FedEx Delivers to Cuba. FedEx became the first American freight carrier with rights to deliver freight to Cuba. FedEx says they will begin service on January 15, 2017. Their rights extend to July 15, 2018.
Amazon Tests Drone Delivery in U.K. Amazon has partnered with the British government to test drone parcel delivery technology. The tests, supervised by the Civil Aviation Authority, will test the drone’s ability to maneuver with multiple other drones in the air and out of sight of operators.
Speed Limiter Proposal Expected Before Fall. After over a decade of pursuing a heavy-truck speed limiter rule, the FMCSA and NHTSA say that the proposal will be completed this year. Some industry insiders disagree, and a frustrated Congress may put a deadline on the proposal.
Best Practices Program Introduced. A newly formed APICS Certified in Logistics, Transportation, and Distribution (CTLD) credential program aims to set the global standard for best practices. Logistics has one of the fastest growing job creation rates, making the program a necessity.
CSA Scores on the Horizon. The temporarily suspended CSA scores, currently under review by the FMCSA, have shown signs of an early comeback. There are many obstacles for the highly controversial scores to return to public view, but many believe it will happen sooner rather than later.
Cyber-attacks are an increasing threat in the transportation and logistics industry. Transportation and logistics are integral to the world’s economy, and therefore, a valued target for hackers.
According to the US Department of Home Security, the threat of cyber-attacks is very real. Companies who manufacture, transport and facilitate goods have been using connected devices in order to collect data for IoT initiatives, but unbeknownst to them, this technology is giving hackers easy access to company systems and information.
Collecting and analyzing big data has become an important supply chain strategy. Now, it’s also increasingly important to protect the systems generating sensitive information.
The development and growth of connected devices is driving the growth in cybercrime. In the last year, the number of records exposed in data breaches rose 97%.
Information sharing spans entire supply chains – transportation, warehousing, procurement and production planning – plus, companies share branded data across their value chain – marketing, sales and customer service.
Internally, companies should monitor and update systems to prevent hackers from utilizing gaps. Externally, companies should be aware of risks associated with partners like suppliers and vendors.
As collaboration and data sharing develop in supply chains, more complexities to cyber security arise. The Information Security Forum (ISF) explains, “Sharing information with suppliers is essential, yet increases the risk of that information being compromised.” The bigger and more complex the supply chain, the more external partners to analyze risk with.
Cyber-attacks have disturbing, unpredictable and devastating effects on finances and reputation. One hour of lost time at an auto factory can cost millions of dollars.
Data breaches and digital security put entire supply chains at risk. According to the 2013 Data Breach Investigation Report, approximately 1 in 5 network intrusions involves manufacturing, transportation, or utility organizations. Any size company can be a victim of cyberattacks.
81% of large businesses suffered a cyber security breach in the past year. Cyberattacks on Target and Sony, among others, has opened the eyes of many businesses that cybercrime is a genuine danger. “The visibility of the Target breach, and the resulting financial ripple effect, has definitely gotten the attention of executives, particularly when it comes to third party security risks,” said Dwayne Melancon, Tripwire’s chief technology officer.
Combatting the threat requires active security intelligence. Like any supply chain disruption, cybercrimes can be reduced with a risk management plan. Developing secure and dependable systems means observing systems across an enterprise. Cyber risks to supply chains are a greater risk than adverse weather, fire and social unrest combined.
ISF has developed a Supply Chain Information Risk Assurance Process (SCIRAP), designed to help companies assess tens of thousands of suppliers, with an eye toward identifying the riskiest contracts.
Addressing your company’s risk profile and security issues is the first step in stopping cybercrime. Companies might want to consider conducting an ongoing vulnerability scan to defend against new threats – a test only 1/3 of manufacturing companies surveyed due on an annual basis.
It’s important for those involved in transportation and logistics to be aware of their role in cybersecurity and recognize the ways they could be vulnerable to attacks. Company employees should all be involved in and understand the best cybersecurity practices.
Threats to transportation and logistics are serious and growing. The key to solving cyber problems is to accelerate awareness, create a cybersecurity risk and mitigation strategy, and continuously analyzing risk with those you work with.
Most businesses make the same mistakes, which leads to disastrous supply chain performance. Companies that pay little attention to supply chain management see increased operating costs, poor customer service and supply chain disruptions.
There are 6 common mistakes that lead to terrible supply chain performance. Simply understanding the bad habits and simple slip ups and how they affect the supply chain can help you avoid making them:
Lack of Supply Chain Visibility
Operating without proper visibility means many companies make important supply chain decisions based solely off of sales data, which is not nearly enough insight to make informed decisions. You need to know where your raw materials come from, what locations they pass through and where your finished goods will travel. Otherwise, you’re losing efficiency opportunities and risk management capabilities are severely limited.
Technology as Fix-All
While supply chain management technology is important for visibility, even the foundation for supply chain optimization, it cannot do everything for you. Sophisticated technology requires a cultural and financial investment for success. Too many companies implement an expensive, complicated system, expecting it to take care of everything, and then become frustrated when it doesn’t. Today’s technology doesn’t allow you to function on auto-pilot – it’s supposed to make supply chain management easier, more effective and give you greater control over what happens.
Unprepared for Disruption
Supply chain disruptions, depending on the severity of the delay, can cost you millions. Even just a few late deliveries can significantly hurt your reputation. Consistent delays at ports or trouble gathering raw materials can be detrimental not only to your customer relationships but your bottom line. Putting a risk management plan together for various disruption scenarios will reduce added costs on inventory and rushed delivery and keep production moving.
It’s possible, and all too common, to have too many supply chain partners. The more partners you have, the more complex managing the supply chain becomes – decisions have to be shared with more people, communication slows, data exchange becomes sloppier, mistakes are more likely to occur, and your supply chain management efforts become less productive. Keeping the supply chain lean, while maintaining resilience, is the best way to go. Working with fewer partners keeps everyone on the same page.
A company with silos is a company that does not communicate or exchange data internally – this is a huge problem. Companies that operate in silos are inefficient and prone to disruptions. In today’s supply chain environment, your company needs to be able to react quickly, efficiently and cohesively. Companies that take a networked approach to communication and data exchange see immediate improvements in transparency and operational efficiency.
Security is very important when it comes to the supply chain. Vendors are often responsible for overlooking security flaws that can lead to customer and supply chain information being leaked. Since there are so many touchpoints between companies in the supply chain, it is a vulnerable point for most companies. Businesses need to employ secure repositories for sensitive data, and have complete control over third-party entry points.
In 2015, the FAST Act required FMCSA to remove CSA (Compliance, Safety and Accountability) information from public view. It also mandated that FMCSA repair the CSA program so that scores can be used as a consistent, reliable safety measure.
The CSA scores have been controversial since FMCSA made the data available to the public. While some argued that the scores would improve highway safety, others were frustrated with the accuracy of the ratings. The Government Accountability Office criticized the scores, calling them unreliable.
The ATA was happy to see the mandate of CSA changes. “By ordering an evaluation and improvement of CSA, and removing flawed scores from the system, this bill [the FAST Act] is an important victory for data and accuracy in regulatory oversight,” said the ATA Executive Vice President, Dave Osiecki.
CSA, an FMCSA initiative, was introduced in December 2010 to improve the safety of commercial motor vehicles. As part of the initiative, FMCSA uses the Safety Measurement System (SMS) to assess compliance by analyzing safety data. The SMS organizes roadside inspection, crash, and investigation information into seven BASICs: unsafe driving, crash indicator, HOS compliance, vehicle maintenance, controlled substances/alcohol, hazardous materials compliance, and driver fitness.
The scores were removed last year, pending the required overhaul. According to FMCSA’s website, pursuant to the FAST Act of 2015, some information that was available on the website related to property carrier’s compliance and safety performance is no longer available for public display.
In July 2016, FMCSA outlined plans for a two-year program allowing certain nonpreventable crashes to be removed from motor carriers’ public and private safety profiles. Under the program, when a crash is determined nonpreventable, it would be removed.
Anthony Foxx, Transportation Secretary, believes it will take two years for the program’s scores to be reposted online.
In just 7 months, FMCSA has made huge progress towards fixing the CSA program.
The unsafe driving, driver fitness, HOS compliance, vehicle maintenance and controlled substances/alcohol aspects of the seven BASICs are already available to the public on an interim basis.
Motor freight carriers can view their complete CSA scores by logging in with their official DOT number so they can work to improve their compliance before the full scores go public.
FMCSA is already pushing to pass a new safety proposal, the safety fitness determination rule, before CSA information is even allowed to be made public.
FMCSA continues, month by month, to add more CSA information onto their website. Duane DeBruyne, FMCSA spokesman, said that except for a “couple more IT issues to work through,…all the most substantive changes” to the interim public display have been made.
CSA scores will be made public again one way or another. Whether you believe that’s good or bad, it appears FMCSA is fully supporting a quick return of this information to the public.
Despite the negative connotations of the terms ‘broker’ and ‘outsourced’, third-party logistics companies have gained popularity and are employed by nearly every industry in the U.S. How did this happen?
The Motor Carrier Act of 1980, which deregulated the trucking industry, allowed different types of businesses to fight for market share in transportation. Trucking companies bought warehouses, freight brokerage firms popped up, smaller carriers entered the industry more regularly –the structure of a traditional transportation company was shaken up and the industry was changed forever.
The 3PL as we know it today didn’t truly exist until after the 2000s tech explosion and the widespread availability of the internet. This opened up entirely new ways of managing transportation.
Now, 80% of Fortune 500 companies and 96% of Fortune 100 companies use 3PL services in some form or fashion. The widespread use of 3PLs makes it clear that companies are getting serious about transportation and logistics.
But why use a 3PL? Why not manage distribution in-house? And, why are 3PLs so popular?
There are two main reasons 3PLs have become so commonplace.
Logistics Companies Have Size and Scale
When shippers partner with a third-party logistics company, they gain the benefit of the 3PL’s leverage in freight rates. Since 3PLs have such vast freight networks, they can bundle a large number of shippers’ freight together to gain buying power. In addition to this, they can create more competitive bidding from carriers. 3PLs also scale up and down with shippers, meaning long-term partnerships are more viable and shippers still don’t have to worry about freight costs during times of uncertainty. Using a 3PL is like hitting the easy button.
3PLs Deploy Superior Technology
Transportation management systems (TMS) revolutionized the way freight is hauled. These systems made it much easier for 3PLs to consolidate freight, find backhauls, schedule complicated multi-modal shipments, build huge carrier networks, provide visibility into transportation, and much more. It is challenging and time-consuming for shippers to try any of this in-house. The visibility that TMS software provides is the foundation of optimization – there’s a limit to the amount of cost savings a shipper can achieve without proper visibility. TMS solutions, especially cloud-based software, not only provide fast ROI but ensure continuous improvement for as long as a shipper has access to it.
While still relatively new in the transportation industry, 3PLs, due to the value they provide, have carved out an important and permanent space in the movement of freight.
Last mile logistics refers to the movement of goods from a warehouse or distribution center to its final destination. To create customer loyalty, the last leg of transportation needs to be flawless.
The last mile of delivery, including returns, form a consumer’s shopping habits more than ever before. As a consumer, your primary concerns are delivery costs and schedules. 93% of shoppers have taken some type of action while shopping online to qualify for free shipping, and 58% of shoppers have abandoned their virtual shopping carts because shipping costs were higher than expected.
The last mile presents a unique set of challenges in the supply chain. The final delivery is increasingly difficult for retailers to manage. The last mile can account for up to 50% of the total logistics costs on a shipment and 28% of the total delivery cost.
Challenges to Last Mile
For retailers, control over the last mile gives you a competitive advantage. Some of the biggest problems with last mile delivery include facility location, delivery distance, time allotment and traffic.
Some retailers don’t have close proximity to their customers because their DCs aren’t located in highly populated areas. Without the right number of facilities in the right places, travel time increases.
Traffic is a factor, especially in more congested locations. Traffic should be accounted for on top of distance, because it could cause serious delays.
The promise of delivery made between the retailer and the buyer depend heavily on carrier capacity and driver availability. The last mile is especially challenging for carriers; it’s difficult to make deliveries on narrow roads in congested regions.
Delivery is compounded by practical issues and doesn’t always reach the consumer on the first try – an invalid address, residents who aren’t home and can’t sign off for package, and/or a lack of parking can result in consumer dissatisfaction.
The last thing consumers want is to have a product arrive late or damaged.
Solutions to Last Mile
A solution for creating a great last mile experience is to hire a 3PL provider to manage the logistics process. 3PLs offer communication, expertise, scale and technology that allows automation of shipments and billing.
Shippers discover the most success in last mile when they incorporate a transportation management system (TMS). A TMS works with e-commerce’s unique challenges; it uses your preferred carriers but also has a reliable back up network, chooses the best mode and route at the best price, and includes a monthly analysis so that shippers can determine how to better optimize their deliveries.
Shipment tracking through a TMS is a major advantage for last mile logistics. Understanding the delivery schedule, its route and any disruptions can ensure a great customer experience. 3PLs create time and cost related savings, which shippers can pass to their own customers.
Last mile retail shippers have to optimize their entire supply chain to find success in the last mile. Partnering with a 3PL prevents disruptions and encourages real-time communication so that you can deliver on-time, every time.
PLS Logistics Services (“PLS”), a leading provider of technology-enabled transportation management and freight brokerage services, has collected and donated denim to the Blue Jeans Go Green™ denim recycling program.
Employees recycled their old blue jeans, jackets, shorts and skirts, which will be turned into natural cotton fiber insulation. PLS collected 100 pairs of blue jeans over two weeks.
“We’re excited to participate with the Blue Jeans Go Green™ program. Our business is about sustainability and we are pleased to support this worthy cause,” said Greg Burns, President of PLS Logistics Services. “PLS employees have donated to the program, and are enthusiastic to provide transportation services at cost to participating firms involved in the program.”
Since 2006, the Cotton Incorporated Blue Jeans Go Green™ program has helped rebuild communities by providing hundreds of thousands of square feet of UltraTouch™ Denim Insulation to Habitat for Humanity affiliates around the country.
About PLS Logistics Services
PLS Logistics Services is a leading provider of logistics management, brokerage and technology services for shippers across all industries. PLS handles millions of loads annually across all major freight modes: flatbed, van, LTL, rail and barge, air and ocean. The PLS carrier network consists of over 20,000 trucking companies along with Class-1 railroads and major barge companies. PLS has been recognized as a top 25 freight brokerage firm. To learn more visit www.plslogistics.com.
About Cotton Incorporated
Cotton Incorporated, funded by U.S. cotton producers and importers of cotton and cotton textile products, conducts worldwide research and promotion activities to increase the demand for and profitability of cotton.
For more information about the Blue Jeans Go Green program and to learn how to get involved, please visit www.BlueJeansGoGreen.org.
Despite the rapid evolution of today’s supply chain and the proven cost-saving ability of a transportation management system (TMS), few shippers are using TMS software. In fact, only around 35% of shippers have a TMS.
Transportation management is gaining importance across all industries because of the wealth of opportunities available to reduce operating costs and improve service levels. Shippers who manually manage transportation are missing out on efficiency opportunities.
Why is Now the Time to Invest?
Every business is different and values certain technological investments over others. But due to several trends within the transportation industry, right now is the perfect time for shippers to successfully invest in and implement a TMS.
There are 3 main reasons why TMS investment makes sense in our current economic climate.
Transportation Costs are Low – For Now. The relatively low cost of diesel fuel, combined with mild demand for trailer space, have created good pricing conditions for shippers. Freight carriers have to drop prices to stay competitive, but this won’t last long. The price of oil is on the rise, and a driver shortage is continually on the horizon. Both of these trends will force freight rates to skyrocket. Invest in a TMS now while transportation isn’t inflating operating costs, and you’ll be prepared to find cost savings when transportation rates rise — giving you a competitive advantage over your competition.
Recent TMS Improvements. Cloud technology has completely changed the way businesses use and benefit from TMS software. With software-as-a-service (SaaS) TMS technology available, there is no upfront investment in the technology. Nobody needs to come and install the program. It’s available on the web, in a format where you simply pay for what you use, and there are never costly upgrades. These systems are easier to use than ever before, making ROI much faster and easier to achieve. The recent improvements to TMS technology mean that there’s less risk in investment, lower costs to operate and more benefits from the system itself.
Supply Chains are Changing Rapidly. Technology changes industries in fits and starts. While transportation has yet to be completely overhauled by technology, industries like video rental stores, which disappeared over night, have been permanently affected. Drone delivery, 3D printing, ecommerce and omni-channel fulfillment, self-driving vehicles, and rising consumer demands are all disruptive trends. Many industries face a future in which their distribution network will be entirely altered. Investing in a TMS now is important for the future. You’ll need a system in place to help manage transportation while it undergoes dramatic transformations.
The industry is in a sweet spot right now – a growing need for TMS technology coincides with a time of low costs and low risk investments, and all of it near the tipping point of rising costs and extreme supply chain innovations.
How to Get Started Looking for a TMS
Shopping for a TMS can be a daunting task. There are hundreds of options, and whether you are a small or large shipper, it can be difficult to determine which one best fits your needs. It’s one decision to invest in a TMS – it’s a whole other ball game trying to choose one.
To help guide your evaluation of different TMS software, there are 3 very important questions you can ask.
What’s Important to My Business? You first have to consider what your immediate business needs are in relation to transportation. You’ll want a TMS that can provide immediate ROI so that implementation is successful and the investment is not a huge burden on your business. But you’ll also have to think about long-term needs. Will you be operating in a new region, a new mode or with new freight? Is inbound and outbound visibility important? Will your business outgrow the TMS’s carrier capacity? All of these need to be considered in comparison to TMS features.
What’s the True Price of the System? Make sure to get line by line pricing from a TMS provider. Installation, training, reports and instant notifications could end up costing you 25-30% You’ll need to know the cost of operating a TMS long term, too. Are there charges for technical support or system upgrades? Does the TMS have the necessary billing capabilities? The cost to operate a TMS can easily end up being more than the original price of the software – getting detailed cost information is crucial.
Does the TMS support Systems Integration? A big benefit of a TMS is its ability to help provide a broad view of supply chain performance. If a TMS can’t integrate with your other internal systems, such as a WMS or ERP system, you’ll be missing out on this functionality. Visibility into transportation is necessary for enacting cost saving solutions, but end-to-end visibility in the supply chain is far more valuable. Will your company want to leverage big data? Transportation data is vital to using big data in the supply chain. Without TMS integration, you’ll be missing a crucial part of that visibility.
Deciding to implement and then choosing a TMS is a big undertaking for any business. However, by making the decision now to invest in a TMS, and closely researching your options, you can start saving money on transportation right away and be prepared for a future in which transportation is changed dramatically.
During the 1800s, businessmen didn’t have an efficient or quick way to ship goods between the Atlantic and Pacific coasts. The British proposed a canal through Nicaragua that was never built and the French attempted to build a canal through Panama but evacuated the project due to fatal diseases. Despite the unsuccessful attempts, Americans were undeterred. In 1914, the United States began to build a canal in Panama.
In 2006, the Panamanian government authorized the first major expansion of the Panama Canal since it opened in 1917. The expansion is set to be complete in 2016. (As of April 2016, the project was 98% completed). The expansion is expected to double the capacity of the canal.
The Panama Canal is an important link to global trade, accepting an estimated 5% of the world’s total cargo volume. It takes a ship about 8-10 hours to make its way through the canal. The canal serves over 140 maritime trade routes to over 80 countries. American ships use the canal the most, followed by China, Chile, Japan, Columbia and South Korea. Every vessel must pay a toll based on its size and cargo volume. Tolls for the largest ships can run as high as $450,000.
US Marine Transportation Infrastructure and Efficiency
The US freight transportation network includes almost one hundred sea ports. Sea port activity accounts for 26% of the US economy. They are vital to the American economy. They deliver goods to consumers, export cargo, and create jobs. 23 million people in the US are employed because of port cargo activity.
The United States has about 12,000 miles of inland waterways serving 38 states that are used for commercial transportation of goods. USACE maintains and regulates American waterways. The Panama Canal’s expansion will severely impact ports in Louisiana and Mobile Bay. Those ports handle large volumes of bulk commodities and the utilization of America’s water system could provide a cost-effective alternative to truck and rail transportation.
US ports handle most overseas goods traded between the US and major world economies. In 2011, the US Census Bureau data said that 99% of US overseas trade in tonnage was handled by US ports and 1% was transported by air. Today, a typical US cargo import will have traveled thousands of miles from its origin, switched transportation modes at least 3 times, and been briefly stored at a warehouse or distribution center before arriving at its final destination.
Lower transportation costs associated with the expansion of the canal could increase export volumes because of lower US-produced commodity costs. One study indicated that an all-water route between Northeast Asia and US Gulf ports served by larger vessels could result in a 13% cost reduction on transportation costs.
How the Expansion Affects US Ports
As one of the largest construction projects in the world, the expansion of the Panama Canal is expected to impact US ports and infrastructure.
It’s predicted that freight will shift to Gulf Coast ports, creating an opportunity for shippers to utilize the middle of the country, explore new transport options and open trade with other markets. Shippers might take advantage of cost-competitive transit, by moving on water instead of on land, with the ability to move more goods at a single time. Since the new canal can handle larger ships, it’s predicted that US ports will increase economies of scale for shippers and consignees, and reduce per-unit shipping costs.
A report by the US DOT and Maritime Administration advises that the extent of the effects of the Panama Canal expansion will depend on a number of factors, including: the capacity of individual US ports and their related infrastructure, the response of shipping companies to port and inland infrastructure capacity development, the adaptation of supply chain management methods that take advantage of scale economies, and the allocation of cost savings among domestic and foreign players.
As larger ships frequent the canal, there will be greater demands on port terminals. In order to achieve the cost savings made possible with larger ships, time spent in ports must be limited, and workers will have to handle more containers per vessel, per hour.
US ports aren’t the only ones facing operational changes. Rail will face operating challenges. Usually cargo, apart from petroleum and other bulk commodities, is imported in containers through seaports, then distributed by road and rail. With more volumes of shipments arriving, demand will increase for rail, specifically routes between ports and inland drop-off locations. According to the report, increased rail volume per ship would create sharper peaks in the demand profile increasing the potential delay for some intermodal cargo. Rail terminals may require more storage capacity to support larger volumes and higher demand, and need higher-capacity container handling equipment to efficiently dispatch larger trains.
Trucking will also feel the effects of the canal’s expansion. Trucking is the primary mode of transportation serving most markets close to ports. The cost of fuel, transloading, last mile services, regulations, and the environment will play a significant role in how the expansion project influences trucking. Port terminals will have to increase the amount of trucks they can handle by expanding physical facilities and speeding up processes. Trucks move an estimated 85% of shipping containers, and rail carry the remainder.
Meeting the Challenge: Port of Houston
The Panama Canal connects Houston to prominent global regions like Central and South America and Asia. An estimated quarter of the port’s container business comes from Asia and it’s expected to grow 5-6% in the next few years.
The Port of Houston has undergone its own expansion project in anticipation of more volume at its location. The Port of Houston has been renovated to accommodate bigger ships – it’s expanded loading docks to add more containers and installed new cranes to load and unload cargo from ships.
Some of the largest US ports, by tonnage, are located on the Gulf Coast. Houston is one of the 10 fastest growing ports for both imports and exports in the US. Houston ranks 2nd in the US in total tonnage.
US ports have a reason to expand and renovate. An Informa Economics study predicts that the US transportation network will have to evolve. The ability to unload larger ships will increase the need for distribution centers and warehouses in the eastern US. The new distribution centers will permit ocean carriers to add more ports to call. The flow of traffic into, out of and through the United States will be altered. Port operations, which are already inefficient, will need to make dramatic changes to handle the influx of freight.
PLS Logistics Services Recognized as a Great Supply Chain Partner in Annual Poll
PLS IS NAMED ON SUPPLYCHAINBRAIN’S 2016 LIST OF 100 GREAT SUPPLY CHAIN PARTNERS
Cranberry Township, PA – July 1, 2016
PLS Logistics Services (“PLS”), a leading provider of technology-enabled transportation management and freight brokerage services, has been named to SupplyChainBrain’s annual list of 100 Great Supply Chain Partners.
“Each year, our list of 100 Great Supply Chain Partners features a select group of companies whose customers recognize them for providing outstanding solutions and services,” said Brad Berger, Publisher of SupplyChainBrain. This year, Berger continues, “we received literally hundreds of nominations from solutions providers in every aspect of supply chain management.”
The list is compiled through an online poll, where the publication asks supply chain professionals to nominate vendors and service providers whose solutions have made an impact of their company’s efficiency, customer service and overall supply chain performance.
Greg Burns, CEO and President of PLS Logistics Services, acknowledged the achievement by saying, “Our success wouldn’t be possible without the support and feedback of our valued customers and carrier partners. We work hard to provide ongoing value to our customers through innovative transportation management, brokerage and technology solutions.”
PLS will appear in the 2016 July/August issue of SupplyChainBrain magazine as a celebrated member of this year’s 100 Greatest Supply Chain Partners.
PLS Logistics Services is a leading provider of logistics management, brokerage and technology services for shippers across all industries. PLS handles millions of loads annually across all major freight modes: flatbed, van, LTL, rail and barge, air and ocean. The PLS carrier network consists of over 45,000 trucking companies along with Class-1 railroads and major barge companies. To learn more visit www.plslogistics.com.
SupplyChainBrain, the world’s most comprehensive supply chain management information resource, is accessed year round through a wide range of ever evolving multi-media formats by hundreds of thousands of senior level industry executives. In addition to addressing the fundamental principles of supply-chain management, SupplyChainBrain identifies emerging trends, technologies and best practices, forward thinking ideas and cutting-edge solutions ~ and continues to write and report about these as they evolve and mature.