• HID released three new models in its LinTRAK RAIN RFID ultra-high frequency tag family to provide companies with more options to identify, track, and manage textile items. The new LinTRAK tags are robust and discreet, blending into apparel seams.

• The JWL150-DO Lightgistics Series light from Smart Vision Lights can perform high-speed barcode reading and optical character recognition with packages in reflective plastic wraps or shipping bags. The units have hidden strobe technology that allows LEDs to internally self-trigger thousands of times per second, pulsing faster than the human eye can perceive and creating the illusion of continuous light to maximize machine vision systems.

• Southco introduced a new cable accessory for its surface-mounted AC-15 rotary latch actuators, a multi-point rotary latch pull system. The accessory is ideal for applications on trucks and other vehicles.

Services

• To serve the pharmaceutical and healthcare sectors, GEODIS opened a new temperature-controlled facility in Schiphol in the Netherlands next to an existing site. TAPA-A rated for air freight, the new facility is part of GEODIS’ worldwide cross-docking network for ambient and cold chain products.

• To help companies move their goods more sustainably with reusable packaging, ORBIS Corporation expanded its manufacturing facility in Urbana, Ohio. The expansion adds 30% more space for the production of ORBIS totes and pallets, and allows ORBIS to add more presses and tools, increase capacity, and shorten lead times. Reusable packaging products produced at the plant are used in industries such as automotive, food, beverage, and consumer packaged goods.

• DACHSER Sweden is moving into a new location in Jönköping, which is located between Stockholm, Gothenburg, and Malmö. With more than 17,000 square feet of office space, approximately 108,000-square-foot warehouse, and a cross-dock terminal with 70 gates, the new branch is DACHSER’s largest in the Nordic countries. The new premises offer an expansion from 5,800 to 11,000 pallet spaces for warehouse operations.

• Worldwide Flight Services (WFS), a member of SATS Group, will increase cargo capacity at New York’s John F. Kennedy International Airport (JFK) by 20% in early 2025 with the opening of a new 346,000-square-foot terminal. The new facility gives JFK its first dedicated on-airport handling facility for temperature-controlled pharmaceutical products and perishable cargo.

Technology

• UPS introduced the UPS Supply Chain Symphony™ platform, a new tool that integrates shipping, warehousing, and inventory management functions into a single platform. This unified approach helps UPS customers operate more efficiently, gain supply chain visibility, and address challenges. The cloud-based Software-as-a-Service solution integrates previously stand-alone UPS tools so companies can view and orchestrate outcomes.

• ToolsGroup released the latest version of its JustEnough Retail Planning and Execution suite, offering advancements in its assortment planning and allocation capabilities. The newest version offers enhanced target creation in assortment planning that supports user-defined update periods and returns recommendations.

• DDC FPO unveiled its new auto-extraction and structuring solution, the latest addition to its platform of supply chain products. The new solution engages automated machine learning technology to cleanse and structure raw data from freight documents, applies client business rules, and transmits information via APIs to the client’s system.

• John Galt Solutions and FourKites teamed up to deliver end-to-end supply chain visibility. Integrating John Galt Solutions’ AI-powered Atlas Planning Platform with FourKites’ real-time supply chain insights, companies can detect and mitigate risks, receive shipment tracking data, align warehouse plans with transportation schedules, and attain visibility across the supply chain ecosystem.

• CargoAi, a provider of airfreight technology solutions, introduced CargoCoPilot, a feature integrated into its flagship platform, CargoMART. Leveraging large language models, CargoCoPilot offers real-time intelligent assistance, enabling users to enhance their efficiency, productivity, and skills in the airfreight procurement process.

Transportation

• Qatar Airways Cargo started a dedicated freighter service to Warsaw, Poland. The addition of the freighter service, in combination with passenger flights, increases the weekly cargo capacity to more than 220 tons from Warsaw to Qatar.

• Etihad Cargo launched flights connecting Abu Dhabi and Denmark. The airline commenced four Boeing 787 Dreamliner flights a week to Copenhagen, Denmark, appointing WFS as its cargo handling partner in Copenhagen.

• Lufthansa Cargo now offers its fastest-speed service—td.Zoom—for urgent shipments. The service includes top speed, priority, and capacity access with no weight or size limitations. The handling processes at Lufthansa Cargo’s hubs in Frankfurt, Munich, and Vienna provide ramp supervision during aircraft loading and unloading, as well as dedicated ramp transfer from the warehouse to the aircraft and vice versa.

Second, skill requirements continuously evolve due to technology and automation advancements. This dynamic landscape requires workers who quickly adapt to new tools and processes.

The diverse roles within logistics demand specific skill sets that are only sometimes transferable from other industries. For example, supply chain analysts must possess strong analytical abilities and a deep understanding of data-driven decision-making. Warehouse managers must excel in organizational skills, team leadership, and operational efficiency, while freight coordinators require excellent communication and coordination capabilities to manage transportation complexities.

Recognizing and addressing these unique skill requirements is crucial in attracting and retaining the right talent.

Generational shifts also play a role in the talent shortage. As baby boomers retire, the industry needs more experienced workers. Meanwhile, younger generations entering the workforce may not consider logistics an attractive career option due to misconceptions or lack of awareness about the opportunities it offers.

The pandemic exacerbated the problem by disrupting global supply chains, creating additional workforce challenges.

These combined obstacles call for innovative solutions to attract and retain the right talent. Here are some tips for finding skilled workers.

1. Leverage data and technology for efficient recruitment. Embrace data-driven platforms to identify and target potential candidates efficiently. Utilizing analytics and AI can help streamline recruitment by matching job requirements with relevant skill sets.

2. Build strong employer branding to attract talent. Showcase your company’s positive culture, growth opportunities, and attractive benefits to appeal to skilled workers. A strong employer brand can significantly impact your company’s perception as a desirable workplace.

3. Collaborate with education and training institutions. Partner with educational institutions and invest in training programs focused on bridging the logistics skills gap. Proactively supporting and engaging with these institutions can shape the future talent pool according to your industry’s needs.

Here are some tips for retaining skilled workers.

1. Create an inclusive workplace culture. Foster diversity and inclusion initiatives to establish a positive work environment. Working in an inclusive culture contributes to higher job satisfaction and lower turnover rates.

2. Offer competitive compensation and benefits. Market-aligned pay and attractive benefits are crucial to incentivizing talent retention. Competitive compensation ensures employees feel valued and acknowledged for their hard work.

3. Emphasize career development and growth opportunities. Design clear career paths and invest in ongoing training and upskilling programs to support professional growth. Employees who see a future with your company are more likely to stay committed and dedicated to their roles.

As logistics continues to evolve, it is vital to adapt recruitment and retention strategies to ensure a thriving and competent workforce for the future.

The Write Stuff

Sales figures for high-end writing instruments are higher than they have been for 10 years, according to a recent report released by Selfridges, London’s luxury department store.

Research backs it up: A study by The Insight Partner finds the market for exclusive writing instruments is growing by an average of 5% per year and is expected to grow by another 40% by 2028.

If you’re ready to trade in your Flair, Waldmann has launched two fountain pen editions that enclose original writings by Agatha Christie (38 pens) and Arthur Conan Doyle (23 pens). Both editions were developed in cooperation with luxury brand Sekrè, a company that specializes in integrating original artifacts into luxury goods. The price of the fountain pens in each edition is $21,000.

Gold Gets Green

Jewelry supply chains have long been plagued by environmental and socioeconomic challenges and many brands are now addressing these issues.

For example, luxury jeweler Mejuri has partnered with Regeneration, a new remining initiative from RESOLVE that works to simultaneously mitigate environmental harm caused by past mining, support biodiversity and habitat rehabilitation of mine sites, and support the production of fine jewelry and energy-transition technologies using recaptured “waste” materials from mines.

Regeneration—a restoration and remining startup social enterprise—arose in response to the legacy of damage created by past mining for fine metals and jewels. When left untreated, “legacy” or formerly active mines, as well as abandoned mines, can pollute sensitive watersheds and damage ecosystems and native species. Mejuri will dedicate $1.5 million to support the ecological restoration of legacy mines through remining.

This initiative follows a circular model: First, Regeneration and its partners will extract valuable minerals from the tailings— byproduct materials left over once minerals have been extracted—as well as waste rock and water. While these are typically treated as waste, tailings can contain significant minerals and metals that can be used to create jewelry responsibly and sustainably.

Earnings from sales of those materials will then go back to the mining sites to fund habitat restoration and closure activities, including at legacy and abandoned mine sites. Eventually Mejuri will sell jewelry made from Regeneration gold.

Psycho Bunny Hops to Visibility Solution

Luxury brands are not immune from supply chain challenges. Consider Psycho Bunny, a luxury clothing brand known for its playful and colorful designs and high-quality products. The company’s fragmented systems did not provide real-time inventory visibility, resulting in stockouts and lost sales, added costs, and shipping delays.

Psycho Bunny searched for a solution to unify inventory management and streamline order fulfillment while offering a positive omnichannel experience to their customers. The brand needed a system that would enable ship-from-store functionality and fulfill orders directly from their 60+ store locations without inventory complications or delays.

The search led Psycho Bunny to Deposco’s store inventory fulfillment solution, Bright Store. Deposco implemented Bright Store across 60+ stores in six months. With the brand’s first store live in three months, Psycho Bunny was shipping more than 62,000 orders while reducing processing time for orders sourced from its distribution center from 2 to 5 days to less than 48 hours out of the stores.

The software gives Psycho Bunny real-time visibility into inventory across all of their stores, with room to grow seamlessly. The ship-from-store functionality creates a scalable process for fulfilling orders directly from Psycho Bunny’s store locations with reduced order fulfillment time, increased customer satisfaction and loyalty, and brand growth through a unified omnichannel experience.

U.S. Sits in the Lap of Luxury

Here are the top 10 luxury items in the United States (in no particular order):

1. Cars
2. Designer handbags
3. Fine jewelry
4. Watches
5. Private jets
6. Yachts
7. Homes
8. Designer clothing
9. Fine art
10. Vacations

Fake It Til They Take It

“The largest-ever seizure of counterfeit goods in U.S. history” went down in November 2023 when federal prosecutors seized more than 200,000 counterfeit handbags, clothes, and other luxury items worth $1.03 billion.

Two men, who were both arrested, used a Manhattan storage facility as a distribution center for massive amounts of knock-off designer goods. They also trafficked through a second offsite location also in Manhattan.

“The counterfeit market is a significant problem not just for luxury fashion brands and the dilution of their trademarks’ values, but also for consumers and society at large as many counterfeit products are produced in oppressive labor environments and without any adherence to ecological production methods (if implemented by brands),” says Douglas Hand, fashion lawyer and partner at Hand Baldachin & Associates.

Moving Some Money Around

Choosing the specific mode for transporting high-value items depends on the item being shipped, the distance it needs to travel, and the shipper’s budget.

The top transportation modes for moving high-value luxury items:

• Armored trucks are typically equipped with bulletproof glass, security cameras, and alarms to deter theft.
• Secure courier services use a variety of security measures, such as tamper-evident packaging, GPS tracking, and armed escorts, to protect the goods in transit.
• Air freight is the fastest transportation mode, making it ideal for transporting high-value items that need to arrive quickly. However, it is also the most expensive mode.
• Hand carry may be the only option for the most valuable items, such as priceless jewelry or rare artifacts. This involves a trusted courier personally transporting the item to its destination.

• J.B. Hunt Transport Services awarded scholarships to 100 new recipients of the J.B. Hunt Scholarship for Families program. Since launching the program in 2022, J.B. Hunt has provided $687,500 in educational financial assistance for the families of employees.

RECOGNITION

• Gorbel earned a spot on the Top 100 list of fastest-growing, privately owned companies in the Rochester and Finger Lakes, New York region. This marks the 20th time that the manufacturing company has been included on the list.

• Emerge received the Rising Star Award from Tyson Foods for introducing innovative RFP technology into Tyson Foods’ procurement strategy.

• LyondellBasell (pictured above) received the Supply Chain Excellence Award from SC Johnson in recognition of its supply chain support during weather disruptions and the pandemic.

UP THE CHAIN

Rina Hurst

• Walmart announced Rina Hurst as vice president of Walmart GoLocal, the retailer’s delivery service platform. Hurst joins Walmart from Shipt, where she served as chief business officer. Hurst will be responsible for the strategic direction, operations, and general management of Walmart GoLocal.

• Jon Johnson has joined Tompkins Solutions, a supply chain consulting company, as chief operating officer. He will be responsible for overseeing daily operations and leading strategy development for end-to-end supply chain services.

Jason Mansur

• Valley Companies announced that Jason Mansur has joined the company as its new vice president of enterprise partnerships. He will work with the president and leadership team to develop new commercial solutions and partnerships.

• Dr. Henry Puhl was named the new CEO of TGW Logistics, succeeding Harald Schröpf, who led TGW Logistics as CEO for the past six years.

• American Eagle Outfitters appointed Sarah Clarke as executive vice president-chief supply chain officer. She will be responsible for managing AEO’s global supply chain from sourcing through distribution.

Green Seeds

• Crowley has partnered with Terraline to lead a pilot project for electric trucks. As part of the agreement, Terraline’s EV500 test truck—the trucking industry’s first clean-sheet, autonomous-ready, battery-electric Class 8 long-haul truck with 500-plus miles of range—will operate at Crowley’s Florida facilities.

M&A

• CN acquired a stake in the Cape Breton & Central Nova Scotia Railway from Genesee & Wyoming that includes 145 miles of active track.

• Rock-it Global acquired Dell Will Customs Brokers, further expanding its in-house customs brokerage capabilities.

• Riverstone Logistics purchased Ralph’s Transfer Co., a final-mile logistics provider based in Tampa.

• To provide managed services that address a broader range of clients’ shipping needs, FreightWise acquired Kuebix, a TMS provider.

• UPS completed the acquisition of MNX Global Logistics, a global time-critical logistics provider.

• Lazer Logistics acquired the spotting operations of Hirschbach Motor Lines, an Iowa-based carrier specializing in refrigerated truckload services.

In Memoriam

Heidi Senger-Weiss

• Heidi Senger-Weiss, the co-shareholder of Gebrüder Weiss, died at the age of 82. She spent 36 years heading operations at the logistics group, and in 2015, became the first woman inducted into the Logistics Hall of Fame.

SEALED DEALS

• Retail seed company Beck’s adopted the enterprise version of the FleetDrive 360 driver management solution. Beck’s uses the solution to manage driver profiles and compliance for company CDL drivers, for-hire operators, and other drivers who operate non-CDL equipment.

• Sustainable footwear startup Allbirds has selected intelligent business planning platform Anaplan to streamline its supply chain operations. Anaplan will support Allbirds’ demand planning and forecasting, inventory planning, and merchandise and materials management.

• Roland Corporation has selected Movement by project44 as its supply chain visibility solution. Roland, a manufacturer of electronic musical instruments, is deploying Movement to improve ocean transportation visibility and on-time delivery performance while streamlining logistics workloads to achieve greater efficiency.

• Home fragrance retailer Voluspa implemented Descartes’ warehouse management and shipping solution to accelerate order fulfillment and distribution to wholesale and online consumers across the United States, Canada and other countries worldwide.

• Party City has adopted TradeBeyond as its multi-enterprise supply chain platform. Party City will use TradeBeyond to improve operational efficiency across inventory management, end-to-end merchandising, and vendor compliance.

• Camping World, a retailer of recreational vehicles, partnered with Redwood Logistics. The 3PL designed an open technology system that seamlessly incorporated a TMS, e-commerce systems, freight audit and settlement tools, and various other capabilities.

• bp signed an agreement with RELEX Solutions to implement their forecasting and replenishment capabilities in its UK convenience retail business. The platform leverages AI to provide in-depth forecasting and analytics to anticipate and meet fluctuations in customer demand and will support supply chain planning across bp’s retail sites and Wild Bean Cafes in the UK.

THE CUSTOMER

Branch Basics, headquartered in Minneapolis, Minnesota, is a non-toxic cleaning products company founded by three health-conscious women. Its mission is to help people toss the toxins and live healthy lives.

THE PROVIDER

ODW Logistics, based in Columbus, Ohio, is a third-party logistics provider offering supply chain design, e-commerce fulfillment, warehousing and distribution, and transportation management solutions across a range of industries nationwide.

Originally founded in 2012 before being relaunched in 2017, Branch Basics’ product line centers around a fragrance-free, multi-purpose cleaning concentrate. The all-in-one formula can be diluted to various concentrations to meet all cleaning needs.

Branch Basics’ founders Marilee Nelson, Allison Evans, and Kelly Love were prompted by their own health challenges, or those of family members, to start their company.

“The women will tell you they never set out to sell soap,” says Greg Bastian, Branch Basics president and chief financial officer. “They were on a mission to create a healthy home and it holds true. In fact, that has become the company’s tag line.”

As a mission-based company, Branch Basics provides numerous resources to create a healthy home including a blog, a podcast, various guides, and a Toss the Toxins course, which are all accessible through its website.

“To some extent we’re an education platform,” Bastian explains. “We just happen to sell cleaning products as the economic engine to drive our growth and to be able to create content centered around healthy living.”

The 2017 relaunch occurred because Branch Basics did not previously own the formula for their cleaning concentrate. The founders wanted to be 100% transparent in terms of ingredients and thus the company now owns the formula that creates the basis for its signature product.

Culturally in Sync

Recently, a critical milestone tied to a promotion, as well as the company’s overall plans for the future, led Branch Basics to do some reconnaissance. Pleased as they were by a particularly successful 2022 Black Friday/Cyber Monday campaign, the company faced challenges moving the resulting volume.

They’re also aware their strategic growth plan is likely to include sales through different and still-to-be-determined channels. There was plenty of impetus to start looking for an experienced 3PL to help them scale operations.

Being part of a tight-knit community of entrepreneurs made deciding who to work with that much easier.

“We leaned into our network, asking other DTC companies: ‘Who is doing this for you? What 3PLs have these capabilities?’” says Karen Lowery, Branch Basic’s chief operations officer. “Our business model is a different world than shipping into retail, or even into Amazon.”

When shopping the Branch Basics website, customers have the opportunity to order varying configurations of product. It was essential that any 3PL the company decided to partner with have the experience to deliver that need. The eco-friendly cleaning brand also wanted real-time visibility into its inbound and outbound shipments.

The Right Fit

Enter ODW Logistics. Right from the start, the two companies proved to be a cultural fit.

“There’s a spirit and a direct level plus a relationship mindset that we always look for in our partners,” says Casey Nofziger, vice president of client solutions at ODW Logistics. “Branch Basics checked that box for us instantaneously.”

ODW Logistics is appreciative of Branch Basic’s conscious effort to make an impact. “The products speak to people and the company has a huge following and a history of strong growth. As much as determining how we can help, our belief in a company and its products factors into decisions to partner as well,” says Nofziger.

To help Branch Basics meet demand, ODW Logistics provides a holistic supply chain solution that includes a diverse e-commerce fulfillment program, cost effective transportation management, and the ability to scale as the business grows.

Transition Period

Efficiency is often achieved in a smaller footprint. Prior to partnering with ODW, Branch Basics had been operating out of three warehouses.

“Going to a single node wasn’t even in our thought processes, but ODW laid out the value,” says Bastian. The 3PL’s capabilities convinced the eco-friendly company that they could reduce inventory complexities and still meet customer expectations in terms of timing.

Not having to implement processes in triplicate made the transition period that much simpler. Organizationally, the partners aligned on efficiencies such as standardizing case labeling to achieve an effective flow within the single node. They also agreed it was essential to create an item master that acknowledged changes in SKUs and how things are packaged.

Leading up to the go-live date, there were technological integrations to manage and inbound inventory dates to meet. “We did a lot of testing,” says Joe Atkinson, manager of finance and operations at Branch Basics, acknowledging ODW’s dedication in that regard. As predicted, having a good master SKU list came in handy when Branch Basics started loading in inventory.

There was also customer service and portal training for Branch Basics’ roughly 22 employees from brand and warehouse managers to pick-pack workers and kitters. “It was all very structured. We met our timelines and our go-live date, which is always a huge deal,” says Atkinson.

Slippery Moments

It was a juggling act for Branch Basics to keep the incumbent 3PL at their three original warehouses set with inventory while filling up ODW and transitioning to a single node. “It was a challenge making the whole matrix of our co-manufacturers, suppliers, with all the lead times and SKUs we have, fit,” says Atkinson. The company ended up bringing one of their lower volume SKUs off the site for a few weeks.

“Some of the lead times were tough and we had to take a small hit,” he adds.

As for ongoing challenges, Atkinson references the importance of addressing “edge cases.”

“If 99% of your business is clean and simple, you spend the rest of your time handling that last 1% shipping to remote locations and P.O. boxes, or just odd orders,” he explains. Branch Basics has been focused on cleaning up those edge cases since the go-live date.

Healthy and Happy

Implementing standardization provides plenty of perks. As a result of partnering with ODW, Branch Basics is grateful to now have a document detailing their operations moving forward.

“ODW Logistics understands our business—how we kit, how we pick and pack, all the freight routing,” says Atkinson. “It’s great to have everything documented and on paper. Prior to this we had just tribal knowledge building over the years.”

Atkinson also appreciates ODW’s freight brokerage services. “I’ve gone from sourcing freight on my own to handing off the details to the ODW LTL team,” he says. “The process couldn’t be smoother.”

In addition to achieving real-time visibility, all products are now barcoded. “It’s a clean process,” says Lowery. “I don’t think our prior process would have been sustainable. Going with a more sophisticated operation is going to benefit us as we grow.”

This is reassuring to a company that brought in nearly $27 million in revenue in 2022 and now touts a 50% customer repeat rate. Branch Basics’ gross sales grew by around 57% year-over-year from 2021 to 2022.

Accelerating Future Growth

For its part, ODW Logistics equates being able to provide expertise in the omnichannel world with thinking larger.

“The management team has a mindset of continuing to accelerate business growth,” says Nofziger. Branch Basics may introduce new products or consider manufacturing in different ways across the United States or potentially get into the retail channel long term.

“As much as our partnership is about helping Branch Basics in today’s world improve on the areas they called out, it’s also about assuring them that ODW Logistics has anything they need to help them grow in the future,” Nofziger says.

Case Study: Journey to Health

The Challenge

Branch Basics, a direct-to-consumer, non-toxic cleaning products company, needed an experienced third-partner logistics provider to help them manage their distribution, fulfillment, and transportation services.

The Solution

Branch Basics partnered with 3PL provider ODW Logistics to streamline operations and gain real-time visibility into their inbound and outbound shipping. They achieved greater efficiency by downsizing from three warehouses to a single node.

The Results

The company acquired a master SKU list, all products are now barcoded, and inventory complexities have been reduced. Customer expectations are still being met. Instead of having to rely on tribal knowledge, Branch Basics now has a comprehensive document detailing their operations moving forward.

Next Steps

Handling Black Friday/Cyber Monday surges with greater efficiency. Expanding the product line in response to customer requests for new solutions on how to remove toxins from their homes. Considering exploring the omnichannel world.

EXPERIENCE: Chief technology officer, Kohl’s and DICK’S Sporting Goods; senior vice president, The Home Depot; chief operating officer, Desktone; executive vice president, supply chain, and chief information officer, Staples; senior vice president, technology, Charles Schwab & Co.; chief executive officer and president, Website Pros; executive vice president, Office Depot; multiple director positions.

EDUCATION: Harvard University, graduate work, psychology; Harvard University, A.B., computer science.

I have spent the past decade with large retail companies and played key roles in helping them modernize their approaches to technology. My biggest insight? Businesses need to build their technology for the actual end users, such as customers and frontline associates.

As an example, at one company, we designed an order picking system. But when we observed the best pickers, they didn’t use the system. The people who should have been using the system were ignoring it and had figured out a better way to complete their tasks. It takes some humility, but you come to grips with the idea that maybe we should stop building systems this way.

Enterprise technology often is built for people who spend most of their lives in offices. When you focus on the needs of frontline workers and customers, you end up building software that people actually enjoy using.

I’m bringing that mindset to Omni. My team and I want to understand, for instance, what drivers actually do. How much of what we’re asking them to do makes their life easier? Or do they get their work done, and then figure out how to get it reflected in the system? I’ll be taking some truck rides to find out.

Omni is good at moving physical goods across every mode. We have smart people working to understand our customers’ needs and figuring out the best mode for their shipments.

My team and I want to do more combining of smart people and smart algorithms. This might mean analyzing, for instance, current traffic versus historical patterns, among other factors, to come up with more scientific predictions of actual arrival times. There’s a lot of opportunity in the transportation and logistics space to apply more predictive science.

I’ve always been interested in software and how it can make things better. Then I became interested in what makes people tick. The intersection of those is operations.

For one employer, I advocated for and then ran a large supply chain transformation. It turned out to be less about the correct answers to optimizing the supply chain, and more about changing participants’ hearts and minds and getting them oriented to a different view of success.

The first step is building tools that help the people doing the work, rather than focusing on a theoretical best practice.

The second step is figuring out if everyone is working toward the right goal. Complex supply chains encompass many links and each has its own idea of operations excellence.

People understandably take pride in their personal performance and often gravitate toward siloed metrics. You have to win their hearts to get them to think about the bigger prize.

Too often, there are conflicts between the best outcome for a single link in the supply chain and the best outcome for the whole supply chain.

I’m excited because Omni Logistics does a great job for our customers and it’s a great place to work. Being more effective at digital optimization offers all upside. It’s great to say, ‘Everything can actually be better.’”

Paul Gaffney Answers the Big Questions

1. From a professional perspective, what movie or TV show resonates with you?

Holmes on Homes or Holmes to the Rescue on HGTV. The host, Mike Holmes, understands how a house should be built, and he’s often called into situations where you wonder, ‘How did this happen?’ The same thing happens a lot with software.

2. If you could accelerate the development of one supply-chain-disrupting technology, what would you choose?

A Star Trek transporter beam would be super effective. The more serious version of that would be advances in 3D printing. Instead of shipping goods, we’d make them where they’re needed. It’s largely in the movement of goods that things get chaotic.

3. What would you tell your 18-year-old self?

Spend more time understanding how people make decisions and less time figuring out what the right answer is. Even when the answer is in the spreadsheet, implementing it often has more to do with understanding people.

Bumps in the Road

Unfortunately, most suppliers and automakers have not deployed smart supply chains. A recent Capgemini report finds that just 53% of auto suppliers and OEMs have mature intelligent supply chains.

Suppliers and OEMs must consider numerous factors as they scale intelligent supply chains:

•  Raw material and resource scarcity. Suppliers and OEMs are still dealing with raw material and resource scarcity—low supplies of rare earth minerals, the ongoing semiconductor shortage—which in turn has added yet another fire for auto leaders to put out while simultaneously attempting to rearchitect their supply chains.

•  Transition from offshoring to nearshoring and reshoring. Suppliers and automakers are wisely learning from their mistakes during the pandemic and bringing operations closer to home. The same Capgemini study finds that offshore locations have fallen 22% in the past two years.

In the long run, moving facilities—particularly procurement functions—closer to a centralized base will enable more resilient supply chains. However, in the short term, this will present some challenges as it’s no easy feat moving halfway around the world.

•  Unattainable stock levels. Despite a two-year inventory shortage, OEMs are arguably sitting on too much inventory. Some leaders may be scarred by the lack of production, and therefore sales, during the pandemic, so they are practically stockpiling inventory to ensure manufacturing operations can continue. However, this places financial burden on suppliers sitting on more stock than normal. What’s more, there is now concern this influx of inventory will lead to oversupply and may cause car prices to decline as a result.

•  Lack of circularity. With so many procurement issues and consumers’ growing expectation for sustainable business practices, suppliers and auto manufacturers would be wise to implement circular supply chain processes into their overarching intelligent supply chains.

While 73% of automotive executives agree that participation in the circular economy is necessary to achieve long-term financial and competitive goals, only 53% followed a circular economy strategy in 2022. That’s slightly understandable considering there is currently not enough recycled material suppliers, or even an adequate supply of recycled auto materials, to help OEMs manage circular supply chains.

•  Deteriorating supplier-OEM relations. Auto suppliers and automakers have had a notoriously complex dynamic, but the pandemic furthered strained relations and workflows. From the supplier side, there is uncertainty in OEMs’ manufacturing and inventory data and a general consensus that automakers overorder. OEMs mistrust suppliers’ sustainability data and generally demand more accurate forecasts of their supplies and timelines.

The key to resilience is making supply chains more intelligent and sustainable. Suppliers and OEMs cannot just invest in technology without a plan, nor can they uproot supply chain facilities and functions around the world. They need a transformation strategy that addresses workforce management, digital deployments, partnerships, and circularity.

Tactics to Consider

Here are just a few tactics all suppliers and auto manufacturers should consider to future-proof supply chains:

•  Increase investments in data strategy and data-driven capabilities. Data is the cornerstone of smart supply chains. Companies need data to inform a variety of digital technologies, track business outcomes, and measure carbon emissions. That is why the quality and quantity of auto organizations’ data is key.

Enterprises need more real-time data across their supply chains, business functions, and third-party partners. Once this data is acquired, suppliers and OEMs must improve their data platform capabilities as well as data integration using analytics tools. Leaders should consider using AI to not only gather more data, but also enhance predictions.

•  Adopt inventory optimization technology. Inventory optimization is essential to remain competitive in today’s crowded auto market. Utilize predictive analytics and machine learning to improve demand forecasting and anticipate disruptions.

Digital twins can also help to predict issues and, beyond inventory optimization, can aid in developing and deploying intelligent supply chains before operations begin by simulating physical environments and equipment and real-world scenarios.

•  Prepare the workforce for the future. Auto leaders cannot forget their people are key to their success. As digital transformation agendas progress and companies adjust to more EV-centric business models, leaders will need to ensure their people have the necessary skills to play an active role in the enterprise’s evolution. This means identifying new roles made possible by technological advancements and upskilling or reskilling workers according to the organization’s needs and digital maturity.

•  Develop new supplier-OEM relations policies. Auto suppliers and automakers have had strained relationships for years. The breakdown in trust and communication can be traced to a lack of transparency.

OEMs should clearly state their expected contingency provisions from suppliers once both parties share their forecasting frameworks and findings. Regular touchpoints should be scheduled for an agreed-upon cadence.

Prior to this, companies should outline expectations and agendas to ensure all the information they will need will be clearly communicated. Issues may still arise, which is why leaders from partner organizations should outline processes to review and resolve concerns at the onset of their contractual agreements.

•  Integrate circularity practices into overarching intelligent supply chain strategies. With enterprises so focused on procuring materials, manufacturing auto parts and vehicles, and transporting products, it can be easy for suppliers and OEMs to forget about the reverse flow.

Circular supply chains allow for parts and products to be sent back to companies so they can repair, resell, reuse, or recycle these goods. Bringing goods back across the supply chain requires new processes, investment in labor, transportation, and certain manufacturing equipment, recycled material suppliers, and consumer buy-in to increase the supply of materials.

Once auto suppliers and manufacturers implement these tactics and eventually scale intelligent supply chains, they can future-proof their businesses after three years of unprecedented disruptions. These solutions and management strategies will streamline operations, optimize inventory, improve production rates, and predict and help mitigate issues. This will lead to reduced costs, faster time to market, and potentially more sales.

Beyond financial and operational benefits, auto enterprises can reduce emissions and overall carbon footprints thanks to intelligent supply chains. With enhanced planning, procurement, production, and transportation throughout various touchpoints, digitally enabled supply chains produce less waste, consume less electricity and water, and burn less fossil fuels.

Resilient auto supply chains also spur enhanced customer experience and loyalty. Automotive consumers can now get cars and parts in a reasonable time and receive real-time order updates. And environmentally conscious consumers will be drawn to brands that showcase their sustainable supply chain practices and include customers in circular supply chain initiatives.

More Work to be Done

Just because the pandemic has ended does not mean that supply chain issues have subsided for automotive suppliers and OEMs. Although leaders are aware of the ongoing post-pandemic supply chain issues and the important role digital solutions play in mitigating such challenges, there is still much work to be done before the global automotive industry has fully scaled resilient, connected, intelligent supply chains.

The current approach of building additional working capital and inventory is not sustainable. The best solution to achieve long-term resilience is with trust, transparency, and data-driven intelligence across each layer of supply chain.

With an oversupply of products likely to cut prices, material scarcity, geopolitical conflicts and trade regulations, and pressure to decarbonize, the time is now for suppliers and automakers to future-proof their supply chains and stake their claim in the market.

A. In the market, we’re going to see much lower pricing when it comes to the spot market than it’s currently been.

From what we’ve heard, the next six months are going to be flat, and there’s going to be a decrease in the cost difference between contractual and transactional freight rates.

So, in this RFP season, we’re going to see a lot of carriers and shippers double down on dedicated freight. What’s going to play a big part in a company’s success is the relationships that they have with carriers.

Q. Would you say carrier development strategies are more important now?

A. It’s always been important. Just think about the recent pandemic cycle we went through. The companies that had carrier development strategies in place, that had strong relationships with carriers—whether working with them directly or through a freight broker—are the companies that have done well and continue to do well as the market changes.

I think it has become a priority for a lot of organizations to have a carrier development strategy because the last thing anyone wants is to be blindsided by that kind of rapid market change again.

To that point, developing strong carrier relationships is as important as it has ever been to not have problems as we go into the next market cycle.

Q. How has Trinity Logistics evolved their carrier development strategy?

A. In the past couple of years, we’ve really refocused on being more open to contracted freight.

This not only allows us to offer greater service to our shipper relationships, but it also provides us the opportunity to aid in the success of our carrier relationships by offering them more consistent volumes of freight.

With more contracted freight available, we’re able to build closer relationships with carriers, keeping their businesses successful and providing drivers with more opportunities at home.

Meanwhile our shipper relationships gain the benefit of reduced risk since there’s less of their freight on the spot market, where there’s been an increased risk for double brokering and other freight scams.

TRUE. Geopolitical tensions create unpredictability, impacting global supply chains profoundly. Trade barriers and shifting alliances force companies to continuously reassess and adapt their strategies, seeking alternative routes and suppliers, increasing complexity and costs.

–Mark McCullough
CEO
Gebrüder Weiss North America

FALSE. Modern digital platforms are making supply chains more efficient, facilitating seamless communication and connecting new buyers and suppliers worldwide.

–Grigoris Lamprou
CEO
Procureship

TRUE. The intricacies of modern supply chain management require a constantly evolving strategy to identify areas for improvement and implement continuous initiatives to enhance efficiency and reduce costs—all while continuing to provide a comprehensive set of solutions for customers.

–Mike Rindy
President
Nelson-Jameson

BOTH TRUE AND FALSE. During the pandemic, the industry faced significant disruptions, leading to major transformation initiatives across supply chains with the intent of reducing challenges. However, the post-pandemic environment is highly complex and arguably equally challenging as organizations implement new technology and work hard to upskill.

–Geoff Coltman
Vice President, Client Engagement
Catena Solutions

TRUE. Due largely to the rise in ecommerce, brands are experiencing new challenges to keep up with customer service demands, which impact operations inside the four walls. Demands like speed, quality management, and low shipping costs have always been important, but it has intensified because consumers now have more options than ever.

–Anthony Jordan
EVP & Chief Operating Officer
GEODIS in Americas

FALSE. Supply chain management is just as tricky as it has always been. What’s different is the number of tools at our disposal to do it well. Making the leap to data-driven decision-making generates the most impactful results in the trucking and transportation industry.

–Chris Jamroz
Executive Chairman and CEO
Roadrunner

TRUE. In addition to managing the standard flow of business and doing more with less, managers are faced with more data being created and provided to them than ever before. Efficient processing of this data drives success in operations and forecasting, while ignoring or focusing on the wrong data leads to inefficiency and failure.

–Bill Wappler
CEO
Surgere

TRUE. Supply chain management will become more complex in the future as new countries like Vietnam, Kenya, Turkey, Costa Rica, and Mexico join China as supply points. This will require logistics operations teams to adapt to different trade lanes, ports, and carriers.

–Bryn Heimbeck
Co-Founder and President
Trade Tech Inc.

Supply chains are more challenging than ever to manage because of the increased speeds they operate at, greater customer expectations for higher shipment precision and real-time information, their global nature and heightened security risks, and labor shortages. However, some of these challenges can be mitigated by employing digitization strategies.

–Chris Jones
EVP of Industry
Descartes

TRUE. There’s a decrease in goods flowing from Asia to North America, which is creating rapid, once-in-a-lifetime shifts in global trade flow. There are very few supply chain professionals who aren’t facing this on a day-to-day basis. On the other hand, artificial intelligence offers new ways to run your business and huge economic opportunities.

–Al Sambar
General Partner
XRC Ventures

FALSE. To manage today’s increased demand for end-to-end supply chain visibility, supply chain practitioners have access to more information than ever before. By using predictive analytics, control towers, and other emerging technology, these leaders can better manage and make more informed decisions.

–Felix Vicknair
Vice President, Supply Chain Solutions
Kenco

TRUE. Geopolitical and economic factors have heightened existing hurdles, and the increasing emphasis on sustainability has many enterprises rethinking their manufacturing and supply chain strategies. Inbound logistics processes have been significantly impacted by high costs, unpredictable lead times, and uncertain delivery dates.

–Shashank Mane
Go-to-Market Leader, Manufacturing
Capgemini Americas

Supply chains will always face challenges. What is vital is that logistics providers adapt their services. That level of service can make the difference between success and failure for customers, both big and small.

–Gaurika Gurugamage
Operations Manager
GAC North America – Logistics

TRUE. Recent geopolitical tensions are another stark reminder that supply chains need to adopt effective risk management tools. Economic instability, coupled with changes in consumer buying behavior, requires supply chains to be increasingly agile to adapt quickly, all of which are managed in an environment that is experiencing dramatic change.

–Colm McElroy
VP, Global Accounts
PSA BDP

FALSE. While managing supply chains is still challenging, it is not nearly as bad as 2021-2022 during the height of COVID. At that time suppliers could not deliver predictably, resulting in key components not being available, which cascaded into stoppages.

–Dave Snider
Vice President, Marketing
Advantive

TRUE. Orchestrating the supply chain is like being Santa on Christmas Eve but doing it 24/7/365 and doing it through demand uncertainties, global complexities, and disruptive world events. But doing it with the magic of technology today, we are more responsive and adaptable than ever.

–Mike Wilson
CEO
Consolidated Chassis Management

TRUE. Customer demand is more varied and volatile than ever. While supply chains continue to elongate globally at a time of rising geopolitical uncertainty, supply chain leaders must orchestrate across a host of disparate data, relationships, and events to deliver certainty of outcomes for their organizations.

–Ryan Lynch
SVP Strategy & Marketing
Concentric

The answer is dual-faceted. True, managing supply chains has become more complex due to a confluence of external uncertainties such as intensified competition, climate change implications, fluctuating regulations, and geopolitical dynamics. Internally, companies are also grappling with changing business models, omnichannel demands, and cost pressures.

That said, it’s also a transformative era. Advanced data and technology have ushered in unprecedented maturity levels for supply chain management. The pandemic, for all its challenges, spotlighted the supply chain, reframing it from being just a cost center to a strategic differentiator. The pre-COVID status quo is behind us, making adaptability and leveraging best-fit tech solutions non-negotiable for supply chain success.

–Marc Koehler
Director of Product Strategy
RELEX Solutions

TRUE. Supply chains now grapple with rapid technological evolution, climate change impacts, and increased consumer demands for transparency and sustainability—making management a more intricate and demanding task.

–Spencer Steliga
founder and CEO
shuddl

TRUE. Managing supply chains is now increasingly challenging due to evolving global dynamics, sustainability initiatives, and changing consumer preferences. What were once periodic disruptions, have now become frequent, almost daily interruptions that demand agility and adaptability. Organizations must navigate complex supply and value chains to remain competitive in a volatile market.

–Stephen Dombroski
Director Consumer Markets
QAD, Inc.

TRUE. Managing today’s supply chains is exceptionally challenging due to a shifting landscape. Teams seek to optimize cost in procurement, freight, inventory, and unit costs, though these goals can conflict. Finding the right balance can be challenging so flexibility and responsiveness are paramount in navigating this complexity.

–Dakonya Freis
VP of Commercial Development
Nelson-Jameson

TRUE. The rapidly evolving technology landscape, economic turmoil, and instability in an interconnected global economy, the ever-changing consumer demands and trends driven largely in part by ecommerce and social media, and the ever-growing talent and labor shortage in the supply chain industry has made supply chain management more challenging than ever.

–Nilay Parikh
CEO
Arvist

TRUE. Although we now have technology that helps us increase efficiency and accomplish more with fewer resources, the sheer complexity of modern supply chains combined with elevated expectations from customers makes it incredibly challenging for managers to stay on top of their many commitments.

–Martyn Verhaegen
Chief Technology Officer
Magaya

TRUE. Uncertainty surrounding geopolitical realignment, stagflation, climate change mandates, and the deployment of artificial intelligence are things that supply chain managers cannot easily be proactive about. Worse, some of these things work against each other. But on the bright side, meeting these diverse challenges should be exhilarating.

–Dr. Darren Prokop
Professor Emeritus of Logistics
College of Business & Public Policy
University of Alaska Anchorage

FALSE. Supply chains have always labored under the tension between efficiency and resiliency. In the past few years, we have over-indexed efficiency. Constructing the supply chain of the future is just as difficult as building a highly efficient one of the past. While the issues change, the complexity doesn’t.

–Joe Adamski
Senior Director
ProcureAbility

Managing supply chains has never been easy. Innovations in technology and data management have increased supply chain visibility, which, while beneficial, can also create the illusion of additional complexity in the form of newly available data. However, with connected, unified tools, supply chain management actually becomes much more streamlined.

–Ryan McMartin
Product Marketing Manager
Parsec Automation

TRUE. COVID-19 raised consumer, business, and supplier expectations. While technologies, collaboration tools, and AI/ML capabilities are becoming mainstream, key areas are still a challenge with the wrong approach, disruption, and disconnected solutions. Improving service levels, costs, margins, inventory in-stocks, and competitiveness is a moving target that requires technology investments.

–Ann Marie Jonkman
PMP, Senior Director
Global Industry Strategies
Blue Yonder

TRUE. Although the supply chain has become leaner and more modernized, supply chain management remains more challenging than ever, due to factors that include driver shortages, inflation, and continued shifts in consumer demand and behaviors as we emerge from the pandemic.

–Diron Bell
National Accounts Manager
iGPS Logistics

FALSE. This may be counterintuitive. Yes, today’s supply chain challenges are huge. But the tools we have to overcome these challenges are better than ever. Big data, machine learning, AI, cloud-based inter-company collaboration have all emerged in solutions that are readily accessible for nearly every part of the supply chain. These tools make complex, global supply chain problems easier to prevent and to solve.

–Tony Harris
SVP & Chief Marketing and Solutions Officer
SAP

FALSE. Despite new complexities popping up seemingly every day, supply chain management has always been about increasing efficiency, reducing risk, and lowering costs.

Even through rapid inflation, lingering effects from COVID-19, and global labor shortages, we’re now able to uncover granular insight and build smarter systems that weren’t fathomable a decade ago.

–Jason Hehman
Client Partner and Industry 4.0 Vertical Lead
TXI

TRUE. Supply chain management is increasingly challenging due to factors like global expansion, rising customer expectations, digitalization, and the lessons learned from the COVID-19 pandemic. Balancing efficiency, resilience, sustainability, and ethical concerns adds complexity, making it more challenging than in the past.

–George Maksimenko
Chief Executive Officer
Adexin

TRUE. New challenges are presented to supply chain managers every day. Changing global climates, new technologies, and evolving customer expectations ever increase the demands on us. Stay informed, plan for contingencies, and leverage the talents of the people around you to excel in our ever-changing world.

–Jim Heide
COO & Co Founder
Loadsure

TRUE. Ever-tightening global ESG regulations have necessitated greater transparency and more rigorous supplier management than ever before. Implementing compliant and sustainable sourcing processes adds layers of complexity to supply chain operations, which is more than retailers can manage without the aid of a sophisticated multi-enterprise platform.

–Lilian Bories
Chief Marketing Officer
TradeBeyond

FALSE. It is true that managing supply chains is more important than ever. That said, suppliers across the globe have higher awareness of sustainable supply chain goals and regulations, and there is a growing list of technology providers who can help brands engage suppliers to achieve these goals.

–Joe Schloesser
Vice President
ISN

FALSE. Managing supply chains will always be tough because the challenges are ever-changing. Today, the biggest challenge is risk management and making smart bets. Capital and labor market fluctuations must be considered in the context of consumer expectations, sustainability, and geopolitical changes. Not easier or harder, just different.

–Eric Lien
Executive Vice President, Strategic Accounts
Arrive Logistics

TRUE. Supply chains are more challenging and complex than ever. Retailers and their supply chain partners are balancing market uncertainty and labor shortages with higher consumer expectations. There is also pressure to meet ambitious ESG targets and to automate and digitize their networks. Collaboration is essential to navigating these dynamic challenges.

–Heather Stuart
Vice President of Retail Supply Chain Solutions
CHEP U.S.

TRUE. While managing the supply chain has always been a complex issue, the evolving intersection of tech, extreme weather events, geopolitics, and cybersecurity has introduced new challenges. As these new dynamics are introduced, the supply chain struggles to adapt and effectively shift gears. Take the pandemic for instance, it exacerbated all the existing challenges. While these challenges help force the supply chain industry to innovate, it will take time for the industry to address its challenges.

–Brandon Black
SVP and General Manager
Ivanti Wavelink

TRUE. The combination of supplier disruptions, unpredictable demand, and volatile freight rates have never been greater. The good news is companies have found that experts with advanced technology and access to multimodal capacity can take those headaches away and help companies drive efficient and effective supply chain management.

–Dave Menzel
President and COO
Echo Global Logistics

TRUE. From a retail perspective, consumers now expect omni-channel shopping experiences, and retailers struggle to position inventory across their supply chains to meet online and offline demand. Fortunately, innovative AI technology can get the right inventory to the right place, at the right time, to satisfy customers—and maximize profit.

–Gurhan Kok
Founder & CEO
Invent Analytics

TRUE, especially when you can put your decisions into a financial domain. In retail, current inventory management systems require planners to start with a human input metric. With modern AI-based systems, you can optimize based on profitability to allocate inventory at the right time, every time.

–Tav Tepfer
Chief Revenue Officer
Invent Analytics

TRUE. In today’s globalized and complex landscape, companies navigate volatile commodity markets, inflation, and intricate supplier networks. Multi-tier visibility is often lacking with suppliers, and internal stakeholders demand increased value. Despite these challenges, this era offers unprecedented opportunities for supply chain professionals to significantly enhance their impact, especially through the use of emerging technologies. By harnessing technology, they can transform and elevate their roles to create value in ways previously unattainable.

–Omer Abdullah
Co-Founder
The Smart Cube

TRUE. The combination of global operations, increased competition, evolving customer demands for faster time-to-market, and technology integrations make supply chain management complex. Successful operations require a strategic approach and leveraging futuristic technologies like quantum computing to manage fleets and processes effectively.

–Rohail S Qadri
President, Professional Services
Trigent Software

TRUE. The world has come to realize the criticality of supply chains and they have become more complex. The combination of constituent pressures, complex and lengthening networks, and regulatory oversight makes managing supply chains more complex than ever.

–Tom Nightingale
CEO
AFS Logistics

TRUE! It’s more difficult as you need to understand all modes of transportation and know how to use your own data to make solid business decisions.

–Melissa Somsen
Chief Commercial Officer
AFS Logistics

TRUE. Although supply chains are more complex with more nodes spanning multiple geographies, customer expectations amplified the focus on supply chain management. Same-day deliveries require inventory visibility and accurate counts, making supply chain management mission-critical. The key task today is delivering accurate, real-time decision-making with a reduced margin of error.

–Andre Luecht
Global Strategy Lead, Transportation, Logistics and Warehouse
Zebra Technologies

TRUE. Labor shortages continue to be a major hurdle. In warehousing and distribution, workforce gaps negatively impact everything from order speed to customer satisfaction to the quality of perishable products. Companies need to focus on diversifying the labor pool and attracting young jobseekers. Automation is a great place to start. Not only does it drive high-impact ROI and gains for your network, it also creates an exciting work environment that helps attract skilled young talent into your organization.

–Adam Gurga
Sales Manager
Cimcorp

TRUE. Heightened geopolitical risks, economic pressures, and various market disruptions are hitting simultaneously, which is straining supply chains. Strengthen resilience by anticipating and addressing disruptions now. Get a clear view of all the risks lurking within your supply base—IT security, financial health, ESG, and more.

–Jim Wetekamp
CEO
Riskonnect

FALSE. Supply chains have certainly become more global and complex—introducing volatility and complexity—in recent years. However, technological innovations over the past two decades (e.g., advancements in data analytics, real-time tracking, the Internet of Things, and artificial intelligence, to name a few) have made managing supply chains easier and much more efficient than ever before.

–Eric Allais
President & CEO
PathGuide Technologies

TRUE. Supply chain management has become increasingly complex. For example, the automotive supply chain lacks visibility and efficiency, leading to potential disruptions. But by leveraging technology like AI, centralizing suppliers and regularly evaluating logistics partnerships, managers can better prepare for unexpected challenges.

–Mike Trudeau
Executive Vice President of Business Development
Montway Auto Transport

TRUE. Post COVID, we are in uncharted territories, making it more critical than ever to have a setup that allows market volatility and adaptability. Globalization, increased competition, evolving customer expectations, sustainability, disruptions, and regulatory changes contribute to the heightened complexity. Businesses must navigate these challenges to ensure efficient and resilient supply chain management in today’s dynamic environment.

–Mauricio Lozano
Director, Marketing & Business Development
SeaCube Containers