Adoption of AI-driven data analytics, automation, and data consolidation continues to increase, and organizations that integrate technology tools into daily operations may be better positioned to identify exceptions sooner, improve asset and labor utilization, and respond to changing customer and market conditions.

However, the benefits don鈥檛 come from just adding more software or technology, because different links in the supply chain have different needs. Machine learning models can evaluate fleet and shipment data to identify patterns that would be difficult or time-consuming for people to catch manually. Automated yard management systems check in trailers and flag delays without manual tracking. Computer vision tools can assess a photo of a loaded trailer to identify unused cube space, and inventory-counting drones can complete overnight counts without added labor. The key is deploying the right solutions at the right time.

The Growing Role of AI

The role of artificial intelligence (AI) in the supply chain continues to grow. The described 2025 as the year that AI moved decisively from promise to proof, pointing to a growing number of large-scale, commercially validated technology deployments across warehousing, transportation and logistics operations.

The report highlighted AI's value across four capabilities: interpreting data, predicting outcomes, recommending action and executing decisions. In practice, that means AI models are doing everything from flagging anomalies in shipment data to recommending routing adjustments before a delay occurs.

At the same time, the found that 67% of shippers and 73% of third-party logistics providers now report using artificial intelligence and machine learning at some level, which indicates AI is becoming an operating expectation rather than a differentiator reserved for early adopters.

Telematics Data Increases Visibility and Improves Decision Making

As shippers and logistics providers expect more information about loads, performance and operations, telematics has become an increasingly necessary tool for fleets of all sizes. By enabling and speeding up the long-distance transmission of computerized data, telematics helps fleets increase visibility through real-time updates, improve communications, optimize operations and manage their fleet more efficiently, thereby increasing profitability.

Data can help fleets and drivers improve safety, plus it can be aggregated and analyzed to understand a variety of vehicle, driver and business performance indicators. Telematics can also transmit fault codes, which can improve maintenance-related decision making, help prioritize repairs and drive maintenance efficiency.

How Technology Is Deployed Across 糖心传媒's Fleet and Supply Chain Solutions

How a business puts technology to work often depends on which type of fleet or supply chain solution it relies on. 糖心传媒 has rolled out various technologies across its network to support customers at every stage of their operation:

Full-service leases

Predictive maintenance tools help identify vehicle issues before they result in roadside failures, reducing downtime and keeping fleets on schedule. gives customers visibility into maintenance, vehicle health and utilization.

uses artificial intelligence and machine learning to help fleets benchmark performance and identify opportunities involving utilization, fuel efficiency and other operating metrics.

Rentals

Many of 笔别苍蝉办别鈥檚 commercial rental vehicles include connected technology, including telematics, GPS-supported tools and safety features. These capabilities can give fleets greater visibility into short-term capacity without requiring them to purchase and install their own onboard systems.

Logistics

AI and automation can support routing, load planning, demand forecasting and transportation-sourcing decisions. creates, manages and executes data, while pairing the best available software with custom-built tools to tackle complex supply chain challenges.

provides comprehensive, real-time, end-to-end supply chain visibility from warehouse to transportation. Load, order and item-level information are combined into a unified platform. Bringing all of the data together in a single source to help improve end-to-end visibility, painting a clearer picture of the entire supply chain.

Used trucks

Maintenance-history reports, vehicle specifications and condition information help buyers evaluate used equipment more carefully. Because many 糖心传媒 units are late-model vehicles that previously operated in its fleet, they often have onboard safety and driver-assistance features.

Learn More

Looking for more information on how technology is transforming fleet and supply chain operations?

• Used Truck Data Helps Buyers Make Smarter Purchasing Decisions

During September, 糖心传媒 will recognize the outstanding contributions of our professional truck drivers through annual driver appreciation week events across North America.

Nearly 10,000 drivers support our , and (truckload services) teams. By delivering safe, professional, on-time and innovative logistics solutions, they accelerate supply chain performance.

Our drivers are responsible for most of the products we rely on daily. As critical players in our global supply chains, their impact is felt far beyond our roadways and loading docks.

鈥淵ou are on the front lines, representing 糖心传媒 to our customers, bringing our service promise to life, one day at a time,鈥� says 糖心传媒 Logistics President Jeff Jackson. 鈥淥ur customers trust us because they trust you.鈥�

Mike Medeiros, executive vice president of operations, added, 鈥渨e are honored to have you behind the wheel.鈥�

Drivers, thank you - our supply chain starts with you!

Watch a special thank-you message from Medeiros and Jackson to our professional drivers.

To watch the video in French-Canadian subtitles, follow these steps:

• Click Play.
• Locate the CC icon in the bottom-right corner of the screen.
• Select your preferred language.

New markets often come with unfamiliar demand patterns, different customer expectations, new equipment needs and unexpected operational challenges, which is why speed, flexibility and discipline matter. The right strategy gives organizations room to test, learn and scale as real operating data becomes available.

Take Advantage of New Opportunities

The found that freight patterns and supply chain networks continue to shift. Tariff policy changes, geopolitical realignment, nearshoring and friendshoring are influencing where goods move and how companies structure their distribution networks.

These changes can create openings for new lanes, customers, sourcing locations and distribution points, but they also make demand harder to predict. Fleets and shippers that enter new markets with flexible, scalable strategies are in a better position to pursue new opportunities without committing too much capital too soon.

Top Risks of Market Expansion

The top risks when expanding are typically doing too much too soon or not doing enough. Companies that overinvest can be left with underused equipment, warehouse space, carrier commitments or fixed costs if growth does not meet expectations. Those that underinvest can struggle to meet customer expectations, provide inconsistent service and damage relationships before the market has a chance to develop.

Both scenarios are costly, which is why the strongest expansion strategies give fleets and shippers room to adjust as their needs change, scaling up if demand grows and scaling back if the market takes longer

Why Flexibility Matters More in New Markets

Established markets and customers give transportation and logistics leaders hard data on lane performance, seasonality, customer behavior, equipment utilization labor needs and operating costs. Being able to draw on that history helps support more confident planning. New markets don鈥檛 offer the same level of certainty. Demand projections are often based on research, expected customer interest and assumptions rather than actual operating experience. Once operations begin, demand may look different than expected.

The 2026 Report shows that network design is becoming more prevalent as companies respond to changes in trade flows, customer expectations and regulatory requirements. For fleets, shippers and their logistics providers, that means market entry strategies need to be agile.

Match the Strategy to the Level of Certainty

There is no single best way to enter a new market. The right path depends on how much demand is known, how quickly the opportunity needs to be served, how much control the organization wants and where the biggest constraints exist.

Equipment Choices Can Reduce Exposure

The decision about how to acquire equipment for a new market, whether to rent, lease, buy used or some combination of all three, can have a significant impact on capital requirements, cost structures and operating flexibility.

Rental equipment can be useful when a fleet wants to test a market, lane, customer or business segment without making a long-term commitment. Leasing can provide a more structured option once demand begins to take shape, giving fleets access to well-maintained equipment, predictable costs and support that can help protect uptime. Used trucks and trailers can play a role when a fleet is ready to move beyond testing a market and establish owned capacity while lowering the initial investment compared with new equipment.

Logistics Support Can Shorten the Learning Curve

Equipment is only part of the expansion decision. The right logistics infrastructure is another. Entering a new area without established carrier relationships, warehouse access, route knowledge, visibility tools or network engineering support can slow execution and increase risk.

Working with a logistics partner that already has infrastructure in the target market can help shippers move faster. Established carrier networks, warehouse capabilities, engineering expertise and technology can make it easier to serve customers from the start instead of building every capability from scratch.

Use a Phased Approach

Market entry does not have to be an all-or-nothing decision. A fleet may start with rentals to test demand, convert part of the operation to a lease as volume stabilizes, add used trucks when demand becomes predictable and owned capacity makes financial sense, and use a logistics partner for warehousing, brokerage or network design. A phased approach gives transportation and logistics leaders a way to act quickly while preserving the ability to adapt.

Test First, Commit Later

In an , adaptability is becoming a competitive advantage. 糖心传媒 offers several solutions that can support market expansion while giving fleets and shippers the ability to scale as new markets develop. 糖心传媒 offers flexible fleet solutions for business growth.

Rental Trucks and Trailers:

Fleets can test new opportunities with before committing to permanent assets. 糖心传媒 provides access to equipment in new geographies without a long-term commitment.

Leased Trucks and Trailers:

can help fleets enter a new market with a professional, well-maintained fleet, pre-determined monthly costs, and maintenance support.

Used Trucks:

offers late-model trucks and trailers with detailed maintenance reports. Used equipment can help fleets establish owned capacity at a lower acquisition cost while adding market-ready assets.

Logistics Services:

can provide access to existing network capabilities, carrier relationships, warehousing, supply chain visibility and operational expertise.

Learn More

Looking for more information on expanding into new markets?

• Expand Into New Markets With Used Trucks

has opened a new multi-client warehouse in Brazil. It is strategically located in Cajamar, in the S茫o Paulo metropolitan region, near the Viracopos and Guarulhos international airports and the state鈥檚 major highways. The flexible operation will allow a company to increase its storage space and transportation capacity according to demand, meeting the needs of peak periods.

鈥淢aking this multi-client warehouse available in Brazil reinforces 笔别苍蝉办别鈥檚 commitment to always seeking innovations capable of meeting market demands,鈥� noted Paulo Sarti, 糖心传媒 Logistics managing director.

The warehouse has a total of 10,500 m虏 (with the possibility of expansion to 25,000 m虏). The warehouse also earned a Golden Sustainability Seal, featuring water collection for reuse and LED lighting.

糖心传媒 Logistics has facilities concentrated in three strategic Brazil states: S茫o Paulo, Rio de Janeiro and Paran谩.

By 鈥淢ove Ahead鈥� Staff

is a 2026 Great Supply Chain Partner. According to the publication, 糖心传媒 earned placement via a half-year online poll of supply chain professionals that nominated qualified vendors and service providers.

鈥淔or twenty-four consecutive years, SupplyChainBrain has published our much-anticipated list of 100 Great Supply Chain Partners 鈥� a select group of companies whose customers recognize them for providing outstanding solutions and services,鈥� explained Brad Berger, publisher. 鈥淭his year鈥檚 field of nominees was highly competitive and overall excellent 鈥� coming from all areas of supply chain management."

糖心传媒 Logistics is a leading provider of innovative supply chain and logistics solutions. 糖心传媒 offers solutions including dedicated transportation, distribution center management, 4PL and lead logistics, transportation management, freight brokerage, and a comprehensive array of technologies to keep the world moving forward.

By 鈥淢ove Ahead鈥� Staff

Some costs are easy to spot. Equipment purchases, fuel, labor and freight rates all have clear line items in transportation and supply chain budgets. But some of the most significant expenses are harder to identify.

Idle equipment, underutilized drivers, inefficient routes, excess inventory, unplanned maintenance and reactive decision-making can quietly erode margins and profitability over time often without triggering any immediate concern.

A truck sitting too long at a dock, a route with unnecessary miles or inventory stored in the wrong location may seem like minor inefficiencies, but they accumulate. And the longer they go unaddressed, the more they cost.

As transportation networks grow more complex and operating costs stay elevated, uncovering and eliminating these hidden expenses is essential to protecting fleet and supply chain performance.

The Cost of Inefficiency

Hidden costs often stem from inefficiencies that appear to be a normal part of day-to-day operations, which is exactly what makes them easy to overlook.

Take equipment utilization. A fleet may have enough equipment to meet demand, but consistently low utilization means paying for assets that aren鈥檛 generating revenue. Ineffective maintenance practices compound the problem and can lead to increased fuel consumption, higher repair costs and more downtime. Unplanned repairs are also typically more expensive than scheduled preventive work and the frustration they cause drivers can contribute to higher turnover.

Driver behavior adds another layer of cost. Excessive idling, hard braking and inefficient speed management can increase fuel consumption by 10-15% or more compared to optimized driving habits 鈥� a meaningful hit to the bottom line that often goes untracked.

Shippers face similar challenges. Inventory stored in the wrong locations increases transportation costs, while freight moving through outdated routes may no longer align with where customers actually are. Overstocking creates a double burden: higher warehousing expenses and increased carrying costs.

For carriers and shippers, a lack of real-time visibility into shipment status drives inefficiency across the board, leading to manual check calls, reactive rerouting and last-minute decision-making. At the same time, unplanned downtime can reduce asset utilization, increase overtime and impact customer service levels.

Are Hidden Costs Affecting Your Operation?

Before carriers and shippers can address hidden costs, they need to know where to look. The following questions can help reveal areas of opportunity:

• Do you know your current empty mile percentages or equipment utilization rates? Low visibility into these numbers often means money is being left on the table.

• Can you see dwell time by location? Excessive wait times at docks and yards are a direct cost that frequently goes untracked.

• How does your fleet鈥檚 fuel economy compare to similar fleets? Significant gaps often point to deferred maintenance or driver behavior issues.

• Is your inventory positioned to minimize transportation costs? Poor positioning creates unnecessary miles and inflates carrier spend.

• How much time does your team spend on reactive decisions? Check calls, emergency rerouting and last-minute capacity sourcing are symptoms of a visibility gap and can add up.

If any of these questions are difficult to answer, that uncertainty is itself a cost. The good news: data and visibility tools can help address all of it.

Visibility Creates Opportunity

Reducing hidden costs starts with identifying where they exist. With the right data, analytics and visibility tools, companies can uncover inefficiencies that would otherwise go unnoticed.

For example, fleet utilization reports can reveal underused assets. Maintenance data can highlight recurring issues that drive up operating costs. Transportation and network analytics can uncover routing inefficiencies, empty miles and opportunities to improve asset productivity. Each of these insights represents a direct path to cost reduction.

Technology is making it easier to identify these opportunities. Artificial intelligence, predictive analytics and real-time visibility tools allow transportation providers and shippers to move beyond reactive decision-making and proactively address inefficiencies before they become larger, costlier problems.

The benefits extend beyond cost savings. Carriers and shippers who embrace visibility and analytics gain a meaningful competitive edge that includes leaner operations, sharper pricing, faster response times and less waste throughout the supply chain.

Build a More Efficient Operation

Eliminating hidden costs does not necessarily require major operational changes. In many cases, incremental improvements across the business can generate meaningful savings, and these opportunities are often interconnected.

Maintaining newer equipment may reduce fuel consumption and repair costs. Right-sizing fleet capacity can improve utilization. Optimizing transportation networks can cut miles and strengthen service performance. Better visibility into inventory and shipments can help organizations make faster, more informed decisions.

The key is evaluating transportation and supply chain operations holistically rather than focusing on individual expenses in isolation. Siloed cost reviews often miss the relationships between asset availability, routing efficiency and inventory positioning, which is often where the largest savings opportunities exist.

Hidden Cost Categories at a Glance

Solutions for Reducing Hidden Costs

Addressing hidden costs rarely comes down to a single fix. The right combination of solutions depends on an organization鈥檚 specific challenges, but several proven approaches can make a meaningful difference across different cost categories.

Full-service leasing: Leasing helps fleets reduce maintenance surprises, improve uptime and create more predictable operating expenses.

Rental trucks and trailers: Flexible capacity through rental equipment allows fleets to respond to changing demand without the cost of carrying underutilized equipment.

Used trucks and trailers: offers a cost-effective way to add capacity, reducing acquisition costs while giving fleets the flexibility to deploy equipment quickly when business conditions change.

Logistics: help companies identify and address inefficiencies in network design, routing, inventory positioning and capacity management, creating opportunities to improve performance across the entire supply chain.

Start Finding What鈥檚 Costing You

Hidden costs don鈥檛 disappear on their own, but they can be controlled. For carriers and shippers willing to look beyond obvious line items, the opportunity is significant. Better visibility, smarter use of data and the right operational solutions can turn inefficiencies into savings - the first step is knowing where to look.

Learn More

Looking for more information on eliminating hidden costs?

• How the Right Used Truck Strategy Helps Reduce Fleet Costs

has earned placement on the listing by Inbound Logistics magazine. These annual awards spotlight supply chain companies, third-party logistics providers and carriers that display strong environmental stewardship in their operations. 糖心传媒 has strengthened its commitment to sustainability through these actions:

• An expansion of LEED-certified buildings. The company committed to a redesign of a 102,000-square-foot for a quick service restaurant customer that earned a . The facility attained a 41% reduction in indoor water use and realized a 38% energy cost reduction.
• 笔别苍蝉办别鈥檚 utilizes renewable diesel fuel and operates alternative energy trucks. The fleet has achieved emissions reductions through a variety of tools, which include analyzing driver behavior, load consolidation, reducing empty miles, while maximizing truck utilization.

By "Move Ahead" Staff

The State of Logistics Report provides a snapshot of the American economy through the prism of the supply chain sector. Notable facts from this year鈥檚 report include:

• U.S. business logistics costs came in at $2.4 trillion, amounting to 7.8% of the national GDP. In 2025, those numbers were $2.6 trillion and 8.7% of GDP.
• There are five structural forces that define the macro environment and show no signs of resolution: Asymmetrical global growth; tightening financial conditions due to persistent inflation and rising public debt; accelerating trade flow and geoeconomic realignment; labor market and productivity constraints; and energy price volatility.
• Artificial Intelligence has made the crossover from a technology to try, to one that delivers measurable commercial returns in specific, well-defined applications. AI use in the supply chain crafts value via four capabilities: Interpreting, predicting, recommending and executing. Adoption of AI remains uneven by shippers and logistics providers across the supply chain, with a large gap between companies that have placed AI into core workflows vs. those still restricted to isolated point solutions, with many having none at all.
• Companies are responding to labor constraints with accelerated use of automation and digital investments in AI.
• The State of Logistics report provides some strategic implications that can be applied to the current environment including: Design for resilience, not just efficiency; prioritizing asset productivity over footprint expansion; intelligence, and the competitive capabilities that accompany end-to-end visibility; accelerating digital and automation ROI; and reassessing capital structure and investment pacing.

Korhan Acar, Kearney partner and lead author for the State of Logistics Report, stated: 鈥淭his year鈥檚 report arrives at a moment when the forces reshaping global supply chains are no longer temporary disruptions, but enduring features of the operating environment. Rising costs driven by energy volatility, inflation, and geopolitical instability are placing pressure on margins and forcing leaders to rethink traditional operating models. At the same time, we鈥檝e reached a genuine turning point in the autonomous era. AI, robotics, and autonomous trucking are moving rapidly from pilots to scaled deployment. Against this backdrop, profitable growth has become the defining priority.鈥�

Stacy Schlachter, senior vice president of sales, 糖心传媒 Logistics, said: 鈥淭he report captures the essence of how we are helping our customers meet the realities of rising cost pressures and ongoing supply chain turbulence with the technology and solutions they need to accelerate performance.鈥�

Mark Baxa, CSCMP president and CEO, concluded: 鈥淭he supply chain of right now is incredibly complex and requires a series of constant adjustments. This year鈥檚 State of Logistics Report, expertly crafted by Kearney and presented by 糖心传媒 Logistics, paints an accurate picture of the myriad dynamics of managing a logistics network constructed to navigate the current business and geopolitical landscape. Last year鈥檚 supply chain looks different than today鈥檚 supply chain. I surmise that next year鈥檚 logistics network will be hardly recognizable.鈥�

By 鈥淢ove Ahead鈥� Staff

Transportation and supply chain needs are constantly changing, especially in the current operating environment. Freight demand and capacity fluctuate, costs shift and customer expectations evolve.

Perfectly aligning supply and demand can be challenging. Overbuilding leads to idle assets and unnecessary costs. Underbuilding leads to missed opportunities and service challenges.

Rightsizing helps carriers and shippers align equipment and resources with actual business needs while maintaining the flexibility to adjust operations as those needs change. The ideal solution includes creating a core operation that supports consistent demand, then layering in flexible solutions to handle variability.

The Cost of Getting It Wrong

Many fleets and shippers make decisions based on peak demand or worst-case scenarios, which can result in equipment sitting unused during slower periods or in insufficient capacity when demand spikes.

Overcapacity and undercapacity both carry real costs, though they show up differently. Overcapacity is often visible in utilization data, such as trucks sitting in yards, trailers not moving or drivers without loads. Carrying excess capacity means paying for assets that are not contributing to revenue. Undercapacity often shows up in service failures, deferred maintenance and missed opportunities.

Rightsizing Requires Flexibility

Because business conditions change, rightsizing is not a one-time exercise. It requires ongoing attention and the right resources and partners at the right time.

As freight patterns change, customer needs shift, or new opportunities emerge, fleets and supply chains need to adapt accordingly. That requires visibility into utilization and demand as well as flexibility in how capacity is added. As part of the process, fleets should regularly evaluate whether their current vehicle-and-trailer mix meets their freight needs. That can include reviewing cab configurations, body types, engine specifications and trailer lengths.

Craft the Ideal Configuration

Building flexibility through a mix of owned, leased and rented equipment or scalable logistics services is one of the most effective ways to match supply and demand over time.

Different transportation solutions each play a role in a rightsizing strategy. 糖心传媒 provides a range of solutions that help fleets and shippers rightsize their operations, including:

: Leasing helps establish a stable, right-sized baseline fleet that supports consistent operations.

Rental provides flexible capacity that can scale up or down based on real-time demand.

Used Trucks: Used trucks offer a cost-effective way to fine-tune owned capacity without over-investing.

: Logistics services help optimize networks and scale operations without committing to fixed infrastructure.

Measure the Impact Before Committing

糖心传媒 offers two tools to help fleets quantify the business case for rightsizing before making a commitment. The Fleet Availability Calculator shows the revenue impact of improving fleet uptime. By entering revenue per unit per day, fleet size and annual workdays, the tool calculates how each 1% gain in availability translates to additional annual revenue, helping fleets understand what idle or down equipment is actually costing them.

Additionally, the Life Cycle Extension Calculator helps fleets evaluate the cash flow impact of adjusting trade cycles. Extending a 50-unit fleet鈥檚 replacement cycle from five to six years, for example, can improve annual cash flow by $250,000, so that capital can be redeployed toward strategic investments.

Looking for more information on rightsizing?

• Build a Cost-Effective Fleet That Meets Your Needs

糖心传媒 is proud to celebrate our 9,000 warehouse associates during Warehouse Associate Appreciation Week, June 7-13. Join us in thanking our warehouse teams for the critical role they play in accelerating our supply chains.

Your dedication behind the scenes helps ensure customers receive everything they need 鈥� from automotive parts and appliances to groceries and medical supplies 鈥� safely, accurately and on time.

鈥淭hank you for showing up every single day ready to work and for keeping our operations running smoothly,鈥� said Jeff Jackson, president of Penke Logistics. 鈥淵ou are the backbone of our company.鈥�

糖心传媒 Logistics warehouse associates, located in more than 90 facilities across the U.S., Canada, Mexico and Brazil, consistently work together to deliver excellence and drive results. These associates have a meaningful and lasting impact on our customers, communities and the company.

鈥淚鈥檝e had the privilege of visiting many of our warehouses,鈥� said Mike Medeiros, executive vice president of operations at 糖心传媒 Logistics. 鈥淚 am always impressed. You support each other, problem solve and take pride in what you do. We are grateful to have you on our team.鈥�

To our warehouse professionals: Thank you! Our supply chain starts with YOU.

Watch a special thank you message from Jackson and Medeiros to our warehouse associates.

To watch the video in Spanish, French-Canadian and Portuguese subtitles, follow these steps:

• Click Play.
• Locate the CC icon in the bottom-right corner of the screen.
• Select your preferred language.

has been recognized with a General Motors Supplier of the Year Award for supply chain performance as a Lead Logistics Provider/4PL in Mexico. It鈥檚 the sixth time 笔别苍蝉办别鈥檚 team has earned this recognition for its outstanding performance.

鈥淲e are proud of our team for their contributions to customer success and congratulate them for their performance making this award possible,鈥� said 糖心传媒 Logistics President Jeff Jackson. 鈥淲e鈥檙e also very appreciative of the longstanding supplier relationship we have with GM and the collaboration among our teams to accelerate supply chain performance.鈥�

笔别苍蝉办别鈥檚 notable achievements for the award included items such as driving efficiencies, optimizing shipments, and launching new and innovative , predictive alerts, and decision-making across the supply chain.

糖心传媒 Logistics is a long-time logistics and supply chain solutions supplier to various General Motors operations across North America.

鈥淪upplier of the Year is one of those key moments our whole team looks forward to every year because it highlights the partnerships behind every vehicle we build,鈥� noted Shilpan Amin, senior vice president, global chief procurement and supply chain officer, General Motors.

鈥淭he results our suppliers deliver throughout the entire product development cycle are central to our ability to deliver world-class vehicles to our customers,鈥� Amin continued. 鈥淲hen our suppliers, such as 糖心传媒 Logistics, lean in with us on new technology and flawless execution, we can move faster, compete harder and unlock more value across the entire supply chain.鈥�

In 2025, GM鈥檚 34^th annual Supplier of the Year and Overdrive awards recognized 103 suppliers spanning 14 countries. These suppliers deliver outstanding performance, partnership and innovation in support of GM鈥檚 global operations.

Awardees are selected by a global GM team based on performance across key categories such as safety, innovation, execution, resilience and customer support, along with their alignment to GM鈥檚 core values and strategic priorities.

Photo caption: 糖心传媒 Logistics received a General Motors Supplier of the Year Award for supply chain performance in Mexico. In this photo, from left: Marcio Lucon, global logistics executive director, General Motors, Tracy Urbanski, 糖心传媒 Logistics senior vice president supply chain management, and Jeff Jackson, president, 糖心传媒 Logistics.

By 鈥淢ove Ahead鈥� Staff

Attention supply chain professionals: The survey is now open for this year鈥檚 . The forward-looking 2027 3PL Study, brought to you by , the , and the , has requested the feedback of logistics professionals.

Please to complete the survey. Respondents are eligible to win an e-commerce gift card. It closes on July 17.

This year鈥檚 special topics are:

• Artificial intelligence usage across the supply chain
• Alignment and collaboration between 3PLs and their customers
• Freight fraud
• Geopolitical disruptions

The 2027 3PL Study will make its debut with an in-person educational session at this year鈥檚 CSCMP EDGE conference in Nashville, Tennessee, Oct. 4-7, where 糖心传媒 Logistics will be the Premier Sponsor.

It will then become available for download at no cost at .

By 鈥淢ove Ahead鈥� Staff

Transportation and supply chains have always involved uncertainty, but in recent years, volatility has become a constant, affecting nearly every aspect of operations. Freight demand shifts. The economy goes up and down. Fuel prices fluctuate. Interest rates change. Equipment availability tightens. Regulations evolve. Weather and global events disrupt supply chains. Driver availability changes.

Many of the factors that have the greatest impact on transportation operations are beyond a company鈥檚 control, and that is unlikely to change. What fleets and shippers can control is how they prepare, how they structure their operations and how quickly they can respond when conditions change.

Companies that focus on the areas they can control, including capacity, costs, uptime, fleet age, visibility and network design, are better positioned to manage the areas they cannot. The right mix of transportation solutions can help companies operate more efficiently, make better financial decisions and respond faster when the market shifts.

This article is part of 笔别苍蝉办别鈥檚 鈥�Control What You Can Control鈥� series that explores how leasing, rental, used trucks and logistics solutions each help fleets and shippers gain more control over different parts of their operations.

Building Flexibility Into Fleet and Logistics Strategy

One of the most effective ways to gain more control in an unpredictable environment is to build flexibility. Different equipment and logistics solutions each play a role in giving fleets and shippers more control over different parts of their operations.

Full-service leasing helps companies control maintenance, uptime, fleet age and monthly transportation budgets through pre-set payment terms, access to late-model equipment, and a lease that includes maintenance, roadside assistance and replacement vehicles.

Rental trucks and trailers help companies control capacity by allowing them to add or reduce equipment based on demand, seasonality or new business opportunities without long-term commitments. They can also help companies scale up quickly if demand fluctuates suddenly.

Used trucks help companies control long-term fleet costs, equipment availability and replacement timing by providing a lower-cost way to own and operate equipment.

Logistics services can help companies optimize their networks as well as individual routes, improve contingency planning, increase visibility and boost customer service.

Each of these solutions addresses a different area of the business, but together they give companies more control over costs, capacity, risk and performance to help carriers and shippers manage uncertainty, improve flexibility and put more of the business under the company鈥檚 control.

Control Costs, Capacity and Risk

In addition to improving operational flexibility, the right fleet strategy can also help companies better manage financial performance and risk. Transportation is often one of the largest operating expenses for many companies, and decisions about whether to own, lease, rent or outsource logistics can significantly impact total cost of ownership, cash flow and balance sheet management.

For example, leasing can help stabilize monthly costs and reduce exposure to large repair expenses, while rentals can help companies avoid investing capital in equipment that may only be needed temporarily. Purchasing pre-owned equipment can lower acquisition costs and reduce overall capital exposure, and logistics services can help reduce transportation and warehousing costs through network optimization and improved visibility.

When used strategically, these solutions allow companies to align transportation resources with actual demand, improve utilization and reduce financial and operational risk.

Solutions To Increase Control

By combining leasing, rental, used equipment and logistics services into a coordinated strategy, companies can put more of their operations under their control, improving cost management, service performance and the ability to adapt when conditions change.

糖心传媒 provides a range of transportation solutions that help companies gain more control over different parts of their operations. These include full-service truck leasing, commercial truck rentals, used truck sales and logistics services such as dedicated contract carriage, freight brokerage and warehousing.

In the following articles, we take a closer look at how each of these solutions helps fleets and shippers control costs, capacity, risk and performance in different ways. Read more in the 鈥�Control What You Can Control鈥� series here:

• Control Your Fleet Strategy With Used Trucks

糖心传媒 Logistics Launches Supply Chain Insight

糖心传媒 Logistics has launched , a new platform designed to provide customers with a real-time view of their supply chain operations across transportation and warehousing.

In many supply chain operations today, critical information is spread across multiple systems. Transportation, warehousing and third-party data often exist in separate environments, making it difficult to see what is happening across the full network and act quickly when conditions change.

Supply Chain Insight addresses that challenge by bringing these data sources together into a single platform. By connecting data across systems, the platform provides a more complete, real-time view of loads, orders, inventory and performance.

That connected view changes how teams operate.

Instead of piecing together information from multiple sources, organizations can trace the full journey of shipments, understand where delays may occur and evaluate the impact across downstream operations. With access to the same data, operations teams and their customers are better aligned and able to make decisions more quickly.

The platform also shifts the focus from simply tracking shipments to understanding overall performance. With more than 85 key performance indicators available, users can monitor trends, evaluate results and identify opportunities for improvement.

鈥淥ur customers increasingly need greater visibility and more flexible ways to view their operations,鈥� said Mike Medeiros, executive vice president of operations at 糖心传媒 Logistics. 鈥淣o two operations run the same, and the way teams use data should reflect that. With Supply Chain Insight, our customers can define the metrics that matter most to their business, set performance thresholds and focus on areas that can drive increased efficiency and results.鈥�

Supply Chain Insight integrates data not only across transportation and warehousing systems, but also from external partners. This broader visibility provides a more complete understanding of how goods move through the supply chain, beyond a single system or provider.

Built on a cloud-native architecture using Microsoft Azure with Snowflake as the core data platform, Supply Chain Insight is designed to support complex, large-scale operations while maintaining strong performance, security and reliability.

鈥淥ur goal with the launch and development of Supply Chain Insight is to help our customers accelerate supply chain performance,鈥� said Jeff Jackson, president of 糖心传媒 Logistics. 鈥淭his new platform provides customers with an unprecedented and unified view across their highly complex transportation and warehousing operations. It connects data that is often split across separate systems, giving teams a clearer picture of what鈥檚 happening across their supply chain. We plan to continue developing this platform, integrate with other systems and drive further enhancements using AI going forward.鈥�

With the launch of Supply Chain Insight, 糖心传媒 Logistics is giving customers a more connected, real-time understanding of their operations, helping teams spend less time piecing together information and more time acting on it.

Periodic maintenance and new construction keep the nation鈥檚 roadways strong. New speed limits, traffic patterns and rights of way, as well as worker and vehicle movement in construction areas can all impact work zone safety.

, April 20-24, highlights ways motorists and professional truck drivers can work together to keep work zone workers safe.

The Federal Highway Administration (FHWA) has joined with the American Association of State Highway and Transportation Officials (AASHTO) and the American Traffic Safety Services Association (ATSSA) to coordinate and sponsor the awareness campaign.

This year鈥檚 theme is 鈥淪afe Actions, Save Lives.鈥�

Before taking the wheel, the FHWA encourages drivers to keep the following in mind when entering a work zone.

Work zones present challenges for truck drivers. Narrowed lanes, sudden stops, traffic pattern shifts, and uneven road surfaces can lead to crashes and fatalities. Plan your route, reduce speed, stay alert, and do your part while traveling through work zones.

Large blind spots, long stopping distances, and size constraints make maneuvering large trucks and buses in work zones particularly challenging. Passenger vehicle drivers should be mindful that CMV drivers need to take extra precautions when driving through these areas.

Pay close attention to road workers and flaggers 鈥� give them extra room, always slow down when approaching them, and be prepared to stop if necessary.

Research your routes and check for upcoming work zones. Make sure you are aware of road work before embarking on your route and when possible, use detours to avoid having to pass through these areas.Reduce speed while traveling through work zones, paying close attention to signs and signals.

Be aware of passenger vehicle drivers around you, who may not be aware of commercial vehicle driving challenges, including large blind spots and longer stopping distances.

When approaching lane closures, move into the open lane as soon as possible 鈥� pay close attention to vehicles around you that could be in your blind spot.

Rear-end crashes are common in work zones. Obey all speeds, avoid distractions, and maintain extra space between your vehicle and the one in front of you at all times.

For more information on work zone safety, visit the FHWA website.

By 鈥淢ove Ahead鈥� Staff

Ice storms, heavy snow and torrential rains are just a few of the weather events that can shut down highways, close ports and disrupt the supply chain. Even just one severe storm can create a ripple effect that leads to missed delivery windows and freight backlogs, followed by a surge in demand once conditions improve. Preparation, flexibility and the right partners can help shippers and fleets minimize the risk of service disruptions to keep freight moving.

Weather鈥檚 Grip on Freight

Snow, ice and freezing rain remain among the most challenging weather issues for trucking. Mountain passes close regularly during storms, and the Federal Motor Carrier Safety Administration requires drivers to exercise extreme caution in hazardous conditions, often forcing drivers to park equipment until road conditions improve.

Heavy rain and flooding also create a challenge. High water levels can make roads impassable, while flooding can damage cargo and equipment. Hurricanes and tropical storms pose an even larger threat along the Atlantic and Gulf coasts, where port closures, evacuations and widespread power outages can shut down freight movement.

High winds can restrict movement on bridges and exposed highways, particularly for empty or lightly loaded trailers. Wildfires can also close major freight corridors, reducing visibility and affecting both safety and routing. In some areas of the country, extreme heat poses the greatest risk, leading to increased tire failures and engine overheating.

The Cost of Weather Delays

The financial impact of weather disruptions is significant. According to the National Oceanic and Atmospheric Administration, the U.S. sustained 403 weather and climate disasters from 1980 to 2024 where overall damages/costs reached or exceeded $1 billion. The Federal Highway Administration has reported that weather contributes to a substantial share of congestion and truck delay in major metropolitan areas.

For carriers, delays translate into higher fuel consumption, overtime costs and insurance claims. For shippers, they mean lost sales, production delays and dissatisfied customers. Retailers are especially vulnerable during peak seasons. A storm that delays imports or blocks a regional distribution center can affect an entire holiday sales cycle.

Preparing for an Unstable Operating Environment

For those in the supply chain, the question isn鈥檛 whether the weather will create disruptions, but how to be prepared when it does. 糖心传媒 offers several solutions that can help fleets and shippers increase their resilience and respond quickly when weather disrupts operations.

Leased Trucks and Trailers: Full-service leasing gives fleets access to late-model equipment, data-driven preventive maintenance, 24/7 roadside support, fuel programs, winterization and replacement vehicles. Regular monthly costs support more accurate budgeting and improve financial planning. .

Rental Trucks and Trailers: When weather damages equipment or creates sudden demand surges, rental trucks and trailers provide fast access to capacity without long-term commitment. 糖心传媒's network of more than 2,000 commercial rental locations and one of the newest and largest rental fleets in the industry means equipment is available when and where it is needed. .

Used Trucks: Used trucks give fleets a cost-effective way to add or replace equipment quickly. With no lengthy build slots or new-model lead times, used trucks can be deployed rapidly to restore capacity after a weather event. Learn more.

Logistics Services: 糖心传媒 Logistics helps shippers identify alternative routes, access multiple transportation modes, and scale capacity up or down as conditions change. 笔别苍蝉办别鈥檚 technology integrates real-time weather data into routing systems, helping drivers get ahead of delays. 糖心传媒 also works with customers to identify potential risks and create contingency plans to support faster decision-making and recovery. .

Equipment Repair: Severe weather significantly increases the risk of collisions and damage, and de-icing chemicals can accelerate corrosion of vehicle panels and components. 糖心传媒 Collision Repair has 65 locations across the country and can help fleets address collision damage, structural issues, and weather-related wear from snow, ice and road salt. .

honored its top supply chain management carriers during a recent ceremony at the Team 糖心传媒 race headquarters in Mooresville, North Carolina. These honorees qualified via a company enterprise scorecard that is paired with customer, operations and sourcing feedback.

Here are the 2025 糖心传媒 Logistics Supply Chain Management Carrier Award recipients:

• Less-Than-Truckload U.S. National Carrier: R+L Carriers
• Less-Than-Truckload U.S. Regional Carrier: Pitt-Ohio Transportation Group
• Less-Than-Truckload Canadian Carrier: Speedy Transport
• Truckload U.S. National Carrier: Landstar
• Truckload U.S. Regional Carrier: Universal Transport II
• Truckload Canada: Lion Force, Inc.
• Brokerage Provider: Kirsch Transportation Services, Inc.
• Flatbed Transporter: Freedom Trans Dedicated
• Liquid Bulk Transporter: Andrews Logistics
• Mexico Cross-Border Carrier: Select Dedicated Solutions
• Intermodal Provider: Cornerstone Systems, Inc.
• Carrier of the Year: Landstar

Tracy Urbanski, 糖心传媒 Logistics senior vice president of operations, supply chain management, said: 鈥淐ongratulations to our 2025 award recipients. They have proven to be elite members of our carrier network. Our customer鈥檚 freight needs are in great hands with these carriers.鈥�

With more than $6.3 billion in freight under management, 糖心传媒 Logistics currently utilizes a trucking carrier network of nearly 16,000 companies. Please about joining 笔别苍蝉办别鈥檚 professional carrier network.

By "Move Ahead" Staff

The freight and logistics industries are operating in a prolonged period of uncertainty that has included an extended freight recession, economic volatility, regulatory shifts and rising costs.

The American Transportation Research Institute鈥檚 most recent report on fleet costs, , showed that non-fuel operating costs hit their highest level ever, rising 3.6% $1.779 per mile.

At the same time, carriers have been under intense pricing pressure, leaving them with even thinner margins. The ability to control costs has become a competitive differentiator. Fleets with predictable, well-managed cost structures are better able to handle shifts in demand, economic volatility and increased operating expenses, but cost control doesn鈥檛 hinge on a single decision or department. It is shaped by several factors across the operation.

Equipment Strategies Shape Total Cost of Ownership

Medium- and heavy-duty trucks and trailers are significant capital investments, and the right equipment acquisition strategies play an important part in fleets鈥� overall costs. ACT Research reported in its that many fleets entered 2026 with aging equipment and extended trade cycles, due in part to higher equipment prices and financing costs.

While upfront equipment costs are the most obvious expense, other equipment costs go beyond the initial purchase price. Maintenance, repairs, tires and downtime all contribute to the total cost of ownership. Delaying new equipment too long can ultimately increase costs due to decreased fuel efficiency and unplanned downtime. Breakdowns are especially costly, not only in repair expenses, but also in lost revenue, missed deliveries and reduced asset utilization.

Labor and Insurance Costs Remain High

Labor and insurance costs make up a significant part of a fleet鈥檚 total budget. While driver availability has improved in some segments, wages, benefits, recruiting, training and retention costs remain high. The National Transportation Institute estimates that replacing a driver costs .

Insurance premiums have risen sharply in recent years amid higher labor and equipment costs, larger settlements and a rise in nuclear verdicts. Equipment can contribute to both cost areas. Late-model equipment offers more comfort and safety features, which can directly impact driver satisfaction and highway safety.

It Is a Competitive Freight Market

The trucking industry is highly fragmented, with more than 99 percent of carriers operating fleets with 100 trucks or fewer. According to the American Trucking Associations鈥� American Trucking Trends report, there are roughly 580,000 authorized interstate motor carriers. A fragmented market drives competition, especially on freight rates. The report noted that excess capacity and softer consumer spending have kept rates under pressure. Shippers also face cost pressures and frequently prioritize price, leaving carriers with limited ability to pass along the higher operating costs they鈥檙e experiencing.

Cost Control as a Foundation for Resilience

Effective cost control is about building flexibility and resilience, not simply cutting expenses. Companies that actively manage their total cost of ownership, asset utilization and network efficiency are better equipped to respond to demand volatility, capital constraints and shifts in the market. Cost discipline also frees capital for other areas, including safety programs, emissions reduction, digital tools and network optimization that improve efficiency over time.

Different approaches to equipment acquisition, capacity sourcing and logistics management can each serve as levers to balance risk, maintain cash flow, and improve performance.

Work With 糖心传媒

糖心传媒 can work with fleets and shippers to control costs and increase operational flexibility. Solutions include:

: Full-service leasing guarantees predictable costs and supports more accurate budgeting while giving fleets access to late-model equipment, a data-driven preventive maintenance program, 24/7 roadside support, and replacement equipment, which improves service.

Fleets that can scale assets up or down, align equipment to specific use cases and avoid unnecessary capital expenses can respond to the market faster. Rental trucks and trailers give companies quick access to equipment right when they need it.

Used Trucks: As new equipment prices rise and higher interest rates compound costs, used trucks offer a lower-cost way to expand or refresh a fleet while stretching capital further. They also enable fleets to add capacity, test new routes or applications, and adjust equipment sizes without committing to large upfront investments or long depreciation cycles.

: Third-party logistics providers (3PLs) can help shippers identify opportunities to increase efficiency through network design expertise, real-time visibility, access to multiple transportation modes and dedicated capacity. 3PLs can also help shippers respond quickly to market needs and scale up or down as demand changes.

Market swings, capacity shifts, geopolitical disruptions and rising customer expectations are all increasing demand for resilient, scalable and cost-efficient transportation networks. Today鈥檚 operating environment requires networks that can adapt quickly without compromising service levels or performance.

鈥淏usinesses increasingly see their networks as drivers of agility, scalability and innovation 鈥� and, ultimately, as enablers of competitive advantage, customer satisfaction and long-term success,鈥� according to .

Disruptions and economic uncertainties still weigh heavily on the sector, and 鈥渋n today鈥檚 volatile environment, resilience is no longer optional,鈥� the report noted.

When transportation networks lack flexibility, even small disruptions, such as weather delays, supplier issues or demand spikes, can result in missed deliveries, expensive expedited transportation costs and unhappy customers.

Why Flexibility Matters More Than Ever

Several major industry forces are pushing fleets and shippers to rethink how they structure their networks:

Persistent volatility in freight and logistics:

Volatility has become the new normal in freight markets. Flexible networks help shippers better match capacity to demand, avoiding both underutilized assets and costly last-minute capacity searches.

Economic uncertainty:

The State of Logistics notes that evolving trade policies and other macroeconomic factors are clouding the outlook. 鈥淎daptability and strategic investment will be crucial as the industry navigates an unpredictable environment,鈥� the report states.

Operating pressures for carriers:

The trucking industry continues to navigate a prolonged freight recession, compressed margins and intense competitive pressures. Flexible asset strategies help carriers stay resilient and agile as freight demand fluctuates.

Regulatory and technology shifts:

Environmental regulations, zero-emission targets, and rapid advancements in safety and onboard technology are reshaping equipment lifecycles. Flexible asset strategies allow companies to integrate new technologies and remain compliant without long-term capital commitments.

Labor constraints and operational complexity:

Shippers face two challenges: higher labor costs and difficulty recruiting and retaining qualified drivers, technicians and warehouse staff. At the same time, networks are growing more complex as businesses manage higher SKUs, shorter fulfillment windows, and elevated customer service expectations. These challenges strain capacity and demand more flexible solutions.

What a Flexible Transportation Network Looks Like

Flexible network strategies combine owned, leased and rental assets with scalable third-party logistics support, allowing shippers to adjust capacity and resources as needs evolve. This approach provides access to reliable capacity and late-model equipment without long-term capital commitments. It also aligns labor, assets and service expectations with fluctuating demand, enabling reliable performance amid uncertainty.

A flexible transportation network could incorporate:

• Variable asset commitments with short-, medium- and long-term strategies that adapt to changing needs
• Access to surge or seasonal capacity without permanent capital investment
• Modern, well-maintained equipment that maximizes uptime and safety
• Data-driven network optimization that improves routing and reduces miles
• Dedicated contract carriage or managed transportation for consistent service levels and flexible capacity
• Scalable warehousing and fulfillment capabilities to accommodate SKU growth, compressed delivery windows and multi-node distribution strategies
• Integrated maintenance solutions that reduce downtime

Solutions That Evolve With the Market

Learn more about how 笔别苍蝉办别鈥檚 suite of , , used-truck sales and allow operators to structure transportation that meets today鈥檚 business needs and adapt for the future.

Visibility is one of the most persistent challenges in the supply chain. Even with modern transportation systems, teams often still rely on manual status checks, emails and follow-ups to understand where things stand. At scale, those small gaps add up quickly, slowing decisions and increasing operational friction.

As supply chains grow more complex, the ability to validate information quickly and consistently becomes just as important as the data itself. When updates lag or require repeated outreach, teams lose time they could otherwise spend addressing higher value work.

Reducing Manual Work at Scale

To help address these challenges, 糖心传媒 Logistics has implemented an agentic AI platform from Augment, designed to improve visibility speed and efficiency across the supply chain. The platform is being applied in areas where manual processes have traditionally slowed follow-up and decision-making.

In the program鈥檚 initial phase, the platform is being used to validate the status of an estimated 600,000 loads. By automating routine checks and supporting more consistent follow-up with carrier dispatchers, the approach is expected to reduce time spent on repetitive tasks while improving the quality and timeliness of information available to operating teams.

鈥淲e鈥檙e well underway with executing our AI strategy, and our partnership with Augment is one of many AI-related and tech-enabled supply chain initiatives we are implementing to enhance the experience for our customers,鈥� said Jeff Jackson, president of 糖心传媒 Logistics. 鈥淎I at this scale is about giving customers more convenience, certainty and clarity in an increasingly complex and dynamic operating environment.鈥�

Supporting Operations Across the Supply Chain

Rather than focusing on a single segment of the network, the platform supports efficiencies across inbound operations, middle-mile movements and final delivery. This end-to-end view helps teams see issues sooner, respond more quickly and coordinate actions more effectively across different stages of the supply chain.

As the system continues to scale, additional efficiencies are expected as workflows become more streamlined and insights more readily available. The goal is not automation for its own sake, but practical improvements that help teams focus on what matters most.

Applying AI where it delivers real value

AI has the potential to create meaningful operational improvements when it is applied thoughtfully and grounded in real-world workflows. By focusing on visibility, follow-up, and consistency at scale, the approach reflects a broader effort to use technology in ways that support people, processes and performance across the supply chain.

Read full Augment press release here.

Change is constant, and what worked yesterday might not work tomorrow, especially as the environment supply chains operate in evolves. As businesses鈥� needs shift, existing solutions and partners may no longer be the right fit. Recognizing when it鈥檚 time to make a change can minimize inefficiencies, lost revenue and operational bottlenecks.

There are a number of market forces influencing the way business leaders shape their transportation and supply chain strategies today, and top among them are tariffs, the regulatory environment and the economy. Success depends on staying close to a combination of triggers, understanding how they intersect, and proactively positioning your fleet and logistics strategy to adapt before the market forces your hand.

Here are nine indicators that the status quo is no longer working.

1. Growth and Scalability Constraints

As volumes increase, transportation and logistics providers need to be able to flex accordingly. Capacity constraints, on-time and in-full performance problems, limited flexibility during peak seasons or inconsistent service levels can be red flags that current providers are unable to adapt to changing needs.

When teams spend excessive time manually routing shipments, transferring inventory between locations or patching together temporary solutions, it signals the overall design is no longer working or that . Ideally, providers should have the carrier relationships, technology, capacity and network to flex up or down in response to demand.

2. Network Inefficiencies and Imbalances

Mergers and acquisitions often create redundancy or imbalance across a logistics network. Overlapping routes, underutilized facilities and duplicated resources lead to higher costs and wasted capacity.

鈥淲e recently worked with a customer that had seven different divisions that were all operating separately. One of the things we saw was that they had trucks passing each other,鈥� said Amy Ilyes, vice president of logistics engineering at 糖心传媒 Logistics. "A lot of times, they'll have a duplication of facilities, so they need to do some type of rationalization."

Trucks regularly passing each other, trailers that are half-full, poor driver utilization and redundant resources are all . Optimizing the network for balance and synergy can uncover cost savings and service improvements.

3. Lack of Data Integrity and Poor Visibility

Data and visibility have become table stakes in today鈥檚 operating environment. Shippers need real-time, detailed insights into inventory, freight, including estimated arrival times or delays, and their overall transportation spend. Data allows all stakeholders to make proactive, data-driven decisions that improve efficiency, performance and customer experience.

When data is fragmented across solutions, such as transportation management, warehouse management, enterprise resource planning and order management systems, reporting can be inconsistent. More importantly, costs such as detention, expedite fees or non-productive labor time, can be difficult to track. Unified, clean and trusted data is essential to driving performance, ensuring customer service and controlling costs.

4. Equipment Needs No Longer Match Operations

As fleets grow, shift routes or face tighter cost pressures, long-standing equipment strategies can fall out of sync with operational needs. Increases in over-the-road failures, decreased fuel economy, slipping safety scores, higher capital costs or trouble can indicate the current procurement approach is no longer delivering the uptime, reliability or flexibility needed.

5. Declining Inventory Accuracy

Inaccurate or incomplete inventory data can lead to stockouts and fulfillment errors. Tier-one warehouse management systems can achieve above 99% inventory accuracy by tracking products at both the site and individual location level, ensuring that shippers always know exactly what they have and where it is located.

Good inventory data can also help shippers determine the best locations to ship from. 鈥淥ne of the first things we do when working with a customer is map shipping data. We had a situation where a customer didn鈥檛 realize they were routinely shipping from Florida to the Pacific Northwest,鈥� Ilyes said.

When errors, miscounts, utilization gaps, lost inventory or inter-warehouse transfers increase, it signals that inventory practices, stocking levels or the overall network design no longer match operational needs.

6. Operational Misalignment and Inefficiencies

As order profiles evolve, for example, shifting from full-pallet to mixed-case orders, the labor model, warehouse layout and process flow must evolve too. A warehouse initially designed for pallet picking may become inefficient or overwhelmed when case picking increases, due to the additional travel, touches and complexity.

Providers with engineered labor standards, such as the MOST (Maynard Operation Sequence Technique) method, can continuously evaluate productivity by measuring travel distance, lift height, weight and task difficulty for each pick. When productivity increasingly relies on manual interventions or workarounds to compensate for outdated processes, system limitations or new order profiles, it signals deeper design issues.

Similarly, large swings in labor demand, chronic overtime or bottlenecks on high-volume days indicate that the operation no longer matches the work it is being asked to perform. Sustainable efficiency requires ongoing reengineering, proactive slotting and tight alignment between operational execution and business requirements.

7. Increased Safety or Risk Incidents

A rise in accidents, compliance violations or safety-related downtime can indicate that a provider鈥檚 risk management framework is no longer sufficient. Providers that prioritize training, a safety culture and proactive compliance monitoring help organizations mitigate exposure, protect their employees and maintain their reputation.

8. Rising Costs Without Service Improvements

An increase in expenses without corresponding improvements in service, capacity or technology can indicate inefficiencies. While transportation costs naturally fluctuate with market conditions, cost growth should be matched by measurable benefits.

If rates rise but service quality, innovation or key performance indicators remain static, it suggests that the provider is no longer delivering adequate return on investment. Strong partners continually collaborate with customers to identify optimization opportunities, reduce total landed costs, and improve productivity, rather than simply passing on rate increases.

9. Changing Market and Regulatory Conditions

External forces, such as geopolitical issues, new regulatory requirements and shifting economic conditions, continue to reshape the transportation and supply chain landscape. For instance, the 25% tariff on imported medium- and heavy-duty vehicles and related parts, effective November 1, 2025, will significantly affect the cost of new assets and may alter long-term fleet planning. When macroeconomic situations change, organizations must reassess their supply chain structures and organizational goals to remain agile and cost competitive.

Partnering for the Future

When these indicators emerge, it may be time to review operations. While there isn't a one-size-fits-all solution for every situation, 糖心传媒 offers a wide range of services, including logistics, brokerage, warehousing, leased equipment, rental trucks and used equipment, to help shippers and transportation providers find the solutions that can keep pace with their shifting needs.

鈥淭he right solutions depend on the symptom,鈥� Ilyes said.

If you're seeing early warning signs of misalignment, now is the right time to reassess. Organizations that act early gain a strategic advantage. 笔别苍蝉办别鈥檚 team of engineers, supply chain specialists and transportation experts are here to help with network design, warehousing performance, data visibility, fleet growth and more.

Interested in learning more? See additional strategies below:

Each December, National Wreaths Across America Day unites millions of volunteers to honor our nation鈥檚 veterans. 糖心传媒 was proud to participate again this year, supporting remembrance ceremonies and wreath-laying events at military cemeteries, memorials and historic sites across the country.

Associates and their families joined local wreath-laying ceremonies nationwide, including events at Arlington National Cemetery in Arlington, Virginia; Fort Indiantown Gap National Cemetery in Annville, Pennsylvania; Jefferson Barracks National Cemetery in St. Louis, Missouri; Raleigh National Cemetery in Raleigh, North Carolina; and historic sites in Chester, Virginia.

In St. Louis, 糖心传媒 associate Kimberlee Sexton placed a wreath at her father鈥檚 gravesite at Jefferson Barracks National Cemetery 鈥� a personal tribute that reflected the day鈥檚 deeper meaning.

Additionally, , a 糖心传媒 Company, played an essential role by providing two trucks and two drivers to deliver wreaths to Arlington, Virginia, and Raleigh, North Carolina, helping ensure thousands of wreaths reached their destination.

, a nonprofit organization founded in 1992, began with a single act of gratitude and has grown into a nationwide movement dedicated to remembering fallen heroes, honoring those who serve and teaching future generations the value of freedom.

This year, 糖心传媒 associates once again demonstrated pride, unity and gratitude, reinforcing our ongoing commitment to service, supporting veterans and making a meaningful difference within the communities we proudly call home.

The U.S. freight industry is complex, and seasonal shifts in demand affect everything from available capacity to freight pricing. During peak seasons, regional imbalances can occur, spot rates can increase, and heavier traffic at warehouses and distribution centers can lead to longer dwell times and higher detention costs.

Additionally, trailers and containers may become harder to source.

Even if fleets and shippers aren鈥檛 working with goods tied to a peak season, the season can still impact their operations by making it harder to find capacity, drivers and storage space. Being aware of seasons, including when they overlap, can help carriers and shippers alike anticipate volatility and plan strategically.

Retail Season

Consumer demand influences several freight surges, with back-to-school and holiday shopping being among the top drivers of retail sales. The retail peak typically begins in July and lasts through late October, as retailers stock inventory ahead of major shopping dates. Demand can carry on into November and December. The National Retail Federation estimated that consumers spent $128.2 billion on back-to-school shopping, while Halloween spending was expected to reach a record $13.1 billion this year. The U.S. Census Bureau estimates that consumers will spend $994.1 billion on holiday spending from Nov. 1 through Dec. 31.

Produce and Harvest Season

From spring into early summer, the agricultural industry can dominate regional markets, especially as crops from California, Florida, the Southwest and the Southeast move from the field to the market. The traditional produce season runs from April through July, but the exact timing varies by crop and region. The planting season can also create a spike, driving up capacity demand as seed, fertilizer and farm equipment ship in the spring.

Holidays

While the peak retail seasons coincide with popular holidays, including Halloween, Thanksgiving, Christmas and Hanukkah, others can still lead to an increase in freight. During the summer months, Memorial Day and the Fourth of July can increase demand for backyard grills, outdoor furniture and yard supplies. Easter increases demand for candy, toys, clothing, decorations and groceries.

Construction Season

When the ground thaws, construction projects begin across the country, ranging from road and bridge construction to housing starts and commercial developments. That means steel, lumber, pipe, roofing and other products start moving. Construction typically occurs from March to October, but these periods may be longer in specific regions.

Niche Peaks

Beyond the well-known surges, several smaller surge periods can affect capacity, especially in specific regions. Cold and flu season can increase demand for healthcare-related goods. In the spring, beverage and bottling companies increase production ahead of summer surge periods. A similar ramp-up occurs in the packaging industry in late summer, when corrugated box and pallet producers increase production to prepare for the upcoming retail holiday season. In the Pacific Northwest, fall brings a logging rush with timber and pulp being hauled from September through November.

Plan for Peak

Strategic planning can help fleets and shippers be proactive rather than reactive when peak seasons hit, ensuring capacity is available and helping control costs. 糖心传媒 has several solutions to help manage peak season needs, including , , and .

Learn more about peak season solutions:

Why Used Trucks Are a Smart Strategy for Peak Demand

Ten professional truck drivers were recently inducted into 糖心传媒 Logistics鈥� 2024 and 2025 Diamond Class.

Inductees have achieved 20 consecutive years of preventable incident- and injury-free driving: a feat attained by less than 1% of 糖心传媒 drivers, signifying the highest level of safety recognition at the company.

Created to acknowledge and celebrate safety milestones, this accolade is part of 糖心传媒 Logistics鈥� Premier Driver Recognition Program. In addition to the Diamond Class, the program recognizes drivers with five, 10 and 15 years of incident- and injury-free driving.

Diamond Class inductees 鈥� with their families and supervisors 鈥� were invited to a two-day celebration in Pennsylvania to commemorate this accomplishment. They received a sightseeing tour of Philadelphia before departing to Reading, Pennsylvania, for an evening recognition dinner attended by 糖心传媒 leadership 鈥� including 糖心传媒 Logistics President Jeff Jackson.

鈥淚t is with tremendous honor and respect that we induct these Driver Wall of Fame classes,鈥� said Jackson. 鈥淥ur professional drivers are paramount to our company鈥檚 success. They serve as the industry鈥檚 gold standard for safety.鈥�

Honorees received awards while posing for photos with Jackson, Safety and Loss Prevention Vice President Aaron Henderson and Senior Vice President of DCC Operations Pete Bayer.

2025 Diamond Class Driver awards

鈥淵ou are fantastic examples of what safety looks like,鈥� said Bayer. 鈥淥ur Diamond Class drivers are committed to being the best, every day, and I am incredibly proud to be your teammate.鈥�

Many inductees credit the organization鈥檚 commitment to safety for their long-standing success.

鈥淚 take it day by day,鈥� said Delio Garcia, professional truck driver. 鈥淲e live in a fast-paced society, but I make sure to prioritize coming home safely.鈥�

Professional Truck Driver Mike Larmeu echoes this mindset 鈥� reaffirming that safety is at the core of 糖心传媒 Logistics operations.

鈥淚t鈥檚 important to never get complacent behind the wheel,鈥� said Larmeu.

To further commemorate this achievement, Diamond Class drivers had their name inscribed on the Driver Wall Hall of Fame displayed at company headquarters.

糖心传媒 Logistics Driver Wall of Fame located at company headquarters.

Honorees attended a special ceremony at the wall and took pride in seeing their names added - a reflection of their hard work, commitment to safety and dedication to excellence.

Diamond Class Driver Gallery聽

2024 Diamond Driver Class

• Tim Cote 鈥� Pontiac, Michigan
• Susan Fabian 鈥� Hogansville, Georgia
• Darrall Headrick 鈥� North Richland Hills, Texas
• Mike Larmeu 鈥� Hammond, Louisiana

2025 Diamond Driver Class

• Delio Garcia 鈥� London, Ontario, Canada
• Will Lawrie 鈥� Cave Creek, Arizona
• Juan Sixtos 鈥� Stockton, California
• Tom Spence 鈥� Newark, Delaware
• Keith Tyler 鈥� Swartz Creek, Michigan

The annual Top Companies list highlights organizations that provide a culture where associates feel valued and respected, and receive quality benefits, continued training and opportunities for development.

糖心传媒 is a gold level partner of WIT, supporting WIT鈥檚 mission to empower women, celebrate their achievements, and address the challenges they face within the trucking industry. 笔别苍蝉办别鈥檚 support for WIT includes sponsorship of its annual conference and the courtesy transport of WIT鈥檚 educational trailer.

magazine, a leading supply chain publication, has recognized with two gold Quest for Quality Awards.

The company鈥檚 transportation management services have been honored. 糖心传媒 Logistics were category leaders in the areas of order fulfillment and transportation distribution. The other award category was in value-added services, where 糖心传媒 ranked the highest in order fulfillment.

鈥淭here鈥檚 little doubt that technology implementation and innovation are key factors enabling 3PLs to remain resilient and grow,鈥� noted magazine contributing editor Karen Theurmer. 鈥淢any companies are turning to automation, AI, and IoT to enhance operational efficiency and streamline service offerings鈥攅specially for shippers looking to leverage 3PLs to grow their e-commerce.鈥�

Customers can count on 糖心传媒 Logistics to accelerate their supply chain performance by providing comprehensive transportation and logistics solutions.

By 鈥淢ove Ahead鈥� Staff

The 2026 Annual Third-Party Logistics Study marks a significant milestone, celebrating its 30^th anniversary as a historic chronicler of the U.S. supply chain.

Dr. John Langley, the study鈥檚 creator and a supply chain professor and emeritus professor at the , along with sponsors and , will commemorate this edition by highlighting the most effective ways that the supply chain can collaborate and the emerging technologies that make them run.

The study is available for download at no cost at .

The publication centers its efforts on three special sections: How the relationships between shippers and 3PLs might evolve from transactional to strategic, successful strategic partnerships, and emerging technologies within the supply chain.

Each year, the research provides a deeper dive into the current state of the 3PL market and tackles contemporary issues like the supply chain鈥檚 response to rising tariffs and the crucial role of supply chain talent.

Highlights from the 2026 3PL Study:

• Relationships between shippers and 3PLs are moving away from being transactional to more strategic in nature. Shippers note that supply chain disruptions (81%), cost optimization through collaboration (76%) and digital transformation (57%) are among the top drivers for strategic partnerships. On the 3PL side, key considerations are demand for end-to-end visibility (61%), customized/value-added services (61%) and cost optimization via collaboration (56%).
• Contracts and other financial benefits drive strategic partnerships. Service level agreements are the most common way to connect shippers and 3PLs. Other elements that shippers employ include guaranteed volume/capacity (67%), flexible terminations (62%) and contract extensions (57%). For 3PLs, there are continuous improvement targets (72%), guaranteed volume/capacity (61%) and contract extensions (56%). It is interesting to note that a little over half of all shippers explained that they do not rebid business at the end of contracts.

• How the latest and greatest technology can improve the shipper鈥檚 supply chain. The great majority of shippers (90%) regard technological capabilities among the most critical elements of selecting a 3PL. The majority of shippers (80%) and 3PLs (81%) are deploying advanced analytics at some level. Artificial intelligence and machine learning are utilized by shippers at a 67% rate and at 73% for 3PLs. Barriers to deployment of next generation tech includes funding, unclear business cases, inadequate talent, trust of that technology, risk aversion and scalability.

According to Dr. Langley: 鈥渢he 3PL industry has grown and transformed significantly over the past 30 years. Both shippers and providers and managers of supply chain services have responded forcefully to the continually changing and challenging business and supply chain environments.鈥�

鈥淚n 30 years of the 3PL study, we鈥檝e tracked countless industry shifts, but this year holds something unique,鈥� said Shanton Wilcox, senior vice president of supply chain consulting at NTT DATA. 鈥淔or the first time, we see an overlap with a significant and ubiquitous business condition in the global tariffs, coinciding with material advancements in enabling technology, namely AI. This situation provides the motivation and capability for organizations to address the volatility and dynamic nature of this business challenge.鈥�

鈥淲e would like to congratulate Dr. Langley for three decades of 3PL Study excellence,鈥� stated Stacy Schlachter, 糖心传媒 Logistics senior vice president of sales. 鈥淭his year鈥檚 report does a great job of delving deeper into the relationships between shippers and their 3PLs, what translates to the most effective collaborations, and what new technologies matter most to shippers.鈥�

By 鈥淢ove Ahead鈥� Staff

As winter weather comes calling, drivers in certain regions of the country are bound to have snow and ice buildup on their vehicles. Not only can that snow and ice dislodge during transit, damaging vehicles or injuring drivers, it can also mean drivers may face state fines.

While not every state has regulations addressing snow and ice, several do, and staying current on them is the responsibility of both carriers and drivers.

New Jersey has one of the stricter laws concerning snow and ice, requiring drivers to completely clear their vehicles of snow and ice before taking to the roadways. Commercial vehicles violating the law face fines of up to $1,500. A portion of the fines will be used to finance the installation of more roadside snow-removal equipment. New Jersey has said it will not ticket professional drivers who can demonstrate they are traveling to a snow-removal station.

Drivers in Pennsylvania also must remove snow and ice from their vehicles before hitting the highways. They face severe fines of up to $1,500 if snow or ice they failed to clear from their vehicle causes injury or death to another person. Connecticut has a similar law, and in the state of New York, it's illegal to drive with snow or ice obstructing your view.

Those in the trucking industry are well aware of the safety issues that surround snow and ice removal. What鈥檚 more, drivers cannot be required to climb on top of their rigs to remove snow without violating worker-safety provisions.

Drivers have reported using truck washes to loosen and remove snow and ice. Herbert Mayo, vice president of risk control for Lockton Companies, a national insurance broker, advises drivers to wait until later in the day to try to clear vehicles, if possible, as the sun will warm the trailer and the ice will slide off more easily.

鈥淒on鈥檛 forget [the] buildup of ice and snow behind the tires on the mud flaps/wheel wells. This can be just as dangerous, as it is typically a large ball. It forms from the spray and is more frequent than ice on the roof,鈥� Mayo said.

Laws in other parts of the country don鈥檛 require drivers to clear snow from the top of their rigs, but drivers still need to ensure good visibility and, if possible, remove as much ice as they can.

In Alaska, snow and ice may not obscure windshield visibility, and law enforcement officers in Georgia, Iowa, Michigan and Nebraska may issue citations if a vehicle is considered a danger.

In New Hampshire, officers may issue citations under negligence for snow and ice falling from a vehicle, and officers in Washington, D.C., may stop a motorist for traveling with accumulated snow and ice.

In Massachusetts, the Massachusetts Turnpike Authority can prohibit vehicles from using the roadway if debris, including snow or ice, could fall from the vehicle and 鈥渆ndanger individuals or property.鈥� In addition, Massachusetts Turnpike Police have the authority to fine drivers for failing to clear vehicles.

For more information, visit . Snow and ice removal laws for specific states can be found by searching the Department of Transportation websites for each state.

By 鈥淢ove Ahead鈥� Staff

Originally published on January 3, 2012. Updated in October 2025.

Motor carriers, private fleets and shippers are navigating an increasingly complex operating landscape. Economic pressures, shifting demand patterns and evolving trade policies are shaping the need for transportation and warehouse capacity, and the ability to adapt to capacity fluctuations is crucial to maintaining operations.

Factors Influencing Capacity Fluctuations

Several interconnected factors influence the supply and demand for freight as well as capacity.

The Economy

Economic growth typically leads to increased demand for goods, driving up the need for transportation services and warehousing space. However, economic slowdowns or inflationary pressures can reduce consumer spending and business expansion, cooling demand for goods and slowing business growth.

Consumer Confidence

Economic optimism directly impacts consumer spending, and confident consumers are more likely to spend money on everything from clothing to cars. Consumer confidence also affects spending on services, travel and entertainment. A shift in consumer sentiment, whether positive or negative, can lead to fluctuations in freight demand.

Housing and Construction

Housing starts, existing home sales and construction are significant drivers of freight demand. On the housing side, there is an ongoing need for raw materials for new construction, as well as products for home renovations, upgrades and moving. Infrastructure improvements, such as highway and bridge construction, also fuel demand for freight.

Manufacturing

Manufacturing levels and factory output influence the amount of inbound and outbound freight at production facilities. Manufacturing can also impact the overall economy, with the National Association of Manufacturers estimating that for every $1.00 spent in manufacturing, there is a total impact of $2.64 to the overall economy.

Seasonal Surges

Trucking has a variety of peak seasons. Historically, the most notable peak typically occurs in the fall as retailers stock up for the holiday shopping season. Even though seasonal surges may be brief, they can strain capacity.

Weather Events

Severe weather events, such as hurricanes or snowstorms, can disrupt expected freight flows and create sudden spikes in demand. Consumers may rush to stock up on groceries or other essentials ahead of an event, and emergency supplies or reconstruction materials can also increase the need for trucking services.

Global Trade

Geopolitical disruptions, trade agreements, tariffs and customs regulations can impact the flow of goods, which directly influences the demand for trucking and warehousing.

Trucking Trends

Freight rates play a crucial role in influencing trucking capacity. When rates are high, new carriers may enter the market, adding capacity. As rates fall, financial pressures may increase, causing some carriers to leave the market, reducing capacity.

Solutions To Address Capacity Fluctuations

Given the significant number of variables that influence both the supply of and demand for capacity, fleets need to remain agile, especially in an uncertain operating environment.

There are several tools and strategies to help businesses prepare for capacity fluctuations:

鈥婩lexible Leases

provide a flexible way for fleets to replace equipment and adjust capacity without committing to long-term investments in purchased vehicles. This enables businesses to scale their operations up or down in response to demand fluctuations without the capital expenses associated with purchasing new assets.

Short-Term Access

can provide even more flexibility, allowing fleets to increase capacity for days, weeks or months. If longer-term needs arise, the switch to leasing becomes a welcome option.

Owned Capacity

The can offer a cost-effective alternative to new equipment for fleets that prefer to own their assets. Adding used trucks allows fleet operators to meet increased demand quickly. New equipment can come with extensive lead times, but used trucks are often readily available.

Logistics Solutions

help businesses optimize their supply chain and ensure that they have access to the right amount of transportation and warehousing capacity when they need it. Some, like 糖心传媒, also have tools to improve efficiency, increase visibility and enable data-driven decision-making.

Brokerage Services

offer flexible solutions to manage capacity in real time. For shippers, brokers provide immediate access to an extensive network of vetted carriers to fill short-term or unexpected gaps in a shipper鈥檚 capacity. Brokerage can also be a valuable tool for fleets that need to access freight.

• Learn how to manage capacity fluctuations with used trucks

was honored by with two supply chain awards for driving innovation and efficiency with exemplary and solutions.

鈥淲e sincerely appreciate the recognition of our team and its work by our longstanding customers at Whirlpool,鈥� stated Jeff Jackson, 糖心传媒 Logistics president. 鈥淚 am very proud of our associates for their continued commitment to accelerating supply chain performance for our customers.鈥�

笔别苍蝉办别鈥檚 distribution center management solutions earned the 2024 Whirlpool Supply Chain Supplier Award for Digital Transformation for successfully implementing a new warehouse management system (WMS) in a pilot program now expected to be replicated across the wider supply chain network.

Similarly, the company鈥檚 freight management solutions earned the 2024 Whirlpool Supply Chain Supplier Award for Customer Service by supporting inbound and outbound manufacturing processes as well as finished goods related to supplier management and trucking carrier management deliveries.

Whirlpool noted that 糖心传媒 has implemented industry-leading standards of service while innovating customer service capabilities.

By "Move Ahead" Staff