Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
The year was 1990, and Diane Gibson, co-founder of startup Craters & Freighters, was working at her Denver headquarters when a sales representative from American Airlines walked in the office.
Gibson recalls that the male sales rep asked, "Where are the bosses?"—a reference to Gibson's two male co-founders. "I bit my lip, held my tongue, and told him 'They'll be back shortly,'" she says with a laugh.
Fast-forward two decades. Gibson's original partners are long gone, one leaving in 1994 in a dispute over the company's direction and the other bought out by Gibson in 1995 after he refused to agree to expand beyond Denver.
Today, Craters & Freighters, which manages the movements of specialized commodities described by Gibson as "too large, too outsized, and too weird," does $45 million a year in sales, has 60 franchised offices covering 85 percent of the United States, and is looking to expand internationally. Gibson has steered the company solo for 15 years.
If it were any other field, Gibson's story would not be unique. Across many industries, it is commonplace for women to hold leadership positions. But the upper echelon of the supply chain ranks—whether it is transportation, logistics, or warehousing and distribution—has remained the near-exclusive domain of men.
In some ways, little has changed. A survey of "women in transportation and warehousing" released earlier this year by Catalyst, a New York-based organization that promotes women's advancement in business, found no female CEOs at the companies polled. Only 11 percent of the firms had women board members and 12.6 percent had what Catalyst termed female "executive officers." Women represented about 24 percent of the total labor force at the firms Catalyst surveyed.
The status quo is sometimes felt beyond the numbers. "In my career, it's not been uncommon to walk in the room and hear someone say, 'Oh, someone from marketing is here,'" says Kristin Muhlner, CEO of RollStream Inc., a McLean, Va.-based supply chain software developer. Muhlner, whose background is in engineering and not physical distribution, said she sees little pushback today from men at the corporate level, though she acknowledges it may be a different story "down in the weeds" in warehouses and distribution centers.
But in other ways, change has come, or is coming. In January, Judy McReynolds became CEO of trucking giant Arkansas Best Corp., parent of ABF Freight System. No one could recall a woman before her being put in charge of such a large transportation company that was not her own. Tellingly, the announcement hardly created a ripple, and Arkansas Best did little to highlight its significance.
This fall, Barbara Windsor, president of New Market, Md.-based Hahn Transportation, becomes the first chairwoman of the American Trucking Associations in the group's 77-year history. In addition, women today run 11 state trucking associations, the most ever at one time.
In the public sector, Anne Ferro, former president of the Maryland Motor Truck Association, heads the Department of Transportation's Federal Motor Carrier Safety Administration. Deborah Hersman serves as chairman of the National Transportation Safety Board—only the third woman to do so in that agency's 43-year history.
Long time coming
For women who've spent their careers in logistics, progress can't come too soon. Liz Lasater, founder and CEO of full-service provider Red Arrow Logistics, remembers during her 20-year career at big international transportation firms that "my male peers were more competitive with me than they were with other men."
Lasater, who held upper management roles at her employers, recalls being frequently "kept out of the loop" of need-to-know information filtering down from corporate headquarters. "At one company, this went on for two years," she says.
Lasater says the resistance from men came from within her own organizations, and not from vendors or customers. And it was more prevalent in the United States than abroad, she adds. "Throughout Asia and all the way down to India, it was always about business," she says.
The challenge for women can be compounded if the business is family-owned. Rachel Parker, who is in the management program at trucker Covenant Transportation, the company co-founded by her parents in 1986, says she sometimes has to invoke her lineage to build credibility and be taken seriously by customers and vendors.
Parker says her mother, Jacqueline, like so many so-called trucking wives, was actively involved in the business but in back-office functions traditionally reserved for women while the men were out driving rigs or drumming up sales. "My father makes a point of saying that 'My wife and I founded this company,'" she says.
The consensus is that Parker, 26, is being groomed to run Chattanooga, Tenn.-based Covenant when her father, David, eventually retires. She jokes, however, that David Parker, only 52, "will work until the very end."
Old habits die hard
For an industry facing a "brain drain" as the largely male old guard begins retiring, removing barriers to women's advancement could be considered more than a moral imperative. Fortunately for women seeking a foothold, there's been a proliferation of educational programs enabling professionals of both genders to obtain the specialized skills increasingly required in today's marketplace.
"Women have made tremendous strides, but those who have [done so] possess specific credentials, whether it be in engineering, healthcare, or other fields," says Lasater of Red Arrow. Lasater says that as she was coming up through the industry, "you didn't have advanced courses in supply chain management. You didn't have chief logistics officers. Today, women have the ability to get the credentials needed to advance and succeed."
But women's advocates say that change also needs to happen on a less-tangible front, namely in an awareness that women can be effective transport logistics leaders even though their leadership style may have been perceived as too "soft" for the often rough-and-tumble world of transportation and logistics.
"Many women in leadership roles are consensus-builders, and they encourage open, collegial relationships. That management style has traditionally not been viewed as representing 'leadership' in our business," says Ellen Voie, a former executive at Schneider National Inc. and founder of the Women In Trucking Association, a three-year old non-profit group based in Plover, Wis., that advocates for greater representation of women across all segments of trucking.
Voie admits that women "struggle with an image problem" stemming from the faulty perception that the industry feels they should be seen and not heard. "I don't think people realize that the trucking industry actually welcomes women," she says.
Voie chalks up the current resistance to women's advancement as less a form of deliberate discrimination than a reflection of industry's historic unwillingness to change. "Old habits die hard, so we need to call attention to things that companies are doing" to promote opportunities for women, she says.
Of course, there are some female logistics executives who believe that the old and entrenched ways are not necessarily a hindrance. Gibson of Craters & Freighters, for one, makes no apologies for using certain unique characteristics to her competitive advantage.
"Being a short, blonde, skinny woman has helped more than hurt," she says.
It’s getting a little easier to find warehouse space in the U.S., as the frantic construction pace of recent years declined to pre-pandemic levels in the fourth quarter of 2024, in line with rising vacancies, according to a report from real estate firm Colliers.
Those trends played out as the gap between new building supply and tenants’ demand narrowed during 2024, the firm said in its “U.S. Industrial Market Outlook Report / Q4 2024.” By the numbers, developers delivered 400 million square feet for the year, 34% below the record 607 million square feet completed in 2023. And net absorption, a key measure of demand, declined by 27%, to 168 million square feet.
Consequently, the U.S. industrial vacancy rate rose by 126 basis points, to 6.8%, as construction activity normalized at year-end to pre-pandemic levels of below 300 million square feet. With supply and demand nearing equilibrium in 2025, the vacancy rate is expected to peak at around 7% before starting to fall again.
Thanks to those market conditions, renters of warehouse space should begin to see some relief from the steep rent hikes they’re seen in recent years. According to Colliers, rent growth decelerated in 2024 after nine consecutive quarters of year-over-year increases surpassing 10%. Average warehouse and distribution rents rose by 5% to $10.12/SF triple net, and rents in some markets actually declined following a period of unprecedented growth when increases often exceeded 25% year-over-year. As the market adjusts, rents are projected to stabilize in 2025, rising between 2% and 5%, in line with historical averages.
In 2024, there were 125 new occupancies of 500,000 square feet or more, led by third-party logistics (3PL) providers, followed by manufacturing companies. Demand peaked in the fourth quarter at 53 million square feet, while the first quarter had the lowest activity at 28 million square feet — the lowest quarterly tally since 2012.
In its economic outlook for the future, Colliers said the U.S. economy remains strong by most measures; with low unemployment, consumer spending surpassing expectations, positive GDP growth, and signs of improvement in manufacturing. However businesses still face challenges including persistent inflation, the lowest hiring rate since 2010, and uncertainties surrounding tariffs, migration, and policies introduced by the new Trump Administration.
Both shippers and carriers feel growing urgency for the logistics industry to agree on a common standard for key performance indicators (KPIs), as the sector’s benchmarks have continued to evolve since the COVID-19 pandemic, according to research from freight brokerage RXO.
The feeling is nearly universal, with 87% of shippers and 90% of carriers agreeing that there should be set KPI industry standards, up from 78% and 74% respectively in 2022, according to results from “The Logistics Professional’s Guide to KPIs,” an RXO research study conducted in collaboration with third-party research firm Qualtrics.
"Managing supply chain data is incredibly important, but it’s not easy. What technology to use, which metrics to track, where to set benchmarks, how to leverage data to drive action – modern logistics professionals grapple with all these challenges,” Ben Steffes, VP of Solutions & Strategy at RXO, said in a release.
Additional results from the survey showed that shippers are more data-driven than they were in the past; 86% of shippers reference their logistics KPIs at least weekly (up from 79% in 2022), and 45% of shippers reference them daily (up from 32% in 2022).
Despite that sharpened focus, performance benchmarks have become slightly more lenient, the survey showed. Industry performance standards for core transportation KPIs—such as on-time performance, payables, and tender acceptance—are generally consistent with 2022, but the underlying data shows a tendency to be a bit more forgiving, RXO said.
One solution is to be a shipper-of-choice for your chosen carriers. That strategy can enable better rates and more capacity, as RXO found 95% of carriers said inefficient shipping practices impact the rates they give to shippers, and 99% of carriers take a shipper’s KPI expectations into account before agreeing to move a shipment.
“KPIs are essential for effective supply chain management and continuous improvement, and they’re always evolving,” Steffes said. “Shifts in consumer demand and an influx of technology are driving this change, in combination with the dynamic and fragmented nature of the freight market. To optimize performance, businesses need consistent measurement and reporting. We released this study to help shippers and carriers benchmark their standards against how their peers approach KPIs today.”
Supply chain technology firm Manhattan Associates, which is known for its “tier one” warehouse, transportation, and labor management software products, says that CEO Eddie Capel will retire tomorrow after 25 total years at the California company, including 12 as its top executive.
Capel originally joined Manhattan in 2000, and, after serving in various operations and technology roles, became its chief operating officer (COO) in 2011 and its president and CEO in 2013.
He will continue to serve Manhattan in the role of Executive Vice-Chairman of the Board, assisting with the CEO transition and special projects. Capel will be succeeded in the corner officer by Eric Clark, who has been serving as CEO of NTT Data North America, the U.S. arm of the Japan-based tech services firm.
Texas-based NTT Data North America says its services include business and technology consulting, data and artificial intelligence, and industry solutions, as well as the development, implementation and management of applications, infrastructure, and connectivity.
Clark comes to his new role after joining NTT in 2018 and becoming CEO in 2022. Earlier in his career, he had held senior leadership positions with ServiceNow, Dell, Hewlett Packard Enterprise, Arthur Andersen Business Consulting, Ernst & Young and Bank of America.
“This is an ideal time for a CEO transition,” Capel said in a release. “Our company is in an exceptionally strong position strategically, competitively, operationally and financially. I want to thank our management team and our entire workforce, which is second to none, for their hard work and dedication to our mission of advancing global commerce through advanced technology. I look forward to working closely with Eric and continuing to contribute to our product vision, interacting with our customers and partners, and ensuring the growth and success of Manhattan Associates.”
The Japanese logistics company SG Holdings today announced its acquisition of Morrison Express, a Taipei, Taiwan-based global freight forwarding and logistics service provider specializing in semiconductor and high-tech logistics.
The deal will “significantly” expand SG’s Asian market presence and strengthen its position in specialized logistics services, the Kyoto-based company said.
According to SG, there is minimal overlap between the two firms, as Morrison Express’ strength in air freight and high-tech verticals in its freight forwarding business will be complementary with SG’s freight forwarding arm, EFL Global, which focuses on ocean freight forwarding and commercial verticals like apparel and daily sundries.
In addition, the combined entity offers an expanded geographic reach, which will support closer proximity to customers and ensure more responsive support and service delivery. SG said its customers will benefit from end-to-end supply chain solutions spanning air, ocean, rail, and road freight, complemented by tailored solutions that leverage Morrison's strong supplier and partner relationships in the technology sector.
The growth of electric vehicles (EVs) is likely to stagnate in 2025 due to headwinds created by uncertainty about the future of federal EV incentives, possible tariffs on both EV and gasoline-powered vehicles, relaxed federal emissions and mileage standards, and ongoing challenges with the public charging network, according to a report from J.D. Power.
Specifically, J.D. Power projects that total EV retail share will hold steady in 2025 at 9.1% of the market, or 1.2 million vehicles sold. Longer term, the new forecast calls for the EV market to reach 26% retail share by 2030, which is approximately half of the market share the Biden administration targeted in its climate agenda.
A major reason for that flat result will be the Trump Administration’s intention to end the $7,500 federal Clean Vehicle Tax Credit, which has played a major role in incentivizing current EV owners to purchase or lease an EV, J.D. Power says.
Even as EV manufacturers and consumers adjust to those new dynamics, the electric car market will continue to change under their feet. Whereas the early days of the EV market were defined by premium segment vehicles, that growth trend has now shifted to the mass market segment where franchise EV sales rose 58% in 2024, reaching a total of 376,000 units. That success came after mainstream franchise EV sales accounted for just 0.8% of total EV market share in 2021. In 2024, that number rose to 2.9%, as EVs from the likes of Chevrolet, Ford, Honda, Hyundai and Kia surged in popularity, the report said.
This growth in the mass market segment—along with federal and state incentives—has also helped make EVs cheaper than comparable gas-powered vehicles, J.D. Power found. On average, at the end of 2024, the average cost of a battery-electric vehicle (BEV) was $44,400, which is $1,000 less than a comparable gas-powered vehicle, inclusive of hybrids and plugin hybrids. While that balance may change if federal tax incentives are removed, the trend toward EVs being a lower cost option has correlated with increases in sales, which will be an important factor for manufacturers to consider as they confront the current marketplace.