The deal comes just weeks before Bedford, Massachusetts-based Berkshire Grey plans to become a publicly listed company through its February deal to be acquired by a special purpose acquisition company (SPAC) called Revolution Acceleration Acquisition Corp. The company expects that its stock will begin to trade early in the third quarter of 2021.
Online grocery has seen huge growth over the past year, as nearly 52% of the U.S. population are expected to be digital grocery buyers by 2022, representing a large portion of the $1.7 trillion annual spend in that sector, according to statistics provided by the company.
To meet that rising demand, Berkshire Grey will provide its Intelligent Enterprise Robotics (IER) solution that robotically picks grocery items from inventory and packs the items into customer bags to fill orders that are placed online and via mobile apps. The firm says those robotic solutions can operate either in back-of-store—putting the operation close to current shoppers for rapid pickup and delivery—or in larger, dedicated fulfillment and distribution centers. Either way, the systems support high-growth commerce models like order-online-pickup-at-store and order-online-be-delivered-to-by-store.
“Ordering groceries online became a habit for many during Covid-19,” Pete Allen, Berkshire Grey’s general manager of grocery and convenience, said in a release. “Driven by this and the convenience of online ordering, our customers need rapid fulfillment of online orders done in an efficient way to meet a range of consumer demands – at the same time our customers need to ensure that the right goods are always on the right shelves at the right times in the store.”
Two trucking industry groups are offering support for the Trump Administration’s nomination of Derek Barrs, a former chief of the Florida Highway Patrol, to serve as administrator of trucking industry regulatory board the Federal Motor Carrier Safety Administration (FMCSA).
“With nearly two decades of experience in law enforcement and the commercial motor vehicle industry, Derek Barrs’ career has been defined by his emphasis on making our roads safer for all motorists,” Spear said in a release. “Derek’s extensive public service at the Florida Department of Transportation and Florida Highway Patrol make him exceptionally well qualified to be FMCSA administrator. He has a proven track record of strengthening ties between the trucking industry and public safety officers to address top transportation challenges such as drug impairment, cargo theft, and human trafficking.”
Barrs has served in various law enforcement capacities for the Florida Department of Transportation and Florida Highway Patrol. Most recently, he has been a consultant on traffic-related and commercial motor vehicle safety projects across numerous states. He also joined ATA’s Law Enforcement Advisory Board in 2021, and he has been an active member of the Commercial Vehicle Safety Alliance.
Truck driver industry group the Owner-Operator Independent Drivers Association (OOIDA) also called for the Senate to confirm the new pick. “OOIDA and the 150,000 small business truckers we represent congratulate Derek Barrs on his nomination to lead the Federal Motor Carrier Safety Administration. We look forward to working with him in advancing the priorities of small business truckers across America, including fighting freight fraud, rolling back unnecessary regulations, and closing regulatory loopholes to ensure the safest truck drivers remain in the industry,” OOIDA President Todd Spencer said in a release.
Business leaders are prioritizing supply chain resilience amid volatility and rising customer demands, according to a report from supply chain software company Cleo, released today.
The company’s 2025 Global Supply Chain Executive Report, titled “Expect More from Your Supply Chain: How Business Leaders are Reinventing Supply Chains to Meet Rising Demands,” found that 83% of executives say supply chain resilience is as critical as cybersecurity, with many turning to technology to strengthen their operations. For example, 47% said they are considering using artificial intelligence (AI) to increase business resiliency, recognizing its potential to automate processes, predict disruptions, and enhance decision-making.
“As customer expectations rise and global challenges evolve, businesses can no longer afford to react—they must proactively anticipate and adapt,” Tushar Patel, Cleo’s chief marketing officer, said in a statement announcing the research results. “Building supply chain agility and resilience is vital for companies that want to keep operations running seamlessly, profitably, and competitively, especially in an increasingly unpredictable environment.”
According to the report, executives are investing in the following areas:
Automation, with 93% saying they use or plan to use automation within two years to increase efficiencies in areas such as supply chain operations and customer service;
Real-time data, with 66% saying real-time data improves decision-making and customer service;
And AI, with 55% saying they are considering using AI-based technologies to enhance the customer experience.
The report also found that rising customer expectations and geopolitical tensions are playing a large role in supply chain strategy these days: Nearly 80% of executives said customers expect higher quality alongside faster delivery (75%) and improved customer service (66%). And three-quarters of executives said they are concerned about geopolitical issues impacting global supply chain operations over the next two years, citing: inflation (60%), regulatory changes (35%), and tariffs (33%) as the most prominent concerns.
The 2025 Global Supply Chain Executive Report is available online.
DeJoy has named a top lieutenant, Deputy Postmaster General Doug Tulino, to lead the 640,000-person agency until the Post Service Board of Governors name a permanent successor.
DeJoy’s belt-tightening plan at USPS also led to frequent clashes with Congress over issues such as his early plan to replace its aging fleet with mostly gas-burning trucks instead of electric vehicles (EVs), frequent stamp rate hikes, and what some groups called an excessive focus on the agency’s profitability over its role as a public service.
But DeJoy often said he enjoyed that combative tenure, and took pride in the steps he implemented to modernize the 250-year-old bureaucracy. In February, he informed the Postal Service Board of Governors of his plans to step down, and today he made it official.
“While our management team and the men and women of the Postal Service have established the path toward financial sustainability and high operating performance – and we have instituted enormous beneficial change to what had been an adrift and moribund organization – much work remains that is necessary to sustain our positive trajectory,” DeJoy said in a release. “I am confident that Doug will continue our positive momentum during the period when the Governors undertake the important work of identifying and selecting the next Postmaster General. I also have no doubt that the entirety of the Postal Service will aggressively shape its future and become more efficient, capable, and competitive as it continuously changes and improves to best serve the American public.”
In a separate announcement, the U.S. Postal Service Board of Governors announced it has retained the executive search firm Egon Zehnder to identify DeJoy’s successor, who will become the nation’s 76th Postmaster General.
In a statement, the board said: “The Governors of the Postal Service expressed their appreciation for [DeJoy’s] transformational leadership during tumultuous times, which included a global pandemic and two presidential elections. As established by federal law, the selection of the Postmaster General rests with the Presidentially appointed and Senate confirmed members of the Board, who oversee the Postal Service as an independent establishment of the executive branch.”
Third-party logistics providers are going through a not-so-quiet evolution driven by shifting demands, geopolitical realities, increasingly complex and costly supply chains, fast-changing technology, and customers who want better and cheaper systems that are far more intuitive and powerful than their predecessors as well as easier to integrate and use.
Shippers are demanding more flexibility and agility than ever before, in some cases taking some functions previously done by the third-party logistics service provider (3PL) and moving them in house. Rather than rely solely on a 3PL’s tech offerings, they are investing in newer, cheaper, and just as powerful systems themselves to manage transportation, run warehouses, track shipments, and plan and optimize their operations. In some instances, a newly formed in-house team executes the work; in others, the shipper leverages experienced 3PL personnel to do the blocking and tackling.
On the flip side, some shippers are doubling down on the partnership philosophy, signing longer contracts with their 3PLs, deepening their engagement, and emphasizing collaboration and true partnerships with shared gains. They’re leveraging that 3PL’s historical knowledge and experience as an expert logistics execution resource, fully embedded in the shipper’s operations. In every case, these supply chain operators deal daily with challenges old and new as well as an intense demand to be more agile, flexible, and efficient—in any economic situation.
And if traditional supply chain challenges and demands weren’t enough, a global tariff battle between the world’s largest economies is throwing even more sand into the gears, with as yet undetermined consequences.
AGILITY, AGILITY, AGILITY
In a supply chain environment influenced by so many issues, internal and external “agility is something that [3PLs] definitely have to deal with and get better at,” notes Bart De Muynck, a veteran industry analyst and principal at the advisory service Bart De Muynck LLC. “It’s about being able to respond quickly to customers and to what have become very rapidly changing needs of their business.”
In his conversations with shippers, one theme comes up consistently: the need for more resilient supply chains and the ability to deal better and faster with any number of disruptions. “They want a more customer-centric focus [and] a better understanding of their needs and the solutions [available] to them. That is where we see 3PLs investing, increasing their focus around digital transformation, and providing more [in the way of] analytics, automated processes, data management, and communications” to help shippers reduce costs and optimize their day-to-day logistics.
One stumbling block, according to De Muynck: older tech systems still being employed by 3PLs. “These old on-premises systems can be inflexible and have a hard time interacting with newer technologies, which limits how agile and adaptable they can really be,” he says. Many 3PLs have recognized this and are investing in newer systems, “which comes with a cost and also means they need to invest in talent and training to fully benefit when newer systems come online.”
Another challenge is cybersecurity. Newer systems are likely to be designed from the start with embedded cybersecurity processes, controls, and protections. Older systems, however, “are at risk. Data security—making sure systems are secure against breaches or hacking and can recover quickly if a system goes down—is still a critical priority.”
In many cases, De Muynck has seen shippers who stay on older 3PL systems because of cost or an inherent cultural resistance to change. That can be dangerous. “If you outsourced your [logistics] operations and data to a 3PL that is still on an older [and vulnerable] system and it gets hacked,” he says, “you are pretty much screwed.”
THE PACE OF CHANGE
During the pandemic, the three greatest pain points for shippers were capacity, market volatility, and sustainability. Yet even with those conditions, the basic value proposition of a 3PL did not change, believes Michael Castagnetto, president of North American surface transportation for C.H. Robinson, one of the largest global 3PLs. Finding a truck to haul your freight was a daunting challenge. Keeping that provider in your network even more so.
Fast forward to today. What has emerged, in Castagnetto’s view, “is an accelerated pace of change in global supply chains. Disruptions are more frequent and more intense. Forecasting is dynamic, not ‘set it and forget it,’” he explains. “Almost any day we might wake up to a new world, and shippers count on their 3PL to be looking at the horizon and be ready for it.”
Shippers also have not taken their foot off the gas when it comes to looking for efficiencies. One specific area of customer interest for cost savings, Castagnetto says, is drop-trailer services—arrangements in which a driver “drops” or leaves a trailer at a shipper’s facility for loading/unloading at the recipient’s convenience, then returns at an agreed-upon time to pick it up. “We expanded these to help customers get to the right ratio of ‘live load’ to drop,” he notes. “It’s funny how some people don’t realize we do drop-trailer service. We’re actually a top-five drop-trailer provider in North America; it has become a $900 million business for us.” The most active industries for this service are retail, automotive, and health care, he says. Feedback from shippers has been that some find it beneficial to use a 3PL “instead of just asset players for [drop-trailer services] so they can streamline their provider mix,” he adds.
One other area where there appears to be a growing gap in the market, says Castagnetto, is for bundled managed services.
“Shippers are tired of having to piece together TMS, 3PL, and 4PL services. [A 4PL typically operates as an overarching manager or orchestrator working with the client and directs other 3PLs and service providers in the network.] They want to be able to get those services in one place but also affordably choose which they need—whether they’re a small business or one of the largest shippers in the world,” he notes. “They especially need those services to cope with the immense volatility they are operating under.”
INSOURCING VERSUS OUTSOURCING
Much as a pendulum swings back and forth from one side to the other, so has the debate between outsourcing and insourcing logistics functions.
“There is a great breadth of operating models today,” observes David Gonzalez, VP analyst with industry research firm Gartner. “Many shippers feel they want to take back control. [There are] some things they have outsourced too much in the past,” he notes, adding that these are typically activities businesses have decided would provide a competitive advantage if brought back in house.
“[Those businesses] are the ones looking to invest more in that capacity, their thinking being, ‘Let’s not be too reliant on our outsourcing partners; let’s be more empowered and better informed,’” he notes. “We can invest in that capability by bringing [some of these functions] in house.” The objective: managing and controlling critical supply chain data “to drive greater degrees of intelligence,” he says.
In a Gartner study released in January 2025 that was authored by Gonzalez and his colleague Carly West, the researchers found that “logistics leaders often concede too quickly when senior leaders challenge their reasoning for internalizing logistics operations” since outsourcing often is the path of least resistance for management. They further found that “some organizations use outsourcing as a misguided attempt to fix a persistent problem, not realizing that outsourcing logistics does not remove the responsibility for managing the process.”
The research also showed that “four out of five [respondents] intend to internalize some [logistics] activities,” with the leading contenders being network design, managed transportation, logistics control tower operations, and freight audit and payment.
Gonzalez also found an interesting parallel trend: shippers buying and implementing their own technology, then leaning on their 3PL to run it. In these cases, it’s because the shipper does not want to add headcount or staff the function itself. Instead, the shipper “wants to use [the 3PL’s] experience … and tribal knowledge of the business to operate the technology and execute the functions for [it].” That’s a particularly attractive alternative in a market where hiring and retaining experienced, qualified logistics personnel is difficult, Gonzalez notes.
Conversely, Gonzalez says, there are shippers “who view their [3PLs] as indeed partners, are more strategic in their relationships, and are more invested in making sure the 3PL has the right outcomes.” He cites this as an indicator that some shippers, in many cases larger enterprises, find value as well as stability in shifting to longer contracts and building collaborative long-term relationships versus tactical or transactional ones.
C.H. Robinson’s Castagnetto found a somewhat similar sentiment about outsourcing partnerships among customers in the 3PL’s 2025 customer study, noting, “It didn’t surprise us when 23% of shippers said they plan to outsource more of their supply chain needs.”
TRADING COST FOR SERVICE
In today’s market, it is not uncommon for businesses, particularly large enterprises with extended supply chains and multiple operating sites, to mix and match 3PLs based on regional coverage and capability. It’s also common in a weak freight market for a shipper to consider doing more transportation buying on its own, since capacity is plentiful and relatively cheap.
In this instance, “the shipper is trading cost for service,” says Steve Sensing, president of supply chain and dedicated transportation solutions for the logistics giant Ryder. “Right now there are more carriers than freight; they [carriers] don’t have a lot to pick from.”
That market condition is reflected in what Sensing calls the carriers’ “tender acceptance rate,” which today is as high as 95%. “When a carrier [quickly] accepts a tender, they are not shopping the market,” he explains. “As you see the economy bounce back, that becomes more difficult. A carrier may initially accept your freight but at the last minute drop it for [a load] with better pricing.”
Helping customers manage that shifting dynamic is where Ryder shines, Sensing says. “We have [vetted] relationships with 115,000 carriers, and proven systems and people that manage and optimize freight. There are disruptive forces out there that will come back when the economy heats up. When that happens, finding reliable capacity becomes very complex, and that is where our value really pays off for the shipper.”
Even as shippers look to adjust their strategies, Sensing stresses that, in any market, Ryder is staying true to its mission of being a “port to door” solutions provider. That can entail a completely integrated network solution or address a discrete, single point of pain for the customer. “Every deal we look at is from the ground up to make sure we are providing a unique solution that addresses the customer’s specific need,” he emphasizes. “It can be a full-network operation, a regional solution, or something as specific as Ryder personnel with boots on the ground in the warehouse doing the work and executing the operations.”
SQUEEZING OUT COSTS
Even with new technologies and access to reams of data and powerful analytics and optimization tools, shippers are dissatisfied with some of the tech capabilities of their 3PLs. They may further feel that some fundamental “block and tackling” opportunities to shave costs are being left unaddressed, says Satish Jindel, principal at SJ Consulting Group Inc. and head of freight analytics firm ShipMatrix.
He’s received feedback from shippers who say they are dissatisfied with their 3PL “because their TMS [transportation management system] is not current with the capabilities that today’s technologies should provide. That’s partly because some of these systems are not even supported any more, yet customers keep using them because there is no urgency to change or replace them,” he notes. “The carrier doesn’t complain, so why should I change?”
Yet even so, he believes there are numerous opportunities to find cost-saving wins by simply turning a critical eye on basic logistics planning and execution.
“We have a lot of data about shippers, consignees, and freight,” he notes. “What [3PLs] need [to do more of] is look at shipping cycles and practices of customers, and the ordering pattern of consignees.” He notes that in many cases, shippers and 3PLs are doing things a certain way “simply because that’s the way it’s always been done.”
Instead, why not be more observant and introspective, asking questions and using more common sense and attention to detail in how freight is loaded and tendered? That can be the key that unlocks more savings, Jindel says.
“I’m a shipper sending three pallets a week to the customer. One has 15 boxes, another 12, and another 17, with a space in the middle. They are paying to ship air! Do they really need [to ship] three days a week? Could they stack the product on pallets better, using all the space, do more optimized shipments more frequently, or consolidate them into fewer shipments per week?”
At the end of the day, “people are creatures of habit. Absent any incentive, change is hard, especially when you don’t think to look at something and question it. We really need to do more to help the consignee understand the opportunities and to order in quantities that are optimal for the carrier and their supply chain,” Jindel believes. “That can mean a more efficient and responsive operation as well as savings across the supply chain,” he concludes.
The long-term deal will pave the way for major infrastructure investments which will enhance capacity and transport velocity, create jobs, and strengthen the U.S. economy, Maersk said.
Maersk’s APM Terminals Elizabeth facility currently handles over 25% of the annual container throughput in the port complex, supported by more than 1,100 members of the International Longshoremen’s Association (ILA). Throughout the previous lease—which was originally set to expire in 2029—APM Terminals said it had invested in infrastructure and equipment, including a recent additional investment of $200 million to modernize the terminal.
Looking to the future, APM Terminals said it envisions a larger, more efficient container terminal. Planned upgrades include the optimization of the terminal layout, electrification of container handling equipment, and future-proofing container berths. These efforts will support the export of goods to foreign markets, contributing to the local and national economy, and creating numerous job opportunities to support the growth of the local community.
“This lease extension secures transformative infrastructure and capacity enhancements at the second-largest container terminal in the East Coast’s busiest port,” Port Authority Executive Director Rick Cotton said in a release. “These commitments will enable the Port of New York and New Jersey to move more goods, create more jobs, and further cement its role as an essential driver of our region’s economy and our nation’s supply chain.”