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Shippers turn to 3PLs to help manage trade complexities

in emerging markets

Thinking globally

acTinglocally

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THE JOURNAL OF COMMERCE www.joc.com

ThiRd-PaRTy logiSTicS PRovidERS may approach emerging markets in different ways, but one thing is cer-tain: Doing business in them isn’t an option; it’s a necessity.

In 1998, Penske Logistics entered the Brazilian market through a relationship its corporate parent had with a Brazilian trading company. Penske initially provided warehousing and distribution for the trading company’s products. By the time the contract between the parties expired, Penske had devel-oped relationships with multiple customers and decided to establish itself in Brazil on its own.

Penske’s approach to emerging markets is different from 3PLs that are based on freight forwarding and need to be established in many countries. Penske follows its target customers, which are generally high-growth multinational compa-nies, but won’t commit to a country unless it sees strong overall growth potential. If it doesn’t, it will pass on that portion of the customer’s busi-ness and recommend another 3PL, or act as a 4PL and contract for out-sourced logistics.

The company’s approach to emerging markets is strategic and opportunistic, said Joe Dagnese, Penske’s senior vice president of global sales. “Brazil happened less by design and more by taking advan-tage of an opportunity,” he said.

China, India, Brazil and Mex-ico are ranked as the top emerging markets, defined as economies experiencing rapid growth through industrialization, according to the 2012 16th Annual Third Party Logistics Study conducted by Cap-gemini in collaboration with Penn State University, leadership advi-sory firm Heidrick & Struggles and global logistics provider Panalpina. Eighty percent of the 1,561 industry executives and managers who par-ticipated in the survey do business in an emerging market, along with 77 percent of 3PLs.


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Conducting business in emerging mar-kets is difficult because of infrastructure problems, complex laws, customs regula-tions and tax regimes, cultural differences, and the possible inability to deliver against promises or agreed-to service levels.

Shipment visibility and knowledge of global trade regulations and free trade agreements are critical to shippers operat-ing in emerging markets.

Add to that capacity constraints, anti-quated highways and gridlock in major metropolitan areas and it’s easy to see why shippers in emerging markets rely on 3PLs to manage that complexity, said Shyamal Roy, a Capgemini managing consultant.

More than half of shipper respondents in the Capgemini survey said the ideal model for operating in emerging markets is a 3PL with global scale working in tandem with local partners who have detailed knowledge of national, regional and local trade rules and regulations.

“We need to ensure 3PLs have the right resources, content experts, etc., to understand the local flavor,” said Michael Keong, director

of regional logistics Asia at Levi Strauss. “A

strong account manager who understands the local area is important to us.”

If local providers are good enough, they are frequently acquired by global players and rolled into their own logistics brands, Roy said.

According to the Agility Emerging Mar-kets Logistics Index 2012, a ranking of the world’s major developing logistics markets, Brazil is the world’s third-ranked emerging market, behind China and India. The survey, compiled by global logistics provider Agil-ity, ranks countries according to market size and growth potential, market compatibility — based on risk, regulations, demand for 3PL services and access to markets — and market connectedness, or infrastructure.

CEVA, a Houston-based global 3PL, has been operating in Latin America since 1974. It has a strong presence in Brazil where it operates 10 branches, has 7,600 employees and 455,000 square feet of warehouse space. The company operates another 10 branches in 16 other Latin American nations, working with dedicated agents, and serves the phar-maceutical, energy, technology, automotive, industrial and consumer/retail industries in Latin America.

CEVA Latin America is rapidly expand-ing its ground transportation and customs brokerage services, said Nadia Ribeiro, senior vice president for business development. On average, CEVA Ground handles more than 90,000 roadway bills and monitors about 10,000 full truckloads per month. It has a dedicated fleet of about 900 tractor-trailers and works with more than 130 independent carriers and 200 owner-operators. The com-pany’s less-than-truckload network covers

Source: Armstrong & Associates, www.3plogistics.com

global 3Pl REvEnUES

n 2010, by region, in billions of dollars.

$0 $50 $100 $150 $200

OTHER

LATIN AMERICA

NORTH AMERICA

ASIA-PACIFIC

EUROPE $165.1

$157.6

$149.1

$27.5

$42.3

TEn of ThE world’s top-ranked emerging markets are in Africa, according to Agility’s 2012 emerg-ing Markets logistics index.

Damco has a significant market presence in Africa, with

offices in 32 countries, more than 900 employees and

446,000 square feet of warehouse space at 11 locations from South Africa

to Morocco. the company plans to open a new office in North Sudan this year.

the growth of consumer classes across the Africa is driving demand for imports. the challenge for 3pls such as Damco is to deliver goods across multiple borders — many African nations are land-locked — on roads often in poor condition.

For 3pls to succeed, they must understand trade rules and regulations in numerous markets. “people have to remember that we are dealing with more than 50 different nations with different laws, etc.,” said jacob Moe, chief commercial officer for Damco in Africa.

the current environment for 3pls operating in Africa is analogous to the situation in Asia before direct sourcing and manufacturing. the first step is to understand local market conditions in order to provide basic operating capa-bilities, and then build up to sophisticated end-to-end services.

Damco handles everything from containerized cargo to large turnkey

project cargo, including equipment for massive oil refining projects in Niger that must move across thousands of miles.

providing end-to-end services in Africa also requires 3pls to have a strong presence in china, india and europe, in light of fast-growing trade in consumer goods and commodities between the regions. the strongest indus-try demand for Damco logistics services in Africa is in fast-moving consumer goods, mining, aid and relief, retail, and infrastructure/project cargo.

in 2011, Kempten, germany-based Dachser formed a joint venture with jonen Freight, a South African logistics company with extensive operations in johannesburg, cape town and Durban. earlier this year, jonen Freight began operating as Dachser South Africa.

Dachser, one of europe’s largest 3pls, has more than $5 billion in annual sales and operates 16 million square feet of warehouse space in 310 locations worldwide. “For us and many of our globally operating customers, South Africa is an attractive market and important international transport hub,” said thomas Reuter, managing director of Dachser Air & Sea logistics.

South Africa is less of an emerging market than a niche market, but it’s a priority for Dachser as it extends its presence throughout Africa, said Frank guenzerodt, president and ceo of Dachser transport of America. “South Africa is not a huge gateway into central Africa, but it is into neigh-boring countries,” he said.

Dachser has a strong presence in the North African nations of Algeria, Morocco and tunisia and is active in numerous central African countries. textiles, clothing and food are among its top commodities.

— David Biederman

afRica oPEnS UP


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290 cities in southern Brazil and other south-eastern Latin American countries.

Overall, CEVA Ground represents about 30 percent of CEVA Latin America’s total revenue.

With a strong risk management and loss prevention program, CEVA Latin America has outlined a broad range of risks to high-value goods in transit, including theft, accidents, inadequate handling, humidity and poor equipment.

To address risk, trucks are outfitted with safety and tracking devices that allow real-time communication with drivers and relay information about external interference with truck operations.

A key to effective risk management is having people on board with local and regional knowledge. CEVA operates its own subsidiaries in key markets including Brazil, Chile and Peru and invests heavily in local talent; at least 90 percent of CEVA Latin America managers are from the regions in which they work, Ribeiro said.

Emerging markets are characterized by fast-growing consumer classes that will eventually require hub-and-spoke distribu-tion networks. That’s what Agility has been building in China, India and Southeast Asia, said Hans Hickler, chief executive, Asia-Pacific region.

Agility, based in the Middle East, is rooted in emerging markets, and its cus-tomers tend to be companies that are early investors in those markets. The company has more than 7,000 employees in 24 Asia-Pacific nations.

Agility operates a major project logis-tics business that extends into remote corners of the world. To supply those projects and keep up with other global demands, Agility works with local 3PLs — what Hickler calls “local heroes” — to build logistics networks designed to meet cur-rent and future needs and flexible enough to adapt as markets mature.

In India, for example, Agility has some 3 million square feet of warehouse space in 46 locations, not just in main hubs but also in second- and third-tier cities. As India’s infrastructure improves and tax and regula-tory rules change — for example, by adoption of a national value-added tax instead of pro-vincial tax regimes — Agility’s warehousing and distribution networks will evolve into more of a classic hub-and-spoke system.

China and India are Agility’s two biggest Asia-Pacific markets. Hickler sees intra-Asia

trade as the fastest area of growth for 3PLs. About 65 percent of Agility’s Asia-Pacific revenue is from intra-Asian trade.

Agility is concentrating on build-ing cross-border infrastructure between Southeast Asia and China. Hanoi, Vietnam’s capital, doesn’t have enough air capacity to meet the needs of a fast-growing cluster of global manufacturers. California-based semiconductor maker Intel recently opened a billion-dollar plant in Vietnam, and Sam-sung, Nokia and other global manufacturers

have major manufacturing plants in north-ern Vietnam.

Routing product by truck from Vietnam to Shanghai could create a lot more capacity during peak periods and open southbound routes for moving consumer goods from China to Southeast Asia.

It’s a long process, but forward-looking 3PLs are in it for the long haul. “We’re in the very early days of connectivity between Southeast Asia and China,” Hickler said.

Red-hot automotive and energy sectors

“WE nEEd TO EnSuRE 3PLs hAvE ThE RIghT RESOuRCES, COnTEnT ExPERTS, ETC., TO undERSTAnd ThE LOCAL fLAvOR.”


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www.joc.com THE JOURNAL OF COMMERCE 7A

and a growing consumer class are driving demand for 3PL services in Brazil. Accord-ing to Capgemini’s 2012 3PL Study, more than 90 percent of Brazilian companies outsource transportation, while 75 percent outsource customs clearance and warehousing.

Even as demand grows, 3PLs are chal-lenged by poor infrastructure and gridlock, especially around Sao Paulo, said Mike Bible chief executive, Americas region, global integrated logistics for Agility.

Chile is a “jewel of a market,” with good infrastructure, limited regulation and a booming mining sector. Peru has great potential but is more heavily regulated.

Mexico, which has slipped to 10th place on Agility’s Emerging Markets Index, is recovering from the recession. Mexico’s big-gest issue by far is safety, as the nation is in the grip of a drug war that has spread from border areas to the entire country.

About five years ago Penske purchased its original Brazilian trading partner. Growth has been phenomenal since then, in part because of pro-business measures implemented by the government to spur the economy. Business grew at a 50 percent clip in 2011 and is projected to grow 20 percent this year.

Penske has 15 distribution centers in Brazil with a total of 3.4 million square feet. Most are clustered around Sao Paulo, including the company’s Latin American headquarters and a large multiclient facil-ity in nearby Cajamar.

Within the past three years Penske has

expanded into Salvador, a large import city on Brazil’s northeast coast, and Manaus, the largest metropolitan area in northern Bra-zil and home to a free trade zone that has attracted Sony, Whirlpool, Samsung, Honda and other global manufacturers.

Moving goods from Manaus typifies the logistics challenges for 3PLs in emerging markets. It takes two weeks for products to be shipped 2,400 miles from Manaus to Bra-zil’s major population center in Sao Paulo.

The first leg of the trip is a 770-mile journey via waterways on balsa wood barges. For the 1,800-mile ground portion of the trip, Penske contracts out with local and regional carriers.

Penske finds transportation partners in Brazil by managing customers’ carriers or searching for new ones from its transpor-tation management center in Sao Paulo. Drivers are thoroughly vetted and trucks are outfitted with GPS and other security devices as part of a theft-prevention and risk-management program.

To deal with Brazil’s complex tax regime — each of the nation’s 26 states has its own value-added taxes — a large percentage of Penske’s staff is comprised of finance experts to provide the financial transpar-ency that customers require.

In 2006, Penske entered China by setting up its own logistics engineering and consult-ing firm. As restrictions eased on foreign companies, Penske established its own busi-ness, which is growing but at a slower pace, given that it started from scratch.

“China and Latin America represent dif-ferent things for us, so have different levels of expectations,” Dagnese said.

Although service level expectations are lower in emerging markets given poor infra-structure and other challenges, they tend to ratchet up rapidly. Competition among 3PLs in Brazil and other emerging markets is fierce and will remain so. “Customers still expect continuous improvement,” Dagnese said. Joc

Contact David Biederman at [email protected].

ThE iT caPabiliTiES shippers value most are directly related to execution-oriented activi-

ties and processes such as transportation, warehouse/Dc management, electronic data interchange and visibility. For ship-pers operating in emerging markets, visibility is ranked at the top of the list, according to the 2012 16th Annual third party logistics Study.

to meet that demand, penske logistics developed its own warehouse

management system when it entered the Brazilian market in 1998. “When we

first went down there, the best-of-breed providers that exist today weren’t around,”

said joe Dagnese, senior vice president of global sales. “We had to develop our own WMS.”

At the time, much of the functionality needed to operate a warehouse management system in Brazil wasn’t available in off-the-shelf products. For example, portuguese language requirements and the complexities around Brazil’s tax environment required penske to seek the help of local partners in developing its own product.

the goal is to have a standardized platform, some-thing penske is working toward in Brazil and china, its two key emerging markets.

technology is playing an increasingly important role for german logistics provider Dachser in Africa and other emerging markets, not only for retail imports but also for export commodities, said Frank guenzerodt, president and ceo of Dachser transport of America.

— David Biederman

all SySTEmS go, if viSiblE

Source: Agility Emerging Markets Logistics Index 2012

EmERging maRkETS

n Agility’s Emerging Markets Logistics Index ranks the leading developing countries based on three criteria: market size and growth attractiveness; market compatibility; and connectedness on a scale of 1 to 10. Here are the Top 10 markets, and their overall scores.

Rank CountRy total Index

1 china 8.58

2 india 6.96

3 bRazil 6.84

4 SaUdi aRabia 6.70

5 UniTEd aRab EmiRaTES 6.49

6 indonESia 6.44

7 RUSSia 6.29

8 malaySia 6.01

9 chilE 5.97

10 mExico 5.84


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SUPPly chAiN SynchRoNicity

ThE PaST fEW yEaRS have brought radical changes to the supply chain management world. The climate in which companies oper-ate today isn’t only more complex — because of shorter product life cycles, increasing service demands from channels, price erosion and global customers with specialized needs — but it’s also much more uncertain because of supply risks. If the recent past has taught manufacturers anything, it’s that the market situation can change quickly and dramatically, and a product shortage can turn into sur-plus capacity seemingly overnight.

Manufacturers worldwide are grappling with the challenge of meeting fickle market demand in a new, uncertain economy, without making risky investments in high inventory levels and costly pro-duction assets. The good news is that by synchronizing inventory, production and distribution processes as closely as possible with actual demand levels, manufacturers can make their supply chains agile and profitable, creating a significant edge over companies mired in their old ways of doing business.

To create a truly agile, synchronized supply chain, most busi-nesses face significant obstacles. Traditional planning processes have largely been siloed, lacking integrated decision-making across multiple functional areas as well as any involvement from supplier and channel partners. Intuitive reactions to mar-ket volatility, such as stockpiling inventory in a “push-based” manufacturing stance, have drained precious resources.

Supply chain leaders are overcoming these obstacles by strate-gically reconfiguring their already complex supply chains, making structural, organizational and process changes that increase agility and minimize risk exposure. Their focus is on defining and implementing fundamental changes to their planning pro-cesses, allowing a single physical supply chain to support multiple channels and different operating models such as make-to-stock, make-to-order, assemble-to-order and engineer-to-order. They are shifting from the push-based approach of the past to a supply chain management model in which actual market “pull” forms the basis for every supply chain decision.

When demand levels were flatter and more predictable, cus-tomer service was the great differentiator for most manufacturers, which embraced make-to-stock, product-pushing operational strategies. Today, as working capital management has become a priority, businesses seek to minimize inventory to free up working capital and maintain a strong bottom line.

The extreme demand volatility of the past several years has only complicated this challenge.

Adding complexity is the geographically scattered nature of today’s supply chain. Manufacturers used to focus on achieving the best piece part cost, but in today’s global business environ-ment, product cost issues are much more complex. Manufacturing executives must understand and manage the total landed cost of all goods and services, which reflects the new realities of the global supply chain, with its intricate web of offshore suppliers, multiple transportation and distribution nodes, and flexible manufactur-ing options.

Although individual facilities used to be managed vertically, today’s global supply chain extends beyond the four walls of any one facility, encompassing a network of worldwide trading part-ners who collaborate closely with one another in serving the end consumer’s needs, while also protecting the overall profitability of the supply network.

Traditional planning processes are failing to manage today’s new demand volatility, as well as the geographically dispersed nature of the global supply chain. They don’t provide a holistic sup-ply chain perspective across all functional areas, which is needed to provide meaningful decision support. It’s practically impossible for traditional, siloed planning processes to keep all the nodes in the global supply chain synchronized with ever-shifting demand.

Instead of relying on traditional siloed planning processes,

Volatility in demand calls for progressive thinking about a push-pull logistics strategy of the future


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supply chain leaders are implementing powerful closed-loop planning processes that synchronize all core activities, includ-ing demand planning, inventory planning, master planning, factory scheduling and supplier collaboration. Via this closed-loop process, actual performance is monitored continuously against planned results, and adjustments are made quickly to reflect the new reality.

When a deviation occurs in one area — for example, when a supplier fails to deliver, a customer cancels an order or labor costs rise in an offshore facility — there is a syn-chronized, consistent impact felt across the entire network. Plans across the supply chain are immediately adjusted to reflect this event. This closed-loop process ensures that, even when the unexpected occurs, the end-to-end value chain can be reset with speed and agility to continue its support of top-level operational and profitability goals. Processes are orchestrated across the end-to-end global supply chain, so the end result is a synchronized, highly effective response to changing business conditions.

By using intelligent decision support tools and closed-loop planning processes, supply chain leaders are maintaining the high level of agility needed in today’s marketplace, while managing the constraints imposed by their own financial and operational goals. In an uncertain market environment, powerful planning processes and linked technology solutions are able to sense demand shifts and automatically balance a number of pri-orities — including costs, customer service levels, supply risks, production constraints and environmental targets — to achieve the best possible outcome.

Aligning PlAnning Processes in six core AreAs

In any supply chain, there are six core business processes that must be closely syn-chronized to enable organizational agility. If planning processes in any one of these areas are operating in isolation, the global supply chain won’t be able to achieve its highest potential. Disconnects prevent the manufacturing organization from respond-

ing as a single entity to fluctuating demand levels, resulting in suboptimal decisions.

l sAles And oPerAtions PlAnning. The S&OP process can’t be led by the sales and oper-ations teams, with limited participation from executives. Instead, it should be a continuous process in which executives have visibility and input, so the resulting plans reconcile short-term demand pre-dictions with long-term organizational goals. S&OP must occur at the opera-tional and executive levels, bringing both views together in a closed-loop planning process that focuses on achieving consen-sus. Across every part of the organization, the S&OP process provides a disciplined cadence for monitoring and synchroniz-ing demand, production, supply, inventory and financial plans via a rigorous Plan-Do-Check-Act process. The entire supply chain can share a common perspective on any issues and agree on an appropri-ate path for resolution.

l demAnd PlAnning. Advanced statisti-cal modeling — supported by multiple algorithms tailored to unique item char-acteristics — must be applied to ensure sourcing, production, inventory, trans-portation and distribution functions are optimized based on a shared forecast. The right forecasting algorithm should be applied to each product, based on that product’s unique demand behavior, creating an extremely accurate baseline forecast. Advanced technology solutions should deliver a single set of rolling num-bers for the next 24 months or longer, with each element of the plan translated into specific actions, goals and implications for every part of the supply chain. Advanced demand planning tools also should account for the impact of promotional and external events that will have repercus-sions across the global supply chain.

l inVentory PlAnning. One-size-fits-all inventory plans fail to recognize the differences among products. Instead, progressive manufacturers are using

advanced tools to create highly custom-ized designer inventory strategies based on consumption patterns, criticality, velocity and other key product attri-butes. Products are segmented based on these critical characteristics, and man-aged accordingly. Wherever possible, inventory decisions are postponed to minimize financial risk, and inventory levels are managed by exception to maxi-mize time and cost efficiency. Advanced technology solutions consider existing multi-echelon network complexity, lead times, costs and constraints, as well as demand and supply variability, ensuring inventory plans are aligned with the rest of the global supply chain.

l mAster PlAnning. Instead of approaching master supply chain planning as a monthly or quarterly event, progressive manu-facturers are reviewing, analyzing and updating supply plans daily to maximize customer satisfaction, while protecting their profits. Through a problem-oriented design, their planners are intuitively guided to monitor performance issues and exceptions, wherever they occur in the global supply network. A layered planning approach also allows planners to rank their business objectives and make informed trade-offs. With clear visibility into the root causes or constraints creating the problem, planners can interactively adjust constraints and business rules, resulting in continuous performance improvements for the overall business. While global supply chains have grown significantly in com-plexity, advanced technology solutions have kept pace with that trend, enabling even the most sophisticated networks to be modeled in a realistic manner.

l FActory PlAnning And scheduling. Opti-mized production plans should be defined for plants, departments, work cells and production lines by scheduling backward from the requirement date, while consid-ering material and capacity constraints to create feasible, executable plans. Advanced solutions should streamline and

looking ToWaRd THE FUTURE, THERE is ONLy onE REal cERTainTy:

UNCERTAiNTy wiLL pREvAiL.


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align the activities of production control, manufacturing and procurement plan-ning teams by automating mundane tasks and shifting the focus to more important functions. These technology tools also should provide time-phased reporting on key factory performance metrics, enabling planners to take corrective mea-sures for short- and long-term planning. By applying a management-by-exception approach, planners can eliminate unnec-essary work, minimize planning fatigue and assess a variety of scenarios when the unexpected occurs.

l collAborAtiVe suPPly PlAnning. Most man-ufacturers purchase parts and assemblies from a range of diverse and geographi-cally scattered suppliers, and these parts have different lead times, demand pro-files and inventory strategies. Advanced technology tools enable manufacturers to manage this diversity through cus-tomized business rules and policies that track performance exceptions based on a unique set of part characteristics. Dashboards, exception-based reporting and early warning systems allow sup-ply issues to be identified and resolved before they impact the global network. Backed by the power of advanced tech-nology solutions, planners can track the entire life cycle of procured parts, enabling them to adjust forecasts, pro-duction schedules, transportation plans and other supply chain activities when late deliveries and other events impact the overall manufacturing flow.

Looking toward the future, there is only one real certainty: Uncertainty will prevail. Consumers will continue to shift in their confidence and spending habits. Materials and transportation costs will keep fluctuat-ing. Channel preferences will evolve.

The only way to manage your global supply chain profitably in this uncertain environment is to understand true market demand at the earliest possible stage, then synchronize all your planning processes and make the right decisions based on that insight. The ability to create a synchronized, agile, pull-based supply chain will separate the leaders from the followers as economic uncertainty continues. Joc

This report was adapted from a JDA Software

whitepaper entitled “Building the Supply Chain of the

Future.” For more information, visit www.jda.com.

Synchronized PlAnning At WorkiT can bE challenging to transform traditional siloed planning processes into one fully integrated, synchronized, closed-loop planning process that extends across the global supply chain. As a number of supply chain leaders are demonstrating, however, the bottom-line benefits are well worth the cultural and organizational changes required to build the supply chain of the future:

l eSSAR Steel, one of the largest global steel producers, has significantly improved profitability, customer satisfaction and operational efficiency via a synchronized planning process that enables the business to anticipate and respond proactively to any business changes. utilization of critical assets has been enhanced by extended demand visibility, capacity projec-tion and better load balancing through advanced order planning. Forecast accuracy has increased nearly 30 percent for domestic contract customers, and the response time to customer inquiries has declined from two hours to six seconds.

l SANDiSK, a global leader in flash memory storage solutions, profitably balances supply to meet demand via a synchronized and adaptive supply chain. By utiliz-ing a pull-based model, the company optimally drives factory builds based on

real demand. once SanDisk knows how a demand change will impact supply, a postponement strategy is used to pull orders and build to inventory targets.

SanDisk has the flexibility to redirect work-in-process items and finished products to other regions and customers as demand changes, while maintaining a high customer service rate and optimal inventory levels. inventory turns have more than doubled, while overall inventory declined 50 percent in just a two-year span.

l Dell’s unique configure-to-order model has helped revolutionize supply chain management. the personal computer manufacturer segments global customer demand at a granular level, then lever-ages its flexible global supply chain capabilities to meet specific consumer needs. A dedicated center of excellence gathers sales, marketing and operations requirements, and matches them with an appropri-ate production strategy. By implementing this pull-based model, Dell saved $1.5 billion in operation costs between 2008 and 2010.

l ASiAN pAiNtS, india’s largest paint company, sells more than 1,200 standard products to 25,000 retail customers. Advanced planning solutions synchronize key processes from sales forecasting through master production planning, raw materials planning, distribution planning and shop floor scheduling. Master plan-ning technologies determine which products should be produced at which plants,

incorporating variables such as cost and demand volume, capacity, current inven-tory levels, environmental requirements, safety stock requirements and transporta-

tion costs. Finished goods inventories have decreased from 56 days to 30 days, and the company has achieved 87 to 90 percent service levels for SKu sales at the location level.

l coNtiNeNtAl coRp. is the world’s fifth-largest automotive supplier. the com-pany has synchronized supply chain activities in its tire businesses to create detailed manufacturing plans that consider all demand, supply and produc-tion constraints. optimized production plans can be generated within hours, and demand shifts are accommodated quickly on the shop floor, eliminating excess materials, labor and inventory costs. planning time has declined more than 90 percent, and the planning hori-zon was multiplied by a factor of 10. inventory turns nearly doubled within a short time frame.


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24/7 EXPRESS LOGISTICS 816-778-0881 / www.247expresslogistics.com U.S.-Regional

3PD 866-3PD-RUSH / www.3pd.com / North America

A&R LOGISTICS 815-941-5200 / www.arlogistics.net / U.S.

A.N. DERINGER 802-524-8110 / www.anderinger.com / International

ACCEL LOGÍSTICA 52 55 5705 2788 / www.accellogistica.com.mx North America

ACCESS AMERICA TRANSPORT 866-466-1671 / www.accessamericatransport.com North America

ACTIVE AERO GROUP 734-547-7200 / www.activeondemand.com / International

ADI LOGISTICS 732-287-1110 / www.adi-logistics.com / U.S.-Regional

ADS LOGISTIS 800-332-0920 / www.adslogistics.com / North America

ADVANCED DISTRIBUTION SYSTEMS 201-767-7350 / www.ads-outsource.com / U.S.-Regional

AEROSPACE PRODUCTS INTERNATIONAL 901-365-3470 / www.apiworldwide.com / International

AFL LOGISTICS91 22 6646 3500 / www.afl.co.in / International

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3PL SERVICES DIRECTORY

SCM SYSTEMS TRANSPORTATION MANAGEMENT WAREHOUSE MANAGEMENT SPECIAL SKILLS

10 1 l l l l l l l l l l l l

251 44 l l l l l l l l l l l l l l l l l l

76 10 l l l l l l l l l l l l l l l

125 18 l l l l l l l l l l l l l l l l l

39 19 l l l l l l l l l l l l l l l l l l l l l

154 2 l l l l l l l l l l l l l l l l l l l l l l l l

121 l l l l l l l l l

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124 17 l l l l l l l l l l l

40 6 l l l l l l l l l l


280 50 l l l l l l l l l l l l l l l l

THERE’S NO SHORTAGE of challenges for global third-party logistics providers. Market volatility — from Europe’s sovereign debt crisis and imminent recession, to China’s potential hard landing after years of breakneck growth and the geopolitical threat in the Middle East — will no doubt be part of the logistics anatomy in the foresee-able future.

It’s a volatility familiar to today’s most successful 3PLs that have demonstrated a resilience to severe market forces and, indeed, grown in spite of — or perhaps because of — it. It’s a resilience born

of innovation and reinvention, in scope of services, use of technol-ogy and reinvestment.

It is, as the JOC noted in its Global Logistics Focus last Septem-ber, a matter of 3PLs evolving from what they were — providers of fixed services to single parties — to what they are today: purveyors of information-based supply chain management services across global networks of interconnected partners.

It’s an evolution that in 2010 generated $541.6 billion in global logistics revenue, according to industry research and consulting firm Armstrong & Associates, and an estimated $141.2 billion in the U.S. alone in 2011.

More than 300 3PLs providing those services appear in this directory, which is managed by Armstrong. Don’t see your 3PL and think you should be listed when the guide next appears in Sep-tember? Please visit www.3plogistics.com/guide_candidate.htm.

Who’s Who AMONG 3PLS


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3PLphone number / Web site / market area

AGILITY965 809 222 / www.agilitylogistics.com / Global

AIMAR(502) 2326-0400 / www.aimargroup.com Central America

AIMICONSOLIDACIONES506-2239-8181 / www.aimicargo.com / International

AIRNETSYSTEMS614-409-4900 / www.airnet.com / Global

AITWORLDWIDELOGISTICS800-669-4AIT (4248) / www.aitworldwide.com International

ALLENLUND800-777-6142 / www.allenlund.com / North America

ALL-LINKSLOGISTICSGROUP86-512-66355118 / www.all-links.com.cn / China

ALMACENADORADEDEPÓSITOMODERNO52 (55) 5318 8990 / www.ademsa.com / Mexico

ALMACENADORAMERCADER(ALMER)52 (33) 36-68-07-00 / www.almer.com.mx / Mexico

ALMACENADORA506-2260-6117 / www.almacenadora.co.cr Central America

ALMAGRÁNYALMACENAR57 (1) 657 55 55 / www.almacenar.com / Colombia

ALMAVIVA57 (1) 353-5800 / www.almaviva.com.co / South America

ALPOPULAR(571) 488 0088 / www.alpopular.com.co / South America

AMÉRICALATINALOGÍSTICA55 41 2141-7555 / www.all-logistica.com / Brazil

AMERICANGLOBALLOGISTICS678-436-5551 / www.americangloballogistics.com International

AMERICOLDLOGISTICS678-441-1400 / www.americoldrealty.com North America

APLLOGISTICS866-896-2005 / www.apllogistics.com / Global

AQUALOGISTICS91-22-6777 0200 / www.aqualogistics.com / International

ARAMEX962 (6) 5358855 / www.aramex.com / International

ARCHBOLDLOGISTICS44 113 252 2333 / www.archbold.co.uk / Europe

ARSALTMANN49-8442-61-353 / www.ars-altmann.de / Europe

ARVATOLOGISTICSSERVICES49-5241-80-0 / www.arvato-logistics-services.com International

ASPENLOGISTICS323-837-3189 / www.aspenlogistics.com / U.S.-Regional

ASSOCIATEDGLOBALSYSTEMS516-627-8910 / www.agsystems.com / International

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AVERITT EXPRESS SUPPLY CHAIN SOLUTIONS 800-243-7488/www.averittexpress.com/NorthAmerica

BANNEKER INDUSTRIES 401-534-0027/www.banneker.com/U.S.-Regional

BARLOWORLD LOGISTICS 27114451600/www.barloworld-logistics.comInternational

BARRETT DISTRIBUTION CENTERS 508-553-8800/www.barrettdistribution.comU.S.-Regional

BDP INTERNATIONAL 215-629-8900/www.bdpinternational.comInternational

BEAR TRANSPORTATION SERVICES 800-527-5380/www.beartrans.com/U.S.-Regional

BEIJING LOGISTIC 86-10-60538544/www.beijinglogisticinc.com/China

BEL INTERNATIONAL LOGISTICS 852-27960118/www.bel-intl.com/China

BELFOR LOGISTICS 32-3-231-29-35/www.belforlogistics.com/International

BENDER GROUP 800-621-9402/www.bendergroup.comNorthAmerica

BIBBY DISTRIBUTION 44(0)1517088000/www.bibbydist.co.ukUnitedKingdom

BINOTTO 55112148-5102/www.binotto.com.br/SouthAmerica

BIRDDOG LOGISTICS SERVICES 877-466-7642/www.birddoglogistics.comU.S.-Regional

BLG LOGISTICS GROUP 494213983475/www.blg.de/International

BLUE EXPRESS INTERNATIONAL (562)290-4000/www.bluex.cl/SouthAmerica

BNSF LOGISTICS 866-722-9678/www.bnsflogistics.com/International

BOLLORÉ/SDV LOGISTICS 33146964433/www.sdv.com/International

BOMI DE MÉXICO (52)7222492002/www.bomigroup.comInternational

BONDED LOGISTICS 704-597-9638/www.bondedlogistics.comNorthAmerica

BRIGHTPOINT 800-952-2355/www.brightpoint.com/Global

BRIGHTSTAR 305-421-6000/www.brightstarcorp.com/Global

BURRIS LOGISTICS 800-805-8135/www.burrislogistics.com/U.S.-Regional

C&D LOGISTICS GROUP 865922263777/www.cndlogistics.com/China

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C.H. ROBINSON WORLDWIDE 952-683-3800 / www.chrobinson.com / Global

CAPACITY LLC 732-745-7770 Ext. 101 / www.capacityllc.com U.S.-Regional

CARDINAL LOGISTICS MANAGEMENT 888-786-6125 / www.cardlog.com / North America

CARGO EXPRESS INTERNATIONAL (H.K.) 852 2763 6667 / www.cargohkg.com / China

CARGO SERVICES FAR EAST (852) 2481 8308 / www.cargofe.com / International

CATERPILLAR LOGISTICS SERVICES 630-743-4101 / www.catlogistics.com / International

CELSUR LOGÍSTICA (5411) 5983-9600 / www.celsur.com.ar / South America

CEVA LOGISTICS 31-20-500-6000 / www.cevalogistics.com / Global

CHAMPAGNE LOGISTICS 480-736-8987 / www.champagnelogistics.com North America

CHAMPION LOGISTICS GROUP 708-562-4200 / www.championlogisticsgroup.com International

CHINA RESOURCES LOGISTICS 852-2374-6688 / www.crclogistics.com / International

CHINATRANS INTERNATIONAL 86 755 8213 8988 / www.cntrans.com / International

CHOICE LOGISTICS 917-344-4000 Ext. 4107 / www.choicelogistics.com Global

CITY OCEAN LOGISTICS 86-755-33339933 / www.cityocean.com / International

COLUMBIAN LOGISTICS NETWORK 616-514-6000 / www.columbian.us / U.S.-Regional

COMMAND TRANSPORTATION 800-511-6111 x2293 / www.commandtransportation.com North America

COMMERCIAL TRAFFIC CO. AKA CT LOGISTICS 216-267-2000 / www.ctlogistics.com / International

COMMERCIAL WAREHOUSE & CARTAGE 800-397-7825 / www.cwclogon.com / North America

COMPREHENSIVE LOGISTICS 800-734-0372 ext. 288 / www.complog.com North America

CON-WAY MULTIMODAL 866-229-2900 www.con-way.com/en/logistics/multimodalNorth America

CORNERSTONE SYSTEMS 901-842-0660 / www.cornerstone-systems.com North America

COYOTE LOGISTICS 877-626-9683 / www.coyote.com / North America

CRANE WORLDWIDE LOGISTICS 281-443-2777 / www.craneww.com / International

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CROWLEY LOGISTICS 800-CROWLEY / www.crowley.com / International

CRST LOGISTICS 800-767-4521 / www.crstlogistics.com / North America

CTC INTERNATIONAL LOGISTICS 86-592-5655835 / www.ctcsea.com / China

CTSI-GLOBAL 901-766-1500 / www.ctsi-global.com / International

CWT 65 6262 6888 / www.cwtlimited.com / International

D.W. MORGAN 925-460-2722 / www.dwmorgan.com / International

D+S DISTRIBUTION 800-752-5993 / www.dsdistribution.com / U.S.-Regional

DACHSER 49 831 5916-0 / www.dachser.com / International

DAMCO INTERNATIONAL 45 3363-5600 / www.damco.com / International

DB SCHENKER LOGISTICS 49 201 8781-0 / www.dbschenker.com / Global

DE WELL GROUP 86-021-61031877 / www.de-well.com / International

DEPENDABLE GLOBAL EXPRESS 800-488-4888 / www.dgxshipping.com / International

DEPENDABLE HAWAIIAN EXPRESS 800-488-4888 / www.dhx.com / Domestic & International

DERBY SUPPLY CHAIN SOLUTIONS 502-451-7373 / www.derbyllc.com / North America

DEUFOL 49-6122-50-00 / www.deufol.com / International

DFDS LOGISTICS 45 3342 3342 / www.dfdslogistics.com / Europe

DHL SUPPLY CHAIN & GLOBAL FORWARDING 49 228 18272021 / www.dhl.com / Global

DIMERCO EXPRESS GROUP 886-2-2796-3660 / www.dimerco.com / International

DSC LOGISTICS 847-390-6800 / www.dsclogistics.com / U.S.

DSV 45 43 20 30 40 / www.dsv.com / International

E*FILL AMERICA 781-767-6111 / www.efillamerica.com / U.S.-Regional

ECHO GLOBAL LOGISTICS 312-276-3222 / www.echo.com / International

EMONS SPEDITION 49 2 21-9 83 51-0 / www.emons.de / International

ENGLAND LOGISTICS 801-656-4718 / www.englandlogistics.com International

ENVISTA 317-208-9100 / www.envistacorp.com / U.S.

ESA LOGISTICS (HK) 852-2838-9096 / www.esa-ship.com / China


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ESTES FORWARDING WORLDWIDE 888-378-3724 / www.estesforwardingworldwide.com International

EVANS DISTRIBUTION SYSTEMS 313-388-3200 / www.evansdist.com / U.S.-Regional

EVERLINK INTERNATIONAL LOGISTICS 86-512-57358868 / www.everlinkintl.com / China

EWALS CARGO CARE 0031-77-3202202 / www.ewals.com / International

EXEL (DHL SUPPLY CHAIN - AMERICAS) 800-272-1052 / www.exel.com / Americas

EXPEDITORS INTERNATIONAL OF WASHINGTON 206-674-3400 / www.expeditors.com / Global

FANS TRANS INTERNATIONAL 852-2320-2880 / www.fanstrans.com / China

FATTON TRANSPORT 33 472 156 363 / www.fatton.com / International

FEDEX SUPPLYCHAIN/ FEDEX TRADE NETWORKS 800-463-3339 / www.fedex.com / Global

FIDELITONE LOGISTICS 847-487-3300 / www.fidelitone.com / North America

FIEGE LOGISTICS 49 2571 999-0 / www.fiege.com / International

FREEPORT LOGISTICS 602-233-3891 / www.freeport-logistics.com / U.S.-Regional

FREIGHT LINKS EXPRESS HOLDINGS 65 6262 6988 / www.freightlinks.net / International

FREIGHTQUOTE.COM 800-323-5441 / www.freightquote.com / North America

G&D INTEGRATED 800-451-6680 / www.gdtr.com / U.S.-Regional

GEFCO 33 (0)1 49 05 21 21 / www.gefco.net / International

GENCO ATC 800-677-3110 / www.genco.com / International

GEODIS 33-1-56-76-26-00 / www.geodis.com / International

GIRAG 57 (1) 414-7010 / www.girag.com / South America

GLOBALWARE SOLUTIONS 978-469-7500 / www.globalwaresolutions.com International

GREATWIDE LOGISTICS SERVICES 972-228-7300 / www.greatwide.com / North America

GRUPO TPC 55 71 2108-9798 / www.grupotpc.com / Brazil

GUANGZHOU HUTCHISON LOGISTICS SERVICES 86-021-61313536 / www.hutchison-ls.com / China

HANOVER TERMINAL 717-637-5850 / www.hanoverterminal.com U.S.-Regional











1,992 210 l l l l l l l l l l l l l l l l l l





4,449 40 l l l l l l l l l l l l l l l l





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HEADWIN LOGISTICS 86-574-8775-4488 / www.headwin.com.cn International

HELLMANN WORLDWIDE LOGISTICS 49 541 605 0 / www.hellmann.net / Global

HERCULES LOGISTICS & FORWARDING 86-755-8358 0000 / www.hercules-logistics.com International

HMG LOGISTICS 86-21-50368000 / www.hmglog.com / China

HUB GROUP 630-271-3600 / www.hubgroup.com / North America

HURRYTOP LOGISTICS/ CHINA NETWORK LOGISTICS 86-21-60829167 / www.hurrytop.com / Asia Pacific

HYUNDAI GLOVIS 82-2-2054-7053 / www.glovis.net / International

I.T.S. FABRY 33-327-537-777 / www.itsfabry.com / International

IMPERIAL LOGISTICS SOUTHERN AFRICA 27 11 821 5500 / www.imperiallogistics.co.za International

INGRAM MICRO LOGISTICS 714-382-4845 / www.ingrammicrologistics.com International

INLAND EMPIRE DISTRIBUTION SYSTEMS 509-922-0944 / www.ieds.net / U.S.-Regional

INTEGRATED DISTRIBUTION SERVICES GROUP (IDS GROUP) 852-2635-5555 / www.idsgroup.com / International

INTEGRATED DISTRIBUTION SERVICES 317-837-7007 / www.teamidslogistics.com / U.S.

INTEGRATED LOGISTICS BERHAD 60 3 5631-7377 / www.ilb.com.my / Asia Pacific

INTERSTATE DISTRIBUTOR CO. 800-426-8560 / www.intd.com / North America

ITG INTERNATIONALE SPEDITION + LOGISTIK 49 (08122) 567-0 / www.itg.de / International

J.B. HUNT DCS & ICS 800-643-3622 / www.jbhunt.com / North America

JACOBSON 800-636-6171 / www.jacobsonco.com / International

JSL 55 11 4795-7000 / www.jsl.com.br / South America

KANE IS ABLE 888-356-KANE (5263) / www.kaneisable.com North America

KELRON LOGISTICS 905-795-8400 / www.kelron.com / North America

KENCO LOGISTIC SERVICES 423-643-3316 / www.kencogroup.com / International

KERRY LOGISTICS 852 2410 3600 / www.kerrylogistics.com / International

KEYSTONE DEDICATED LOGISTICS 877-535-7717 / www.kdlog.com / International



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KINTETSU WORLD EXPRESS 81-3-3201-2580 / www.kwe.com / Global

KNIGHT TRANSPORTATION 602-269-2000 / www.knighttrans.com / U.S.

KONSORTIUM LOGISTIK BERHAD 603 8060 5000 / www.konsortium.net / Asia Pacific

KONTANE LOGISTICS 843-352-0011 / www.kontanelogistics.com North America

KUEHNE + NAGEL 888-246-8726 / www.kuehne-nagel.com / Global

LANDAIR 888-LANDAIR / www.landair.com / U.S.-Regional

LANDSTAR 800-872-9400 / www.landstar.com / International

LANEY & DUKE TERMINAL WAREHOUSE 904-798-3500 / www.laneyduke.com / U.S.-Regional

LEANCOR 859-283-9933 / www.LeanCor.com / North America

LEANLOGISTICS 616-738-6400 / www.leanlogistics.com / North America

LEICHT TRANSFER & STORAGE 920-432-8632 / www.leichtgb.com / U.S.-Regional

LESAINT LOGISTICS 877-Know3PL / www.lesaint.com / North America

LEVENT 55 11 3179 0001 / www.levent.com.br / Brazil

LILY DEDICATED LOGISTICS SYSTEMS / 781-449-8811 / www.lily.com / U.S.-Regional

LINC LOGISTICS 888-334-LINC / www.4linc.com / International

LIVINGSTON INTERNATIONAL 800-837-1063 / www.livingstonintl.com / International

LOG-IN LOGÍSTICA INTERMODAL 55 21 2111-6500 / www.loginlogistica.com.br / Brazil

LOGÍSTICA INDUSTRIAL (LOGINSA) (562) 413 4000 / www.loginsa.com / Chile

LOGISTICS MANAGEMENT SOLUTIONS 800-355-2153 / www.lmslogistics.com / International

LOGWIN 352 719690-1353 / www.logwin-logistics.com International

LS DISTRIBUTION NORTH AMERICA 514-992-9287 / www.ls-dna.com / Canada

LUÍS SIMÕES 351 219 827 400 / www.luis-simoes.com Iberian Peninsula

LYNNCO SUPPLY CHAIN SOLUTIONS 866-872-3264 / www.lynnco-scs.com / North America

M33 INTEGRATED SOLUTIONS 877-369-0343 / www.m33integrated.com North America

MAINFREIGHT 64 9 259 5500 / www.mainfreight.com / International

3,057 178 l l l l l l l l l l l l l l l l l l l l l l l l l l l l






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MALLORY ALEXANDER INTERNATIONAL LOGISTICS 901-367-9400 / www.mallorygroup.com / International

MANCO LOGISTICS 86-21-51592929 / www.manco-logistics.com / China

MATSON LOGISTICS 925-887-6200 / www.matson.com / North America

MD LOGISTICS 317-838-8900 / www.mdlogistics.com / North America

MEGATRUX 800-544-8831 / www.megatrux.com / International

MENLO WORLDWIDE LOGISTICS 866-466-3656 / www.menloworldwide.com / Global

MERITOR - AFTERMARKET DIVISION 248-435-1000 / www.meritor.com/products/ aftermarket/services/default.aspx / International

MIDWEST EXPRESS GROUP 888-643-9397 / www.midwestexpressgroup.com / North America

MIQ LOGISTICS 913-696-7100 / www2.miq.com / International

MODE TRANSPORTATION 972-447-0075 / www.modetransportation.com North America

MULTIPACK EMPRESAS LOGÍSTICAS 52-55-230-8970 / www.multipack.com.mx / Mexico

NATIONAL TRAFFIC SERVICE 800-775-8253 / www.natraffic.com / North America

NETWORK GLOBAL LOGISTICS 614-565-7118 / www.nglog.com / North America

NEW BREED LOGISTICS 336-232-4100 / www.newbreed.com / International

NEXUS DISTRIBUTION 800-536-5220 / www.nexusdistribution.com North America

NFI LOGISTICS 877-NFI-3777 / www.nfiindustries.com / North America

NINGBO HAILIAN LOGISTICS 86-574-56800100 / www.hlwl.com.cn / China

NIPPON EXPRESS 81-3-6251-1111 / www.nipponexpress.com / Global

NISSIN CORP. NISSIN GROUP 81 45 671 6111 / www.nissin-tw.co.jp / International

NONSTOPDELIVERY NONSTOPLOGISTICS 703-964-9500 Ext. 3237 / www.nonstopdelivery.com North America

NORBERT DENTRESSANGLE GROUP 33 (0)4 72 83 66 00 / www.norbert-dentressangle.com International

ODW LOGISTICS 614-497-1660 / www.odwlogistics.com / North America

ODYSSEY LOGISTICS & TECHNOLOGY 203-448-3900 / www.odysseylogistics.com / International












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OHL 877-401-6400 / www.ohl.com / International

ONEST LOGISTICS 52 (55) 5010 5810 / www.grupoonest.com / Mexico

OOCL LOGISTICS (852) 2990 0100 / www.oocllogistics.com / International

ORIENTAL LOGISTICS HOLDINGS 852 2541 3337 / www.orientallogistics.com.cn Asia Pacific

PACER 614-923-1400 / www.pacer.com / International

PANALPINA WORLD TRANSPORT (HOLDING) 41 61 226 11 11 / www.panalpina.com / Global

PANTOS LOGISTICS 82-2-3771-2114 / www.pantos.com / International

PATTERSON WAREHOUSES 901-344-2600 / www.patwar.com / North America

PENSKE LOGISTICS 800-529-6531 / www.penskelogistics.com / International

PENTA GLOBAL LOGISTICS 86-10-6460 6290 / www.penta-logistics.com / China

PERFORMANCE TEAM 562-345-2200 / www.ptgt.net / U.S.-Regional

PFSWEB 800-920-4959 / www.pfsweb.com / International

PHOENIX INTERNATIONAL FREIGHT SERVICES 630-766-4445 / www.phoenixintl.com / International

PILOT AIR FREIGHT DBA PILOT FREIGHT SERVICES 610-891-8100 / www.pilotdelivers.com / International

PLS LOGISTICS SERVICES 724-709-9000 / www.pghlogistics.com / U.S.- Regional

POH TIONG CHOON LOGISTICS 65-6268 2522 / www.ptclogistics.com.sg / Singapore

PORT LOGISTICS GROUP (PLG) 713-439-1010 / www.portlogisticsgroup.com / U.S.

QINGDAO SMART CARGO INTERNATIONAL SERVICES 86 532 80999997 / www.smartcargo.cn:9998 International

QINGDAO TIANHENG INTERNATIONAL LOGISTICS 86-0532-86678899 / www.th-logistics.com / China

R2 LOGISTICS 614-568-1920 / www.r2logisticsteam.com / North America

RAPIDÃO COMETA 55 81 3464-5288 / www.rapidaocometa.com.br / Brazil

REDPACK 52 55 5278 8360 / www.redpack.com.mx / Mexico

REGAL LOGISTICS 866-300-5580 / www.regallogistics.com / North America

ROUND THE WORLD LOGISTICS & SUPPLY CHAIN MANAGEMENT 86-755-88312881 / www.rtwlscm.com / China









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RSI LOGISTICS 517-349-7713 / www.rsilogistics.com / North America

RUAN TRANSPORT 866-782-6669 / www.ruan.com / North America

RUDOLPH LOGISTIK GRUPPE 49 561 4991-0 / www.rudolph-log.com / International

RYDER SUPPLY CHAIN SOLUTIONS 888-887-9337 / www.ryder.com / International

SADDLE CREEK 863-665-0966 / www.saddlecrk.com / North America

SANKYU 81-3-3536-3967 / www.sankyu.co.jp/english/index.htm International

SATARIA GROUP 317-536-4800 / www.satariagroup.com / U.S.

SCANWELL LOGISTICS (HK) (852) 2796 0678 / www.scanwell.com / International

SCHNEIDER DEDICATED OPERATIONS 800-558-6767 / www.schneider.com / North America

SCHNEIDER LOGISTICS 866-875-9046 / www.schneider.com / North America

SCI GROUP 416-401-3011 / www.scigroup.com / Canada

SCOTT LOGISTICS 706-234-1184 / www.scottlogistics.com / North America

SGSL SHIPPING & LOGISTICS 91 22 2756 3312 / www.swiftglobalshipping.com International

SHANDONG JIAYI LOGISTICS 86-531-82368888 / www.jiayi56.com / China

SHANDONG RONGQING LOGISTICS 86-21-63636343 / www.logisticsrq.com / China

SHANGHAI DAJIN LOGISTICS 86 21 34306999 / www.dajin.com.cn / China

SHANGHAI HENGRONG INTERNATIONAL TRANSPORTATION 86-21-38235500 / www.hengrong-int.com / China

SHANGHAI JATO LOGISTICS 86-21-51871122 / www.jato56.com / China

SHANGHAI LIFENG LOGISTICS 86-21-52846600 / www.shlifeng56.com / China

SHIPPERS WAREHOUSE 214-381-5050 / www.shipperswarehouse.com / U.S.-Regional

SINOSUN LOGISTICS 86-10-87396326 / www.sinosun56.com / China

SINOTRANS 86 10 62296667 / www.sinotrans.com / International

STACI 01 34 40 29 00 / www.staci.com / Europe

SUDAMERICANA AGENCIAS AÉREAS Y MARÍTIMAS 56-32 220 1229 / www.saamsa.com / International

SUN LOGISTICS 852-2947-0022 / www.hksunlogistics.com / Asia Pacific




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SUNTECK TRANSPORT GROUP 561-988-9456 / www.suntecktransportgroup.com North America

SUZHOU CITY RIJIN LOGISTICS 86-512-88160175 / www.rijin56.com / China

SUZHOU ORIENT BESTWAY INTERNATIONAL TRANSPORT 0086-512-85180918 / www.orient-bestway.com China

SWIFT TRANSPORTATION 602-269-9700 / www.swifttrans.com / North America

SYNCREON 248-377-4700 / www.syncreon.com / International

SYSTEM AMERICAN CARGO 305-477-2500 / www.systemamerican.com International

TBB GLOBAL LOGISTICS 800-937-8224 / www.tbbgl.com / International

TEGMA GESTÃO LOGÍSTICA 55 11 4346-2532 / www.tegma.com.br / Brazil

THE TERMINAL CORPORATION 800-560-7207 / www.termcorp.com / North America

TITO GLOBAL TRADE SERVICES 55 11 2102-9300 / www.titoonline.com / International

TMSI LOGISTICS 603-792-2205 / www.tmsilog.com / North America

TOLL GLOBAL FORWARDING 852 3402 1500 / www.tollglobalforwarding.com International

TOLL HOLDINGS 61 3 9694 2888 / www.toll.com.au / International

TOPOCEAN GROUP 562-908-1688 / www.topocean.com / International

TOTAL QUALITY LOGISTICS 513-831-2600 / www.tql.com / North America

TRADISA 34 934 798 700 / www.tradisa.es / Europe

TRANSGROUP WORLDWIDE LOGISTICS 800-444-0294 / www.transgroup.com / International

TRANSPLACE 972-731-4500 / www.transplace.com / North America

TRANSPORT CORPORATION OF INDIA 91-124-2381603-7 / www.tcil.com / International

TRANSPORTADORA AMERICANA 55 19 2108 9000 / www.tanet.com.br / Brazil

TRANSPORTATION INSIGHT 828-485-5000 / www.transportationinsight.com North America

TRANZACT TECHNOLOGIES 630-833-0890 / www.tranzact.com / North America

TRINITY TRANSPORT 800-846-3400 / www.trinitytransport.com North America

TTS 214-778-0800 / www.tts-us.com / North America




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U.S. XPRESS ENTERPRISES 423-510-3000 / www.usxpress.com / North America

UNITED FACILITIES 866-699-7271 / www.unifac.com / North America

UNIVERSAL TRAFFIC SERVICE 616-698-8038 / www.myutsnet.com / U.S.

UPS SUPPLY CHAIN SOLUTIONS 800-742-5727 / www.ups-scs.com / Global

UTI WORLDWIDE 562-552-9400 / www.go2uti.com / Global

VERSACOLD LOGISTICS SERVICES 604-255-4656 / www.versacold.com / International

VERST GROUP LOGISTICS 859-485-1212 / www.verstgroup.com / U.S.-Regional

WAGNER INDUSTRIES 816-421-3520 / www.wagnerindustries.com North America

WARED LOGISTICS 312-560-1200 / www.waredlogistics.com / MENA

WAREHOUSE SERVICES 864-422-9955 / www.wsionline.com / North America

WEBER LOGISTICS 855-GO-WEBER / www.weberlogistics.com / U.S.-Regional

WEL 800-333-4415 / www.welcompanies.com / U.S.

WERNER EGERLAND AUTOMOBILLOGISTIK 49-5-41-56-05-0 / www.egerland.de / Europe

WERNER ENTERPRISES DEDICATED & LOGISTICS 800-228-2240 / www.werner.com / International

WHEELS CLIPPER 800-663-6331 / www.wheelsgroup.com / International

WINCANTON 44 1249 710000 / www.wincanton.co.uk / International

WLG 224-653-2800 / www.wakogroup.com / International

WOW LOGISTICS 800-236-3565 / www.wowlogistics.com / U.S.-Regional

WSI 920-830-5000 / www.wsinc.com / North America

WUHU ANNTO LOGISTICS 86-553-5966450 / www.annto.com.cn / China

YOBEL SUPPLY CHAIN MANAGEMENT 511-614-3400 / www.yobelscm.biz / International

YUSEN LOGISTICS 03-6703-8231 / www.yusen-logistics.com/global/ / Global

ZE HAN LOGISTICS 86-0532-87877777 / www.zehan.com.cn / China

ZHEJIANG SUNMARR INTERNATIONAL TRANSPORTATION 86-571-82376666 / www.sunmarr.com / China

ZIMAG LOGISTICS 52 55 1940 1900 / www.zimag.com.mx / Mexico






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joc guide to 3pls special report

Documents

penske logistics

sourced logistics

trade complexities

global scale

local trade rules

free trade agreements

party logistics study

penskes approach