Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
In these cost-conscious times, you'd expect that shippers would be trying to cut freight costs to the bone. Yet some importers that typically ship goods in less-than-containerload (LCL) shipments from Asia are switching to air freight or shipping half-empty 20-foot containers instead. They're willing to pay as much as four times the cost of conventional LCL for one reason: to get more reliable, predictable delivery.
Maybe they don't need to. Several less-than-truckload (LTL) truckers and their ocean carrier partners now offer services that are much faster than traditional LCL and far cheaper than air. Although they're relatively new to the market, these services appear to be gaining some serious traction. Several carriers report that the new offerings have been so well received that they're now fielding requests to expand the programs' scope.
Time for a change
To understand the new services' appeal, it helps to know a little about the background. Traditionally, LCL was handled directly by ocean carriers. But by the 1990s, ship operators could not compete with lower-cost freight consolidators, or NVOCCs (non-vessel-operating common carriers), and they "more or less left the LCL business to the [NVOCCs]," says Bill Villalon, vice president, land transportation services for APL Logistics (APLL).
Regardless of who was in charge, however, importers endured unbearably long transit times and unpredictable deliveries. And no wonder: Carriers and consolidators waited for enough freight to fill the containers at the point of origin, often trans-shipped them multiple times, and then had to sort out and hand off all those small shipments at the destination. It's little surprise, then, that some importers turned to pricey alternatives like air freight or exclusive-use containers.
Sensing there might be a market for a service that fell somewhere in the middle, several carriers began making inquiries out in the importer community. What they found confirmed their hunch. "[Importers] wanted an option where they could get guaranteed delivery on a time-definite basis, yet not pay an arm and a leg like they do for air freight," says Bill Wynne, vice president, marketing for Con-way Freight. They also wanted a single provider to stitch the modes together and arrange port-to-door delivery—and make it all seamless, notes Jimmy Crabbé, vice president, global ocean trade services for UPS Supply Chain Solutions.
The market spoke, and carriers responded. OceanGuaranteed, a joint product of APLL and Con-way Freight, was introduced in 2006, and similar services soon followed. Among them are Pacific Promise (Old Dominion Freight Line and Hanjin Logistics), Asia-Memphis Express (Averitt Express), and UPS Trade Direct Ocean.
How do they do that?
All of the services share several characteristics. For one thing, they serve the Asia-to-United States market. Asia-Memphis Express and Pacific Promise do so exclusively; OceanGuaranteed also serves Mexico, and Trade Direct Ocean is available in Asia, Europe, and the Americas.
For another, they give customers a single point of contact, one bill from origin to destination, and simplified pricing. Some guarantee delivery dates and will reduce their freight charges if shipments are late. (They rarely are; on-time rates are around 98 percent.)
Pricing is just a little higher than traditional LCL and as much as 75 percent below air freight. Greg Plemmons, vice president of Old Dominion's OD Global division, offers this example: To fly a 1,200-pound pallet from Shenzhen, China, to Atlanta, Ga., would cost an estimated $2,950 for air, about $670 for conventional ocean consolidation, and $815 with Pacific Promise. Another example: An OceanGuaranteed customer, which was paying $25 each to ship handbags by air from Asia, now pays just $5 apiece.
Most impressive, perhaps, is that transit times are days or even weeks shorter than those for ordinary LTL consolidations. In Plemmons' example of the Atlanta-bound pallet, air might take seven to eight days from receipt at the freight forwarder's premises in China to arrival at the importer's door. Traditional LCL consolidations would take 30-plus days, while Pacific Promise would require just 19 days for the same trip, he says.
Other carriers cite similar time savings for their services. Averitt's Asia-Memphis Express cuts up to 10 days off typical port-to-door transit times, says Charlie McGee, vice president, international solutions. A hypothetical OceanGuaranteed shipment from Hong Kong to Columbus, Ohio, would take 18 days, according to Con-way Freight's Wynne, and one Trade Direct Ocean customer cites a three-week time saving compared with its previous shipping method.
To importers accustomed to month-long transit times, those numbers might seem almost too good to be true. How did the carriers cut so much time from the process? As it turns out, they have adopted different strategies for streamlining their operations. What follows is a brief look at the approaches various carriers have taken:
Averitt Express works with 14 ocean carriers but most often uses Matson, which McGee says has the fastest transit times from Shanghai to the West Coast and "probably the best-controlled intermodal network in the United States." Containers move intact by rail to Memphis; Averitt, which is also a customs broker, clears the shipments while the container is in transit to its customs-bonded container freight station (CFS). McGee notes that the CFS is located just 400 yards from the intermodal ramp, so shipments usually can slide right into the domestic LTL system the same day they arrive at the rail yard.
Flexibility is key for Hanjin Logistics and Old Dominion. For example, Hanjin is free to use any ocean carrier and is not tied to its parent company. "We make decisions jointly and look at each opportunity on its own merits," says Plemmons. The partners also designed a Web interface that lets Pacific Promise customers book shipments through either company and get a guaranteed quote and transit time in less than a minute. Once Old Dominion takes over, delivery is swift: A move from Los Angeles to Atlanta, for example, takes just three days.
At origin ports, OceanGuaranteed containers have "late gate" privileges. APL Logistics arranges for them to be "hot stowed" on sister company APL's ships, making them last to load and first to unload. Most OceanGuaranteed customers have been certified under the Customs-Trade Partnership Against Terrorism (C-TPAT) security program; APLL segregates their shipments in separate containers so they qualify for "green lane" expedited processing by customs authorities, Villalon says.
Warm reception
The ocean/LTL services hold particular appeal for importers of high-value goods like electronics, seasonal and time-sensitive products like printed material and fashion accessories, customized items such as corporate-logo merchandise, and manufacturing parts. Many of the customers are small and mid-sized businesses, but even large retailers that use LCL in some markets take advantage of the day-definite services.
All of the carriers say their ocean/LTL services have been warmly received. McGee reports that Asia-Memphis Express now builds two to four containers a week from Shanghai alone. Several carriers have added new origin points in response to customer demand—OceanGuaranteed is now available from seven countries in Asia—and importers are clamoring for more. Plemmons, for instance, has fielded requests to expand Pacific Promise to Vietnam and South Korea.
Perhaps the strongest evidence that ocean/LTL services are meeting a market need, according to the carriers, is that once customers have tried the services, they keep using them. "A repeat purchase," says Villalon, "is the best endorsement."
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.
The overall national industrial real estate vacancy rate edged higher in the fourth quarter, although it still remains well below pre-pandemic levels, according to an analysis by Cushman & Wakefield.
Vacancy rates shrunk during the pandemic to historically low levels as e-commerce sales—and demand for warehouse space—boomed in response to massive numbers of people working and living from home. That frantic pace is now cooling off but real estate demand remains elevated from a long-term perspective.
“We've witnessed an uptick among firms looking to lease larger buildings to support their omnichannel fulfillment strategies and maintain inventory for their e-commerce, wholesale, and retail stock. This trend is not just about space, but about efficiency and customer satisfaction,” Jason Tolliver, President, Logistics & Industrial Services, said in a release. “Meanwhile, we're also seeing a flurry of activity to support forward-deployed stock models, a strategy that keeps products closer to the market they serve and where customers order them, promising quicker deliveries and happier customers.“
The latest figures show that industrial vacancy is likely nearing its peak for this cooling cycle in the coming quarters, Cushman & Wakefield analysts said.
Compared to the third quarter, the vacancy rate climbed 20 basis points to 6.7%, but that level was still 30 basis points below the 10-year, pre-pandemic average. Likewise, overall net absorption in the fourth quarter—a term for the amount of newly developed property leased by clients—measured 36.8 million square feet, up from the 33.3 million square feet recorded in the third quarter, but down 20% on a year-over-year basis.
In step with those statistics, real estate developers slowed their plans to erect more buildings. New construction deliveries continued to decelerate for the second straight quarter. Just 85.3 million square feet of new industrial product was completed in the fourth quarter, down 8% quarter-over-quarter and 48% versus one year ago.
Likewise, only four geographic markets saw more than 20 million square feet of completions year-to-date, compared to 10 markets in 2023. Meanwhile, as construction starts remained tempered overall, the under-development pipeline has continued to thin out, dropping by 36% annually to its lowest level (290.5 million square feet) since the third quarter of 2018.
Despite the dip in demand last quarter, the market for industrial space remains relatively healthy, Cushman & Wakefield said.
“After a year of hesitancy, logistics is entering a new, sustained growth phase,” Tolliver said. “Corporate capital is being deployed to optimize supply chains, diversify networks, and minimize potential risks. What's particularly encouraging is the proactive approach of retailers, wholesalers, and 3PLs, who are not just reacting to the market, but shaping it. 2025 will be a year characterized by this bias for action.”
The three companies say the deal will allow clients to both define ideal set-ups for new warehouses and to continuously enhance existing facilities with Mega, an Nvidia Omniverse blueprint for large-scale industrial digital twins. The strategy includes a digital twin powered by physical AI – AI models that embody principles and qualities of the physical world – to improve the performance of intelligent warehouses that operate with automated forklifts, smart cameras and automation and robotics solutions.
The partners’ approach will take advantage of digital twins to plan warehouses and train robots, they said. “Future warehouses will function like massive autonomous robots, orchestrating fleets of robots within them,” Jensen Huang, founder and CEO of Nvidia, said in a release. “By integrating Omniverse and Mega into their solutions, Kion and Accenture can dramatically accelerate the development of industrial AI and autonomy for the world’s distribution and logistics ecosystem.”
Kion said it will use Nvidia’s technology to provide digital twins of warehouses that allows facility operators to design the most efficient and safe warehouse configuration without interrupting operations for testing. That includes optimizing the number of robots, workers, and automation equipment. The digital twin provides a testing ground for all aspects of warehouse operations, including facility layouts, the behavior of robot fleets, and the optimal number of workers and intelligent vehicles, the company said.
In that approach, the digital twin doesn’t stop at simulating and testing configurations, but it also trains the warehouse robots to handle changing conditions such as demand, inventory fluctuation, and layout changes. Integrated with Kion’s warehouse management software (WMS), the digital twin assigns tasks like moving goods from buffer zones to storage locations to virtual robots. And powered by advanced AI, the virtual robots plan, execute, and refine these tasks in a continuous loop, simulating and ultimately optimizing real-world operations with infinite scenarios, Kion said.
Following the deal, Palm Harbor, Florida-based FreightCenter’s customers will gain access to BlueGrace’s unified transportation management system, BlueShip TMS, enabling freight management across various shipping modes. They can also use BlueGrace’s truckload and less-than-truckload (LTL) services and its EVOS load optimization tools, stemming from another acquisition BlueGrace did in 2024.
According to Tampa, Florida-based BlueGrace, the acquisition aligns with its mission to deliver simplified logistics solutions for all size businesses.
Terms of the deal were not disclosed, but the firms said that FreightCenter will continue to operate as an independent business under its current brand, in order to ensure continuity for its customers and partners.
BlueGrace is held by the private equity firm Warburg Pincus. It operates from nine offices located in transportation hubs across the U.S. and Mexico, serving over 10,000 customers annually through its BlueShip technology platform that offers connectivity with more than 250,000 carrier suppliers.
Under terms of the deal, Sick and Endress+Hauser will each hold 50% of a joint venture called "Endress+Hauser SICK GmbH+Co. KG," which will strengthen the development and production of analyzer and gas flow meter technologies. According to Sick, its gas flow meters make it possible to switch to low-emission and non-fossil energy sources, for example, and the process analyzers allow reliable monitoring of emissions.
As part of the partnership, the product solutions manufactured together will now be marketed by Endress+Hauser, allowing customers to use a broader product portfolio distributed from a single source via that company’s global sales centers.
Under terms of the contract between the two companies—which was signed in the summer of 2024— around 800 Sick employees located in 42 countries will transfer to Endress+Hauser, including workers in the global sales and service units of Sick’s “Cleaner Industries” division.
“This partnership is a perfect match,” Peter Selders, CEO of the Endress+Hauser Group, said in a release. “It creates new opportunities for growth and development, particularly in the sustainable transformation of the process industry. By joining forces, we offer added value to our customers. Our combined efforts will make us faster and ultimately more successful than if we acted alone. In this case, one and one equals more than two.”
According to Sick, the move means that its current customers will continue to find familiar Sick contacts available at Endress+Hauser for consulting, sales, and service of process automation solutions. The company says this approach allows it to focus on its core business of factory and logistics automation to meet global demand for automation and digitalization.
Sick says its core business has always been in factory and logistics automation, which accounts for more than 80% of sales, and this area remains unaffected by the new joint venture. In Sick’s view, automation is crucial for industrial companies to secure their productivity despite limited resources. And Sick’s sensor solutions are a critical part of industrial automation, which increases productivity through artificial intelligence and the digital networking of production and supply chains.