the 2012 Third Party Logistics Study first
reported that 44% of 3PLs and 30% of shippers
reported that short product lifecycles were a
primary concern among electronics shippers.
Within both the U.S. and the European Union,
regulations on electronics mandate end-of-life
activities.
7%
7%
15%
16%
19%
20%
23%
41%
0% 20% 40% 60% 80%
Weare speciﬁcally an end-of-lifecycleprocessor, refurbisher or recycler
Wehave a new or developing product return and/or recycling program
Weremanufactureour own products
Weaccept failed products for R&D purposes (in limited quantities)
Weuse a third party for all end-of-lifecycleprocessing
Weaccept our products as returns for
maintenance(either in-house or with the support of a third party)
Wehave a well-developed product return and/or recycleprogram
Wedo not touch end-of-lifecycleproductsor processing
Figure 21: The Degree to Which Shippers’ Companies are Involved in “End-of-Lifecycle” Handling or Processing
There is a range of environmental, social and
economic factors driving the growth of end-of-
life supply chain needs. Not only can improper
disposal/dumping result in fines for failing to
comply, but it can also create a social backlash
and generate bad publicity for those involved.
Environmental concerns from consumers are
increasing pressure for organizations to focus
on environmental impact and sustainability
initiatives.
Reverse logistics for end-of-life products has
a valuable role within the supply chain. For
manufacturers, the magnitude of returns and
growing environmental, economic and social
pressures to recycle or properly dispose of goods
represents an opportunity for significant cost
reductions through proper reverse logistics
management.
Less than half of shippers—41%—said they
processing, and the majority work with end-
of-lifecycle handling or processing in some
capacity, as shown in Figure 21.

Of those that are involved in end-of-lifecycle
activities, 34% of shippers said it is a result of
consumer demand, request or expectations,
and 22% said it is because of extended product
responsibility, as shown in Figure 22.
There are opportunities for shippers and their
logistics providers to obtain value from end-
of-life activities. As shown in Figure 23, 41% of
shippers said they would prefer a third party to
handle all aspects of end-of-lifecycle collection
and processing. Nearly one-third—29%—would
like to improve the efficiency of their internal
capabilities; 20% would like to work with a third
party to support product disposal; and 19%
would like to work with a partner to support
physical logistics/movement of end-of-lifecycle
products.
Some of the most common approaches to manage
products approaching end-of-life include:
• Maintenance: Extending the life of the
product through repair/service at the
manufacturer (20% of shipper respondents)
• Redesign: Developing products that
use fewer materials, have a smaller
environmental footprint and are designed
to be more durable, further increasing
useable life
• Remanufacturing: Replacing broken or
outdated parts to make a new product ready
for sale (15% of shipper respondents)
• Recycling: Recovering materials from end-
of-life products for various secondary use
Among logistics providers, more than half—
54%—offer logistics/physical movement
support of end-of-lifecycle specific offerings,
but 40% do not have any EoL-specific solutions
(see Figure 24).
13%
22%
34%
44%
0% 20% 40% 60% 80%
Other
Extended product responsibility
(governmental controls and regulations)
Consumer demand/request/expectation
Weare not involved
0% 20% 40% 60% 80%
11%Other
19%
Wewould like to work with a partner to support
physical logistics/movement of end-of-lifecycleproducts
20%
Wewould like to work with a third party
to support product disposal
29%
Wewould like to improvethe efficiency
of our internal capabilities
41%
Weare not interested in supporting end-of-lifecycle/we
would prefer a third-party to handle all aspects of
end-of-lifecyclecollection and processing
0% 20% 40% 60% 80%
41%
4%
23%
23%
24%
40%
55%
Other
Wehave a network of processorsand
recyclers that we work with regularly
Weoffer sorting and/or deconstruction services
Weoffer product disposal services
Wedo not have any end-of-lifecyclespecific offerings
Weoffer logistics/physical movement support
Figure 22: Why Shippers Have Gotten Involved in End-of-Lifecycle Activities
Figure 23: Services Shippers Would be Interested in to Support End-of-Lifecycle Efforts
Figure 24: End-of-Lifecycle Specific Offerings 3PL/4PL Service Providers Offer Customers

There could be a slight disconnect between
logistics providers’ perception of demand for
end-of-lifecycle requirements and shippers’
needs. Only 44% of shippers said they are
not involved in EoL activities, whereas 60%
of 3PL/4PL respondents believe that less than
25% of their customers are doing end-of-lifecycle
related work (see Figure 25).
Among 3PL/4PL respondents, 34% said
consumers demand, request or expect end-of-
lifecycle support; 17% said extended product
regulations) were a primary reason they were
are involved because of secondary market value
capture, shown in Figure 26.
Industry-Speciﬁc End-of-Life Needs
Rapid growth in the electronics industry has
shortened the lifecycle of handheld and home
electronics devices. Many of the flat screen
televisions, tablets, e-readers and smartphones
that are part of consumers’ lives today were
not even available before 2000. The electronics
landscape has evolved rapidly, with consumers
replacing some devices every few years.
Electronics containing hazardous or toxic
componentsmustbemanagedproperlytoensure
safe disposal, and much of the metal and glass
used within the products can be reclaimed to
minimizetheenvironmentalandsecurityimpact.
More than half of U.S. states have laws related
to electronic waste. In 2015, U.S. implemented a
statewide ban that requires residents to dispose
of TVs, printers and MP3 players at designated
stores and drop-off locations for recycling or face
a $100 fine.
Organizations, including the Environmental
Protection Agency, are working jointly with
global organizations to address e-waste abroad.
EPA collaborates with the United Nations
UniversitySolvingtheE-wasteProblemInitiative.
The European Union’s European Commission
is also working to address waste electrical
and electronic equipment. In 2014, the latest
0% 20% 40% 60% 80%
8%Other
17%
17%Secondary market valuecapture
35%Consumer demand/request/expectation
43%Weare not involved
0% 20% 40% 60% 80%
31%
60%
14%
7%
7%
Wehave customersthat areend-of-lifecycle
speciﬁc processorsand recyclers
Less than 25% of our customers
are doing end-of-lifecyclerelated work
25%-50% of our customers aredoing
end-of-lifecycle related work
50%-75% of our customers aredoing
end-of-lifecycle related work
Greater than 75% of our customersare
doing end-of-lifecyclerelated work
Figure 26: Why 3PLs/4PLs Have Gotten Involved in End-of-Lifecycle Activities
Figure 25: The Degree to Which 3PL/4PL Service Providers’ Customers are Involved in
End-of-Lifecycle Handling or Processing
EU Directive outlined where consumers can
return their electrical and electronic equipment
waste free of charge, and deemed producers
or distributors responsible for collection and
disposal of such waste.
Within the U.S., the National Strategy for
Electronics Stewardship (NSES) is encouraging
certification of electronics recycling and
refurbishment facilities. In 2011, approximately
100 facilities were certified under the newly
established voluntary electronics recycling
certification programs. As of mid June 2014,
more than 565 facilities obtained voluntary
certification.
The NSES also took steps to develop
environmentally friendly product standards
for electronics that contain fewer toxic materials,
use less energy, last longer, use more recycled
materials, and are more easily recycled or
upgraded.Federalagencieshaveworkedtogether
todevelopenvironmentallypreferableelectronics
standards, called the Electronic Product
Environmental Assessment Tool (EPEAT).
Federal purchasers are currently required to buy
EPEAT-registered products, and purchasers of
EPEAT products are located in 43 countries and
include the governments of eight countries. Also,
state and local governments, large corporations
and businesses are purchasing electronics that
meet green design and recycling standards.

Factors Driving End-of-Life Supply
Chain
Not only are there regulations related to end-of-
life supply chain, but consumers also appear to
have greater expectations for maintenance and
repair services as well as warranty expectations
for their electronics devices. Manufacturers
have the potential to differentiate themselves
through their support offerings, which would
likely produce an economic boost.
There is also an economic benefit to recycling and
reusing materials within electronics devices. Not
only can improved recycling practices reduce
costs of waste management, but they can also
lead to reusable materials. For example, the EPA
estimates that for every one million cell phones
recycled, 35,274 pounds of copper, 772 pounds
of silver, 75 pounds of gold and 33 pounds of
palladium can be recovered.
There are several ways manufacturers can
manage the end of lifecycle for products,
including reuse, repair, recovery, recycling and
disposal, as shown in Figure 27. Recovering
productscreatesopportunitiesformanufacturers
to improve designs, and 15% of shippers said
they accept failed products for research and
development purposes.
Ensuring a closed loop along the product
lifecycle allows for greater efficiency, reduced
environmental impact and lower total costs at
all touch points, and there are significant savings
opportunities through well-managed and
optimized reverse logistics for manufacturers.
Logisticsprovidersthatunderstandthegrowthin
reverselogisticsandthenecessaryinfrastructure
for success can leverage their expertise through
end-of-life-specific product offerings.
Key Takeaways
• Less than half of shippers—41%—said they
processing,butthemajorityofshipperswork
with end-of-lifecycle handling or processing
in some capacity.
• Of those that are involved in end-of-lifecycle
activities, 34% of shippers said it isbecause of
consumer demand, request or expectations,
and 22% said it is because of extended
product responsibility.
• Among shippers, 41% would prefer a third
party to handle all aspects of end-of-lifecycle
collection and processing; 29% would like
to improve the efficiency of their internal
capabilities; 20% would like to work with
a third party to support product disposal;
and 19% would like to work with a partner
to support physical logistics/movement of
end-of-lifecycle products.
• More than half of logistics providers—54%—
offerlogistics/physicalmovementsupportof
end-of-lifecyclespecificofferings,but40%do
not have any EoL-specific solutions.
• Among shippers, 34% said consumers
demand, request or expect end-of-lifecycle
support; 17% said extended product
regulations)wereaprimaryreasontheywere
are involved because of secondary market
value capture.

45
Methods of Managing End of Lifecycle (EOL) Products; Flow from Left to Right
Maintenance Redesigning Remanufacturing
Extending the life of a
product by bringing back
the product to
manufacturer/OEM
This could be done via
repair service
It also includes adaptations
to make products easier to
repair or disassemble at
end of life
Developing products that
use fewer materials or have
a smaller environment
footprint, that are designed
to be more durable or
are offered as a service
through a take back model
The process of
remanufacturing avoids
a new product having
to be manufactured
Disassembling end-of-
lifecycle products at the
component level rather
than into separate materials,
replacing broken or
out-dated parts to
make a new product
for sale or lease
EOL: End of Lifecycle
Remanufacturing is usually
the most desirable EOL
product management
option as it minimizes
environmental impacts,
results in less loss of
value, and can create new
market opportunities
Last Option for
EOL Product
Recycling
Recovering materials from
end-of-life products for
use as
Raw materials in another
process
Energy generation through
incineration
The recycling may lead to
materials of the same
quality, lower quality
(downcycling) or higher
quality (upcycling)
When a product is
disassembled before
recycling, components
salvaged from the product
can be sent back to different
tiers of the forward supply
chain and reused, thus
creating a closed-loop
Figure 27: End-of-Lifecycle Management of Products Techniques
Source: CC India Analysis

Shippers 3PL/4PL Service Providers
Why Shippers and Service Providers have Gotten Involved in End-of-Life Activities
The End-of-Life Supply Chain
7%
7%
15%
16%
19%
20%
23%
41%
0% 20% 40% 60% 80%
Weare specifically an end-of-lifecycleprocessor,
refurbished or recycler
Wehave a new or developing product
return and/or recycling program
Weremanufactureour own products
Weaccept failed products for R&D purposes (in limited quantities)
Weuse a third-party for all end-of-lifecycleprocessing
Weaccept our productsas returns for
maintenance(either in-house or with the support of a third party)
Wehave a well-developed product return and/or recycleprogram
Wedo not touch end-of-lifecycleproductsor processing
13%
22%
34%
44%
Other
Consumer demand/request/expectation
Weare not involved
0% 20% 40% 60% 80%
4%
24% 23% 23%
40%
55%
Other
End-of-Life Related Services Shippers and Service Providers Would be Interested in Supporting
Weare not
involved
43%
Consumer
demand/request/-
expectation
35%
Extended product
responsibility
(governmental
controls and
regulations)
17%
Other
8%
Secondary market
valuecapture
17%
3PLStudy.com
11%
19%
20%
29%
41%
0%
20%
40%
60%
80%
Other
PercentageofRespondents
We are not interested in
supporting end-of-lifecycle/
we would prefer a third-party
to handle all aspects of
end-of-lifecycle collection
and processing
Wewould like
to improvethe
efficiency of
our internal
capabilities
Wewould like to
work with a
third-party
to support
product disposal
Wewould like
to work with
a partner to
support
physical
logistics/
movement of
end-of-lifecycle
products
The Degree to Which Shippers and Service Providers are Involved in the End-of-Life Supply Chain
0%
20%
40%
60%
80%
PercentageofRespondents
Weoffer
logistics/-
physical
movement
support
Wedo not
have any
end-of-life-
cycle
specific
offerings
Weoffer
product
disposal
services
Weoffer
sorting and/or
deconstruction
services
Wehave a
network of
processors
and
recyclers
that we
work with
regularly

Closing the Loop

49
Change Management
Change is always inevitable, but the pace of
change in today’s supply chain continues to
accelerate. Shippers, as well as their logistics
providers, see the needs for change arise from
both internal and external forces, and they
must be both reactive and proactive to remain
successful. Given the role of 3PLs in shippers’
supply chain transformation initiatives, the need
for effective change management has increased
significantly. Although numerous process
models relating to change management have
been developed, the seminal research conducted
by Professor John Kotter of Harvard Business
School has resulted in the most widely used and
highly regarded of the available templates.1
Kotter created a list, “Eight Steps of Change,”
which includes:
1. Establish a sense of urgency
2. Form a powerful guiding coalition
3. Create a vision
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for and create short-term wins
7. Consolidate improvements and produce
more change
8. Institutionalize new approaches
There is a logical progression throughout each
of the steps. The first few steps (1 – 3) essentially
serve to validate the need for change and also
create a climate for change. Obviously, the idea
of change, whether positive or negative, is not
welcomed equally by all organizations and their
people, so these steps create the foundation upon
which further progress needs to be made. The
next steps (4 – 6) are focused on engaging and
enabling the entire organization(s). These steps
are critical to creating “buy in” among those
who will participate in the change process.
Creating short-term successes may help to build
credibility of the overall change management
1. For example, see Kotter, J. P. Leading Change. Boston: Harvard Business School Press, 1996.
process. The last two steps (7 – 8) are designed
to implement and sustain change. Collectively,
these eight steps represent a useful roadmap for
dealing with organizational change.
In the context of supply chain transformation,
and because supply chains by definition are
multi-organizational, change management
must be diffused throughout the supply chain.
Logically, there should be a roadmap for creating
buy-in and participation of organizations
throughout the supply chain. This includes
customers, suppliers, providers of supply chain
services, financial institutions, etc.
There is validity in the well-worn phrase “the
supply chain is as strong as its weakest link,”
and change is necessary to maintain the overall
integrity of the supply chain, particularly
given the rate of change in today’s operating
environments. This underscores the need for
change management processes to be inclusive
of an organization’s supply chain partners to
enhance the likelihood of success. In many
cases, supply chain partners may be able to help
shippers react to change faster than shippers
could have on their own.
To what extent do organization-specific change
management initiatives reflect the importance
of change in a broader, supply chain
perspective? Do organizations consider the
impacts on and participation of supply chain
partners in the change management process?
How are organizations involving supply chain
partners in the change management process?
The Food and Beverage Sector
A growing number of locations offering fresh
foods coupled with a proliferation of fresh
products, shifts in consumer behavior and
an increase in government regulations are
intensifying the transportation demands on
the food and beverage industry. At the same
time, the rising cost of transportation, the focus
on freshness and the desire to gain efficiencies
within the supply chain has become a greater
priority for food distributors, which is creating
opportunities for 3PLs and 4PLs.
Increasingly, grocery stores are segmenting out
their fresh channel and are offering more grab-
and-go items, such as fresh sandwiches, salad
bars and prepackaged product. Stores are also
trying to cater to a greater number of consumer
preferences, which is leading to some smaller,
niche offerings at locations, and stores with a
fresh format are expected to grow, which will
create additional opportunities for logistics
providers.
The consistency with which a product is
delivered is incredibly important to food
distribution companies. “Consumers won’t
stand for brown lettuce. It comes back to
providing more frequent replenishment and
smaller deliveries,” said Andy Moses, senior vice
president of global products at Penske Logistics,
adding that the customer demand for freshness
is shifting traditional transportation patterns. “It
is no longer good enough to have a tractor trailer
run every three days or so. They want daily or
more frequent replenishment of those items.”
E-commerce, growth in the omni-channel and
a proliferation of products mean that today’s
consumers have greater expectations. Not only
are they looking for a wider variety of product
choices, consumers expect quality products that
are in stock, whether they’re shopping online or
at their local grocery store. Within a dynamic
consumer environment, the customer has so
many options that retailers cannot afford to
have empty shelves or products that aren’t fresh.
To accelerate freshness, some companies are
creating separate supply chains for the different
segments and profit centers within a store. As
a result, they are pulling highly perishable
items out of traditional distribution channels
and putting them in more rapid-replenishment
distribution channels. Some food retailers, such
as coffee shops, also offer their products for sale
in grocery stores, which is creating further
segmentation within the supply chain.

These changes shift both warehouse and
transportation practices, placing new demands
on network and warehouse design, equipment
and the labor force. Within the transportation
segment, changing demand is leading to the use
of different types of equipment and drivers with
different skill levels, as some drivers are now
entering the store through the front door and
possibly even restocking displays themselves.
Within the warehouse, employees are picking
smaller quantities rather than pallets, which
requires different levels of technology.
Grocers and logistics providers may create
more geographically accessible warehouses to
respond to this accelerated perishables track.
Stores rely more heavily on having the right
inventory to build brand affinity. Today’s
consumers have many more options to do their
grocery shopping than they ever had before,
making it easy for shoppers to change stores
if they have a bad experience. This requires
shippers to develop a more flexible, reliable,
but efficient supply chain for these product
segments.
Within the grocery segment, volumes often
spike during certain times of the year, such as
the holidays, seasonal promotions or ahead of
severe weather. The ability to scale up quickly
enables grocers to keep their shelves stocked,
generating consumer loyalty.
And grocers want to take advantage of these
surges in volume, which means the ability to
flex rapidly is valuable.
While contingency planning is a key element
within the supply chain, it takes on even greater
importance within the food and beverage
industry. The combination of real-time supply of
products, just-in-time deliveries, and an industry
that is vulnerable to weather and agricultural
conditions means shippers sometimes have to
shift their sourcing and routing of products with
very little notice. As a result, their transportation
needs can shift quickly as can available capacity.
In addition to traditional spikes, the food
and beverage industry saw shifts in produce
shipments in 2015 because of the drought in
California and floods in Texas, and the Avian flu
cut poultry and egg production in the Midwest,
forcing suppliers to find products elsewhere.
These types of disruptions could drive the use
of 3PLs because having access to a large pool
of carriers, which 3PLs can provide, ensures
shippers have the capacity and coverage they
need.
Increased transportation demands, customer
expectations and shippers’ need to respond can
add complexities to the distribution network.
This also creates opportunities for 3PLs that
are continuing to invest in technology to
increase collaboration and speed the flow of
information among shippers, the warehouse
and transportation providers.
Upstream collaboration can aid in working
through those complexities. Working with
shippers on their demand planning, forecasting
and distribution points can help create a
predictable transportation strategy that could
alleviate potential disruptions when the
unknown or unexpected occurs. Access to
timely information also enables 3PLs to leverage
data to anticipate exceptions and have a plan
of action in place before the exception occurs.
The role of information and its ability to let those
within the supply chain track and trace items
is critical in the food and beverage industry.
Technology, including transportation and
warehouse management systems as well as
scanning technology, allows carriers to track
products at multiple touch points throughout
the supply chain, such as upon pickup at the
suppliers’ dock, delivery into the warehouse,
loading at the warehouse and the final delivery
from the truck.
Food recalls are inevitable, and to prevent
consumers from getting sick and to protect their
brands, food suppliers need to be able to pull
products off the shelf quickly when necessary.
The ability to track products throughout the
supply chain—from farm to fork—enables food
distribution companies to intercept recalled
items before they are delivered or quickly
thereafter.
In 2015, the Food and Drug Administration
reported hundreds of recalls. In March 2015,
Kraft recalled 6.5 million boxes of macaroni
and cheese after consumers found metal in the
boxes. In April, Blue Bell Ice Cream voluntarily
removed all of its products from shelves because
of safety concerns. In July Aspen Foods recalled
about two million pounds of frozen chicken
products, and Oscar Mayer recalled more than
two million pounds of turkey bacon due to
mislabeling in August. Chipotle Mexican Grill
also faced a number of food safety challenges
throughout the year.
In 2016, the Food and Drug Administration
released the final regulations surrounding the
Food Safety Modernization Act, which applies
to shippers, receivers, loaders and carriers
that transport food in the United States. The
rule addresses time/temperature controls for
perishable food and mandates that food and
beverage providers, as well as their supply
chain partners, must be able to track and trace
products quickly in the event of a recall.
Carriers will need to track temperatures while
transporting perishable products and will
need to verify that, based on the shipper’s
specifications, mechanically refrigerated cold
storage compartments or containers, as well as
thermally insulated tanks, have been properly
pre-cooled before loading products, if necessary.
Monitoring temperatures not only ensures
products don’t spoil, but it can also prolong the
shelf life, appealing to the desire for freshness.
Even slight variations in temperature matter.
For example, raising the temperature of bagged
salad from 34 to 42 degrees Fahrenheit during a
shipment makes bagged salad go bad five days
faster, even though the product will be delivered
perfectly intact.

51Strategic Assessment
These mandates are designed to improve safety
and prevent spoilage, but they create greater
complexity surrounding food delivery and place
greater demands on those within the supply
chain. A continued focus on freshness, food
safety and customer service will continue to
be the driving force behind shippers’ efforts in
the food and beverage industry supply chain,
which has evolved to encompass transportation,
storage and distribution from the field to the
table. The amount of information required
to track and trace products throughout the
food and beverage supply chain has increased
tremendously and will continue to grow.
Shippers likely will increasingly rely on 3PL
partners with the expertise to collect, analyze
and share information in near real time.
Will grocery customers turn to the added
expertise 3PLs provide as they either pilot
or execute e-commerce or omni-channel
fulfillment strategies within the food and
beverage industry? How can 3PLs collaborate
with food and beverage shippers to improve
tracking and tracing capabilities, speed
deliveries, manage inventories and control
costs? Will food and beverage shippers
utilize 3PLs to provide a mix of technology,
equipment and expertise to leverage the
supply chain?
Digitizing the Truck
In the current operating environment, carriers,
shippers and logistics providers need an
increasing amount of information related
to shipments. Companies are demanding
transparency from their business partners, and
automating the flow of information can save
time for all parties in the supply chain.
Telematics—the branch of technology that
deals with long-distance transmission of
computerized information—speeds the
exchange of data and provides accurate
information on a load’s location as well as the
tractor and trailer carrying the load, giving
carriers and logistics providers deeper insight
and visibility into fleet operations.
Tracking technology allows those within the
supply chain to monitor the movement of goods
from the time they leave the manufacturer to
the final unloading. Load and trailer tracking
technology can save fleets time, increasing
productivity and efficiency, and automatic
updates give providers more timely insight,
enhance customer service and streamline
operations. The data can help providers
predict potential service issues and detect load
tampering.
There are a number of telematics options with
varying capabilities on the market. Systems can
provide GPS tracking and diagnostic data, as
well as information on unsafe driving events
and regulatory compliance. That information
allows providers to improve customer service,
minimize delays, better utilize assets and
enhance security. Digitizing trucks enables
route optimization based on real-time data,
which can allow carriers to adjust routes based
on traffic or supply chain disruptions. The
information also allows carriers or logistics
providers to send real-time alerts regarding
the status of a delivery.
Technology providers have seen greater demand
from logistics companies looking to increase
productivity through the use of collaborative,
cloud technology. This growth is driving
increased investments among providers as
well as mergers and acquisitions within the
telematics industry.
In June 2016, Verizon Communications signed
an agreement to purchase Telogis, a provider of
cloud-based logistics software and services for

truck fleets. The announcement came following
years of significant capital fundraising by
Telogis. Telogis raised $93 million through the
venture capital firm Kleiner Perkins Caufield
& Byers in 2013 and another $25 million from
other venture capital firms in 2015.
Two large providers in the GPS fleet and
tracking space, Navman Wireless and Teletrac,
merged in 2015, making it one of the largest
global telematics providers. The company said
it tracks more than 500,000 vehicles owned by
over 40,000 organizations on five continents.
In addition to relying on traditional telematics
offerings, providers can also leverage technology
that tracks loads via the GPS receivers on drivers’
smartphones, which provides an alternative to
pulling information from a specific tractor or
trailer. Using the technology, logistics providers
and brokers can obtain GPS status updates via
the driver’s cellular phone once the driver has
given permission for the system to run on his
or her phone.
One challenge surrounding the adoption of
telematics technology has been the cost, but
smaller fleets may have more opportunities to
use the technology as the number of tracking
technologies increases and options become
more cost effective.
There are several government regulations that
are also driving the adoption of telematics
technology. In December 2015, the Federal
Motor Carrier Safety Administration enacted
a mandate requiring electronic logging devices.
Carriers must comply by December 2017. They
can utilize devices that only track location and
hours-of-service information, but many may
opt for a more-comprehensive telematics device.
Load-tracking technology may see increased
growth as carriers and shippers work to comply
withthefinalrequirementsoftheFoodandDrug
Administration’s Food Safety Modernization
Act. They take effect in 2017 and require
shippers to demonstrate compliance across the
entire supply chain. Under FSMA, shippers and
carriers need to be able to demonstrate a chain
of custody as well as temperature compliance.
Carriers also face restrictions on the order in
which products can be loaded in a trailer.
However, collecting data is only one part of
the equation. For the information to be useful,
supply chain partners have to integrate data into
the appropriate systems so it can be analyzed
and provide value. The increase in the amount
of data that fleets and providers collect, as well
as the growing need to use the information
strategically, could result in increased
opportunities for 3PLs and 4PLs to manage and
analyze the data the systems generate. Logistics
providers could also guide carriers and brokers
on the benefit of implementing the systems
within the supply chain and on the ways in
which they collect data.
Given the amount of information exchanged
through telematics systems, data privacy
remains a big concern for multinational logistics
organizations. Those collecting, receiving and
analyzing the data will need to have security
systems in place to protect the information they
receive.
To improve performance, equipment
manufacturers are equipping vehicles with
remote diagnostic reporting systems that can
transmit fault codes to alert carriers to required
maintenance and avoid the risk of a breakdown
or violation during a roadside inspection.
Remote diagnostic reporting systems have
a number of benefits for carriers, including
minimizing delays associated with downtime
and reducing the risk of violations under the
Department of Transportation’s Compliance,
Safety, Accountability program. The systems are
standard on some tractors and can be ordered
on others.
In addition to bringing significant changes to the
amount of data that is transmitted from Class 8
trucks, technology is changing the tractors as
well. Adaptive cruise control, which is already
available in some vehicles, can be enhanced
when vehicle-to-vehicle communication is
added. Trucks could adjust their speeds in
sync with the truck ahead of them, resulting
in the ability for trucks to convoy, controlled
by a lead truck. In April 2016, a convoy of self-
driving trucks completed a cross-border trip in
Europe. More than a dozen trucks from six major
manufacturers—DAF, Daimler, Iveco, MAN,
Scania and Volvo—took part in the journey.
In mid 2015, Freightliner began testing its
Inspiration Truck, the first licensed autonomous
commercial truck to operate on an open public
highway in the United States. The Inspiration
Truck can activate the Highway Pilot option that
links together camera and radar technology
with systems providing lane stability, collision
avoidance, speed control, braking, steering and
an advanced dash display. The move toward
driverless vehicles could increase as the driver
shortage worsens and capacity tightens.
The ability for trucks to communicate
information is becoming a necessary tool
for logistics organizations because of the
need for real-time information related to
loads and the desire to optimize routes and
decrease transportation costs. Because supply
chain partners have to integrate data into
the appropriate systems to derive its value, it
could bode well for 3PLs and 4PLs that have
the expertise to analyze and manage the
information.
What types of opportunities will the vast
amounts of data coming off of vehicles create
for 3PLs and 4PLs? How will the truck of the
future incorporate autonomous technologies?
Will the technology result in driverless
vehicles, which could mitigate the challenges
associated with the driver shortage as well as
tight capacity?
The Effect of Brexit on the Supply
Chain
Brexit, the United Kingdom’s vote to leave the
European Union, could bring uncertainty as
well as opportunity to supply chain operations
both regionally within the U.K. and globally as
Britain establishes its trading relationships and

53Strategic Assessment
rules. It will take up to two years for the U.K.
to fully exit and renegotiate trade relationships
with Europe, but the vote could lead to increased
demand for third-party logistics providers to
provide guidance as shippers, retailers and
manufacturers adapt to changing trade rules
and regulations. Both 3PLs and 4PLs could
help mitigate supply chain disruptions until
updated trade agreements and regulations are
established.
Uncertainty lingers over economic stability,
the currency value, trade deals and potential
migrant worker reductions, and there are both
short- and long-term implications of the vote.
In the short term, shipping demand could
increase if retailers see a spike in sales. Since
Brexit was announced, the British pound has
become weaker, which could drive up demand
of exports and boost sales for U.K. retailers as
foreigners take advantage of the exchange rate.
In addition, Brexit is expected to increase
caution and slow down merger and acquisition
activity initially as companies wait to see the
implications of the vote. However the value of
the British pound may make U.K. companies
attractive targets in some industries with
aggressive buyers.
Going forward, trade may become more
complicated as it will likely include more duties
and taxes. Under the current system, when those
within the U.K. purchase goods for other EU
countries, it is as though they’re purchasing
from the U.K.
As part of their long-term strategy retailers
and manufacturers within the U.K. may alter
their existing distribution channels, moving
distributioncentersandadjustingtransportation
routes. This is likely to be even more probable
for companies with a customer base focused in
the continent, but it may take years to occur.
Because the U.K. will most likely no longer be
subject to EU law and instead will create its own
national legislation, U.S. firms operating in the
U.K. may see changes in the way they operate.
A primary reason U.S. companies have
established operations in the U.K. is the
country’s access to other markets through
the EU’s Customs Union and Free Trade
Agreements. Once the U.K. leaves the EU, it
may lose preferential access, which would mean
exports of U.S. businesses from the U.K. could
be subject to duties and additional taxes.
The U.K. will have to negotiate its own FTA with
both the EU and other countries the EU has
trade agreements with, but it is unlikely those
agreements will contain the level of preferential
access that the U.K. had under the current EU
Treaties and FTAs.
That could drive U.S. manufacturers currently
operating in the U.K. to relocate in other EU
Member States.
In addition, Brexit could affect the labor pool
within the U.K. Under current legislation, EU
citizens are primarily free to take advantage of
employment opportunities in any EU country.
This may change once the U.K. leaves the EU.
While there are still many unknowns, there
is already a precedent for countries, including
Norway and Switzerland, that are outside of
the EU but still have full access to EU markets.
Norway operates under a trade model that
requires a full contribution to the EU budget,
and the country abides by most EU regulations
and standards. Switzerland also makes a
contribution to the EU budget, and it has a free
trade agreement with the EU as well as other
agreements that give it access for a number of
industries and requires the free movement of
people.
Although the long-term effects are difficult to
predict, those within the supply chain have said
it is unlikely trade will stop. Logistics providers
could play a key role in helping retailers,
manufacturers and distributors develop their
short- and long-term distribution and supply
chain strategies as they respond to the changing
environment.
How will Brexit affect the movement of goods
between the UK and EU? Will transportation
and distribution patterns change? How can
logistics providers help minimize supply
chain disruptions as the transition occurs?

About the Study

55About the Study
For the past 21 years, the Annual 3PL Study has
documented the significant transformation of
the global 3PL industry. Since the study was
first published in 1996, the overall business
environment and the logistics sector has
experienced considerable change, and its
evolution continues.
Twenty-one years ago, neither Google nor
Amazon existed, and business-to-consumer
shipping made up a much smaller percentage
of transportation than it does today. Sharing
information in real time was more difficult and,
in some cases, impossible. Now storage of data is
virtually free and information can be collected,
stored and analyzed to drive any number of
improvements. What’s more, global markets
and global trade needs continue to evolve, which
translates directly into demand for logistics and
supply chain services.
Todayweareseeingarapidpaceofchange,which
is making things more complex for shippers and
their logistics providers. Companies have to go
to greater lengths to figure out what their supply
chain strategies need to become and how they
can gain a competitive advantage.
As a result, researchers have seen many
3PLs evolve from tactical service providers
to collaborative partners that take on greater
accountability and control. Providers have
also increased their technology expectations,
and 3PLs are responding with increased
capabilities. Gain-sharing and collaboration
remain important to many relationships, and
a growing number of 3PL users and providers
agree that collaborating with other companies to
achieve logistics cost and service improvements
holds value.
Increasingly, 3PLs offer a comprehensive suite
of integrated logistics services and can take on
the role of a lead logistics partner, working to
create a lean, cost-effective supply chain. The
study’s authors have also observed an evolution
in which providers have become more proficient
at the provision of 3PL services, and customers
have become more strategic buyers and users
of 3PL services.
As the industry has evolved, supply chain
executives have faced new challenges as they
work to manage and adapt their operations to
market conditions. Throughout the life of the
study, researchers have seen ample evidence that
solid relationships between 3PLs and customers
have made both better equipped to address
emerging issues, which change with time. In the
last 21 years, issues have ranged from volatility
in fuel costs to supply chain security demands
to near-shoring.
As the economy has shifted, the 3PL sector, as
well as overall business operations, has become
far more global than when the study launched.
The logistics provider sector has responded by
expanding its services for customers having
global logistics needs. Similar to last year,
the study reported continued collaborative
and positive relationships between shippers
and 3PLs. The factors that contribute to that
success shift as the economy, technology and
the operating environment change.
Maintaining the steady cadence needed to
sustain the report throughout the past 21 years
has taken commitment and dedication from the
numerous industry representatives, supporting
organizations and sponsor firms who have
generously participated in the surveys and
interviews needed to produce the Annual 3PL
Study. The 21st 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.
Dr. C. John Langley, Clinical Professor, Supply
Chain and Information Systems, and Director of
Development, Center for Supply Chain Research
at the Smeal College of Business, 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 342 respondents, an increase over the
number of participants taking part last year.
Results included in the “Current State of the 3PL
Market” chapter from current users of 3PL and
4PL services rely primarily on data gathered
from respondents in North America (65%), Asia
(11%) and Europe (16%). Readers are asked to be
cautious about comparing the data in this report
to data from Annual Third-Party Logistics Study
reports produced before 2014 because this year’s
base of respondents is more geographically
focused.
2017 Third-Party Logistics Study
Goals
Research and analysis for the Current State of
the 3PL 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.
• Determine how 3PLs add value to their
customers’ supply chains.
• Update researchers’ 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.

• Assess the importance of 3PL capabilities
relating to people, process, technology, and
execution/implementation.
• 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 customers outsource or elect
not to outsource to 3PLs.
Goals for the Special Topic sections include:
• Logistics Service Providers: Decision
Time: Given the complex operating
environment shippers are navigating today,
the study team sought to understand the
role that logistics service providers are
playing in network optimization. The study
also looked at how shippers and 3PLs are
using data to drive decisions, as well as the
growth in mergers and acquisitions as 3PLs
look to expand coverage and increase their
use of technology.
• 3PLRolesinSupplyChainTransformation:
Successful transformation efforts rely
on a wide range of people and resources,
including 3PLs and 4PLs. The study team
examined the current and potential future
role that logistics providers play within
the transportation process, as well as the
importance of their operational expertise
and the ability to collect and analyze
information.
• Utilizing Big Data and Analytics: In
today’s operating environment, 3PLs, 4PLs
and shippers have access to vast amounts of
information. The research team examined
the ways in which all parties in the supply
chain are using this data to drive decisions
and optimize the network. Researchers
examined how expectations as well as
shippers’ comfort level with sharing
information related to the use of data have
changed over time.
• End-of-Life Supply Chain: As the lifecycles
of products, especially electronics, are
compressed, shippers and manufacturers
are requiring greater assistance with their
end-of-lifecycle supply chain. Researchers
sought to understand shippers’ current end-
of-life supply chain needs as well as 3PLs’
offerings. The team also examined how 3PLs
could aid in this arena going forward.
• 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.
The Annual 3PL Study Process
Steps and elements of the development of the
Annual 3PL Study include:
Accessibility: Links to the Web-based survey
tool are circulated through Annual 3PL Study
supporting organizations for distribution to
their members and affiliates. This year’s survey
circulated in mid-2016, yielding 342 usable
responses, from both users and non-users of
3PL services. The study report and additional
materials are also presented on its own Website,
www.3PLstudy.com.
Topics: In addition to measuring core trends in
the 3PL industry, the Annual 3PL Study conducts
in-depth examinations of contemporary supply
chain topics that affected both users and
providers of 3PL services. This year’s topics
include: how logistics providers are using data-
driven decision-making to drive growth, supply
chain transformation and big data within the
supply chain.
Contributing Sponsors: The Annual 3PL Study
is jointly owned by Capgemini and Dr. Langley.
The sponsor of the 21st Annual 3PL Study is
Penske Logistics.
Multiple Research Streams: A distinguishing
feature of the Annual 3PL Study is the
incorporation of multiple streams of research
that 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. This year
the team opted to forgo in-person workshops
because of health and safety concerns in our
current climate. However, researchers relied on
technology to connect them with shippers for
intensive exploratory interviews following the
survey to discover deeper implications.
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), and 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
Shippers Strategic Transportation Council).
• Analyst briefings, typically conducted
annually in the weeks following the release
of the annual study results in the fall.
• Magazineandjournalarticlesinpublications,
such as 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.

57About the Study
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 interviews and by lending subject matter
expertise.
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
the specific 3PLs they use.

About the Respondents

59About the Study
Shippers: Figure 28 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 29 reflects the seven most prominent
industries reported by users of 3PL services,
accounting for almost 86% of the overall
respondents.
Figure 30 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/chief executive
officers. Approximately 6% of the 3PL firms
expected 2016 company revenues in excess of
U.S. $25 billion (about €20 billion), while about
51% reported revenues of less than U.S. $500
million (about €375 million).
User: Shipper/customer
currently using 3PL/4PL
Non-User: Shipper not currently
using 3PL/4PL services
3PL/4PL: Provider/manager
of outsourced logistics services
3PL/4PL
Service Providers
Shippers Who Do Not
Use 3PL/4PL Services
Shippers Who
Use 3PL/4PL Services
Responses by Category
44%43%
13%
21%
16%
15%
17% 4%
5%
8%
14%
Food & Beverage
Health Care & Pharmaceuticals
Manufacturing
Retail & Consumer Products
Telecom,Tech, Internet, Electronics
Utilities, Energy, Extraction
Automotive
Other (Aerospace,Support & Logistics,
Construction & Machinery, Govt)
21%
33%
33%
13%
US$1BN-$25BN/€750M-€20BN
<US$500M/€375M
US$500M-$1BN/€375M-€750M
>US$25BN/€20BN
Figure 28: Three Categories of Respondents
Figure 29: Most Prominent Industries Reported by Users of 3PL Services
Figure 30: Shippers Anticipated Total Sales for 2015

About the Sponsors

61About the Sponsors
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 more than 4,000 consultants
worldwide. For more information go to
www.capgemini-consulting.com.
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, Center
for Supply Chain Research (CSCR), and
Penn State Executive Programs. With more
than 30 faculty members and more than 800
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
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
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, Europe and Asia. Penske Logistics
employs about 13,500 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.
Lead Writer: Mindy Long
Citation Guidelines: “2017 21st Annual Third-Party Logistics Study: The State of Logistics Outsourcing,” Capgemini and Dr. C. John Langley, 2017.
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 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.
information, please visit www.smeal.psu.edu/
scis and www.smeal.psu.edu/cscr.

2017 third party logistics study

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
E: jlangley@psu.edu
Adrian Penka
Vice President
Digital Operations Leader
Atlanta, GA, USA
T: +1 404 285 9907
E: adrian.penka@capgemini.com
Frank Monte
Principal
Strategy and Operations - Consumer and Industrial Products
Atlanta, GA, USA
T: +1 770 331 3805
E: frank.monte@capgemini.com
Shanton Wilcox
Vice President
Digital Operations Leader
Atlanta, GA, USA
T: +1 404 431 8895
E: shanton.wilcox@capgemini.com
Contacts
Tom McKenna
Senior Vice President, Engineering and Technology
Penske Logistics
Beachwood, Ohio, USA
T: +1 216 765 5260
Alen Beljin
Public Relations Manager
Penske Truck Leasing & Penske Logistics
Reading, PA, USA
T: +1 610 775 6364
E: alen.beljin@penske.com
Jeff Hughes
Managing Consultant
Digital Operations
Atlanta, GA, USA
T: +1 404 593 8960
E: jeff.hughes@capgemini.com
Melissa Hadhazy
Managing Consultant
Digital Operations
Atlanta, GA, USA
T: +1 708 297 4564
E: melissa.hadhazy@capgemini.com

2017 third party logistics study

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