From light-industrial properties to large multistory facilities, the urban logistics real-estate landscape is changing as shippers get a handle on the best warehousing strategies to tackle their "last-touch" challenges.
Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
The push to get products closer to consumers is changing the logistics landscape, especially in densely populated urban areas where congestion, limited space, and high real-estate prices make it difficult to tackle last-mile delivery challenges. Despite the obstacles, trends are emerging in the commercial real-estate market that highlight two very different approaches to urban warehousing and fulfillment on the rise today: increasing interest in larger, multistory facilities that leverage advanced technology and vertical space configuration, and growing demand for small, light-industrial properties of less than 120,000 square feet. Although the approaches are different, the end-game is the same: to meet increasingly fast delivery expectations in the most efficient way possible.
"Delivery is the 'new wave' for fulfillment," Andrew Chung, founder and CEO of industrial developer Innovo Property Group (IPG), explains, emphasizing the effect of e-commerce on the warehousing and logistics landscape. "It's kind of like how Amazon changed the way that people shop. Now, [e-commerce is] changing the way that goods get delivered. [And] that's changing the infrastructure in general."
The development of a handful of high-profile multistory warehouses in large urban markets combined with a tighter market for light-industrial properties offers a glimpse of the evolving marketplace.
MULTISTORY'S MOMENT
IPG is developing a large multistory last-mile facility in the Bronx to help shippers meet e-commerce delivery demands in the New York City area. Slated to open in 2021, "2505 Bruckner" is one of a few big projects making industry headlines as the race to conquer urban delivery heats up, and Chung says the unique facility represents a transformation of the supply chain.
"In logistics, it's all about how long it takes to get from one place to another," Chung says, pointing to the cost advantages and efficiency of delivering more products to urban populations from a single, centralized location. "Supply chains need to be adjusted for the new way that goods are being transported and [orders] fulfilled to customers."
For Chung and others, multistory makes the most sense for meeting those demands. The 2505 Bruckner facility will be situated on 20 acres in the Bronx, at the intersection of five major truck routes that can access more than 9.4 million people in a 15-mile radius, reaching consumers in Manhattan, Queens, Brooklyn, Long Island, Westchester County (New York), and Connecticut. The 980,000-square-foot building is being developed on a large site that previously housed a dilapidated movie theater, a unique opportunity in an urban setting, Chung admits, noting that "such a large tract of land in an urban environment is virtually impossible to find."
The design features a two-level structure built to meet the needs of a modern warehousing and fulfillment operation, with ceilings that can accommodate modern vertical racking systems—up to 32-foot heights—and truck and trailer access on both levels. Ramps will allow delivery trucks to access an elevated truck court on the second level, for instance. Ample parking is another key benefit; the site will include eight trailer parking spaces, 125 box-truck parking spaces, and 730 car spaces.
IPG is set to break ground on the facility this year and has two other such projects in the works. Running roughly 12 to 18 months behind the 2505 Bruckner schedule, IPG's two additional multistory facilities will be located in Long Island City, New York.
Melinda McLaughlin, head of U.S. research for logistics real-estate development firm Prologis, agrees that there is a growing need for modern high-tech facilities in urban areas as supply chains shift, and she says new development and reuse of existing facilities will continue. Prologis opened "Georgetown Crossroads," a 580,000-square-foot three-level facility, in Seattle in 2018 to serve city distribution and last-mile delivery needs in the region. The facility was the first modern multilevel industrial facility of its kind in the United States—featuring truck access ramps and forklift-accessible freight elevators to reach the upper levels. Prologis also renovated a retail site and redeveloped it as "Prologis Bronx," a smaller-scale, two-story facility being leased by Walmart e-commerce subsidiary Jet.com.
"Modern properties [in dense urban areas are] very rare, but we've seen some really strong demand for those properties as supply chains get closer to end-consumers," McLaughlin explains, adding that the benefits of a large modern facility that can easily reach millions of people can outweigh the associated higher real-estate costs. "The functionality they can bring is increasingly valued."
SMALL IS IN DEMAND
Last-mile facilities (or "last touch," as Prologis refers to them) in urban areas tend to be located in smaller, older buildings, and even those that are "less functional" are nevertheless in demand because they are the best place to service the urban end-consumer, McLaughlin explains. The market is seeing high demand, limited new supply, and strong rent growth for such facilities.
A report from commercial real-estate firm CBRE showed that demand for "well-located, small light-industrial properties" continued to outpace demand for larger warehouses during the first half of 2019, for instance. The firm found that urban facilities with 70,000 to 120,000 square feet remain in high demand because of increasing economic activity, urban population growth, and consumers' same-day delivery expectations. The availability rate for such facilities has dropped by nearly four percentage points to 7.4% over the past five years, the firm said, while their rents have climbed more than 30%. In comparison, warehouses of more than 250,000 square feet saw rent growth of 16% during the same period. CBRE said strong demand for smaller warehouse properties will continue "as retailers and logistics operators expand their networks to increase their proximity to consumers."
NEW TERMS FOR NEW TIMES
Logistics real-estate development firm Prologis has created a model designed to develop a common language to talk about the different functions buildings play along the supply chain.
In the meantime, the shifting landscape calls for a new way of defining logistics real estate, according to McLaughlin—one that creates a clearer picture of the different types of facilities companies are using to meet changing service-level expectations. Prologis has created a model of what it calls "the modern supply chain" that goes beyond traditional property definitions such as "warehouse/distribution" and "flex" to identify facilities based on where they are used, how they are used, and what they look like. The goal is to develop a common language and a standardized way to talk about the different functions buildings play along the supply chain, she says. "Last touch" is one of four categories the company has developed; the others are "city distribution," "multi-market," and "gateway."
As McLaughlin explains, the Prologis model defines the four types of logistics properties as follows:
"Last-touch" properties can reach large, dense, affluent populations within hours. These buildings typically are the oldest and smallest, because they are in infill locations.
"City distribution" properties are well-positioned to provide one- to two-day shipping to an entire large market. These buildings tend to be small to mid-sized and located in urban areas.
"Multi-market" distribution" facilities must have the right balance between location and functionality. These buildings tend to be newer and larger as well as located at key transportation hubs at the periphery of major urban areas.
"Gateway" facilities are multi-market buildings that incorporate access to major sea and intermodal ports.
In addition to creating a common language, the framework helps put the changing logistics landscape into perspective, providing a snapshot of the different puzzle pieces required to get goods through the supply chain as quickly and efficiently as possible. For his part, Chung says he expects the evolution to continue, noting that the changes occuring in logistics infrastructure are "not a one-off twist."
"It's the start of a transformation of logistics and supply chain," he says.
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.