All Features Entries
Thursday, August 01, 2013
While the national LTL market had been slowly, but surely, pulling itself out of its recession-induced slump, the sector now seems to have hit a bit of a leveling-off period in terms of growth.
While revenue numbers have flattened a bit, the Regional LTL category continues to represent some of the most forward-thinking carriers in trucking.
Despite an uneven economy and an atmosphere of political uncertainly that has put several freight transportation modes on shaky ground, shippers continue to find that rail and intermodal service providers are chugging forward, improving service, and creating value despite the well-publicized challenges.
As executive Editor Patrick Burnson documents in this month’s Special Report, the business dynamics of ocean shipping continue to change for carriers as global supply chain practices become more strategic—putting pressure on those shippers looking to coordinate more modes in new regions around the world.
U.S. ports are planning and investing in a balanced portfolio of services to prepare for continued volume growth.
While every carrier and service provider measured in the Quest for Quality is under pressure from shippers to expand and diversify their offerings while maintaining world-class service, no sector is feeling it as much as third party logistics providers (3PL).
As Logistics Management has been reporting, the global outlook for the airline industry in terms of profit and revenue has recently brightened—just a little—according to reports form the International Air Transport Association (IATA).
Monday, July 01, 2013
New state of logistics translates into new opportunities for shrewd managers who can leverage their unique skills and solid transportation relationships into value for their companies.
Our panel of market insiders put the new business dynamics of ocean shipping into perspective and help shippers better understand how to manage their cargo on now roiling seas.
The extraordinary variations among emerging market countries suggest the need for multiple supply chains, each tailored to the needs of specific regions and supported by locally developed capabilities and talent. Our consulting team offers some suggestions for dealing with the real, rather than the ideal.