28 American Journal of Transportation American Journal of Transportation ajot.com does not only focus on the ones they create with their external partners. Just as important are the relationships each team member has with each other and towards the industry. Speak to just a few employees, and it is clear: these team members really do love CARU, containers, and the industry they work in. Tim Tebeau, National Account Manager, states, “Job satisfaction and team synergy is a major ingredient to our success. We understand that an average idea with full team support behind it will net us more success than an idea only 1 person thinks is amaz- ing but does not have buy-in from the rest of the team.” Investing in People as Infrastructure CARU’s leadership views employee well-being not as a benefit, but as a pre- requisite for performance. Programs ranging from fully funded healthy meals to gym memberships, mental health stipends, and professional development coaching are positioned as foundational investments. The rationale is straightforward: a supported workforce is better equipped to support customers and suppliers. In an industry where service quality can hinge on responsiveness and trust, that internal focus becomes an exter- nal differentiator. Sustainability as Strategy Beyond growth and workforce innovation, CARU is also leaning into sustainability- an increasingly central issue for global logistics. The ship- ping industry is estimated to account for roughly 3 percent of global emis- sions, placing pressure on all partic- ipants in the supply chain to reduce environmental impact. For CARU, sustainability is embed- (LIMITS – continued from page 22) appointment for pickup and delivery, the faster we can select the ideal car- rier for their shipment.” Albrecht adds that customers can also see up to a 35% increase in shipments picked up on time, improving warehouse and loading dock throughput, minimizing fines AI to make recommendations while humans finalize decisions, and only 10% trust AI to make fully indepen- dent supply chain decisions. The Bottom Line AI adoption is strongest in areas tied to inventory planning, forecast- ing, replenishment, allocation, and broader supply chain coordination, says Forsius, and the report find- ings show 47% of organizations are already using or planning AI-driven inventory and supply optimization initiatives. “These are high-frequency decisions that directly impact prod- uct availability, working capital, and operational efficiency, making them some of the most valuable and mea- surable applications for AI.” The clearest financial impact of AI comes from improving the precision of core supply chain planning decisions, according to Forsius. “Rather than trying to automate everything, the most strategic companies are focusing on areas where incremental improvements can drive meaningful gains in efficiency, availability, and profitability.” Forsius continues, “Inventory is one of the clearest examples. Tradition- ally, many companies relied on excess inventory as a buffer against uncertainty. Now, AI is helping organizations align supply more closely with actual demand so they can improve availability without carrying unnecessary stock. That lowers working capital requirements, reduces waste and markdown risk, and improves margins at the same time.” Forsius concludes that even small improvements in forecast accuracy, replenishment, or allocation can scale quickly across thousands of products and locations, creating measurable gains in availability, efficiency, and inventory performance. (EMBRACE – continued from page 26) (LEVERAGING – continued from page 26) Platform Science first to achieve Canadian ELD certification on Daimler Truck’s North American platform Platform Science, a leading con- nected vehicle platform, announced the expansion of its Canadian electronic logging device (ELD) certification on Daimler Truck North America’s (DTNA) factory-installed Common Telematics Platform 2 (CTP2), making Platform Science the first to achieve this milestone. Built on Platform Sci- ence’s Virtual Vehicle® platform, this expanded ELD certification enables fleets operating Freightliner and West- ern Star vehicles equipped with CTP2 to run a single, integrated compliance solution across the US & Canada, unlocking seamless cross-border oper- ations with no aftermarket ELD gate- way hardware required. CTP2 is DTNA’s factory-in- stalled hardware platform enabling telematics providers to access vehicle data directly from the truck installed in the Fourth Generation Freightliner Cascadia, Freightliner Plus series, and the Western Star X-Series.Fleets operating DTNA trucks with a CTP2 can now use Platform Science’s ELD natively, simplifying compliance for Canadian and cross-border operations. This certification marks a pivotal advancement in compliance technol- ogy for Canadian and cross-border fleets operating DTNA vehicles. “Our Canadian certification on the CTP2 represents a new standard for how compliance technology can be delivered to fleets,” said Darrin Dem- chuk, SVP of Product - Fleet North America, Platform Science. “With cer- tification now extended from the US to Canada, we’re giving carriers a fully integrated, factory-supported ELD solution that meets rigorous third-party standards right out of the box.” The Canadian Electronic Logging Device (ELD) mandate requires fed- erally regulated commercial carriers to use certified ELDs to track Hours of Service (HOS), replacing paper logs and improving safety. Canadian ELDs must be independently tested and cer- tified by a third-party body accredited by the Minister of Transport. Each device must pass hundreds of test cases and submit to annual retesting to maintain its certified status; a pro- cess designed to protect carriers from falsified ELDs and ensure indepen- dent verification of compliance. Platform Science’s Virtual Vehi- cle® platform unlocks vehicle data and enables fleets to deploy compli- ance, telematics, and driver appli- cations through a single, unified system. By eliminating fragmented point solutions, fleets can simplify operations today and adapt quickly to industry requirements. US 3PL market hits $323 billion in 2025 The U.S. Third-Party Logistics market grew 5.0% in gross revenue to $323.4 billion in 2025 — a signif- icant acceleration from 2.8% growth in 2024. Net revenue rose 5.1% to $138 billion.International Transpor- tation Management led the way at 7.7% gross revenue growth, driven by tariff-related front-loading of imports and ongoing Red Sea disruptions that rerouted container traffic around the Cape of Good Hope. ITM net revenue surged 11% to $30.4 billion, the stron- gest segment performance by far. Domestic Transportation Man- agement, the largest segment at $128.3 billion, grew 4.5% as the freight market showed early signs of recovery. Spot rates and tender rejec- tions are rising, and carrier capacity has contracted as smaller operators exit the market. Stricter FMCSA Drug and Alcohol Clearinghouse enforcement is limiting new capacity from re-entering, which means — unlike previous cycles — the capac- ity rebound will be slower. That’s a structural positive for 3PLs heading into 2026.Value-Added Warehousing & Distribution remains the steadi- est performer with a 4% CAGR through the downturn, buoyed by tar- iff-driven inventory builds, nearshor- ing demand, and growing investment in warehouse automation. Compa- nies continue to hold more safety stock as supply chain resilience takes priority over just-in-time efficiency. Dedicated Contract Carriage grew 1.6% to $32.0 billion. Unlike the other segments, DCC continued to grow through the freight recession — its long-term contracts and dedi- cated assets make it far “stickier” than spot-market-reliant services. Shippers locked in capacity after the turbulence of 2021–2022, and DCC providers benefited from their ability to attract drivers through wage increases and invest in equipment. ded in its core business model. The company focuses heavily on extend- ing the lifecycle of containers through resale, repair, and repurposing. According to a company repre- sentative, “Approximately 95 per- cent of our container sales consist of second-hand units, which we repair, repurpose for various uses, including storage, construction, and housing, further extending their lifespan and reducing waste.” This circular approach not only reduces emissions tied to new man- ufacturing but also aligns with the growing demand for adaptable, cost-effective infrastructure solutions. “Growth is always important,” Goldman states, “but we do our best to make sure we are growing with the environment, not in spite of it.” Looking Ahead With expectations that 2026 vol- umes will surpass those of 2025, CARU is positioned to continue its upward trajectory, though not with- out navigating the same uncertainties affecting the broader market. Head of Sales Lindsay Thur- ston noted, “We are thankful to have achieved the growth we have thus far, but we see this as only the beginning. We have invested heavily in building out our teams with top-quality people to keep propelling our growth. We expect 2026 volumes to discernibly outperform 2025’s.” In an industry often defined by scale and standardization, CARU’s rise suggests that differentiation, whether through talent strategy, cus- tomer relationships, or operational philosophy, can still carve out mean- ingful advantage. The company’s challenge now will be sustaining that edge as both its footprint and the global market continue to evolve. for arriving outside the appointment window, reducing downstream delays and rescheduling, and enabling more accurate inventory planning. The NTT report shows improv- ing operational efficiency and deci- sion-making can help drive ROI for AI, and 37% of 3PLs expect strong ROI from AI through service level improvements. The AI Advantage 3PLs deploying AI solutions are gaining a competitive advantage, accord- ing to the NTT study. “The majority of shippers say 3PLs’ use of AI would influence their choice of a 3PL part- ner and that they would be very likely (13%), likely (29%) or somewhat likely (32%) to switch 3PL providers based on their AI capabilities.” AI is being seen as a must-have competitive advantage for 3PLs, but Albrecht from C.H. Robinson warns, “Access to AI itself is not a differenti- ator. Anyone can say they’re using AI. What matters is how it’s engineered then operationalized and scaled. At that engi- neering stage, one of the biggest com- petitive advantages with AI comes from the data and context that powers it.” “It starts with data,” Gray from NFI agrees. “Before AI can drive meaningful and actionable results, you need a foundation of accurate information. Without it, you risk unre- liable outputs and the insights pro- duced cannot be trusted.” The NTT report confirms that accu- rate data can improve a 3PL’s ability to plan and secure capacity, optimize routes, plan and schedule labor, and maximize warehouse operations. “The context that AI needs comes from institutional knowledge and tribal knowledge — literally what’s in people’s heads from decades of expe- rience,” Albrecht adds. “Our expert logisticians teach our AI agents what’s necessary to serve each customer. You can’t just buy that or get it from some off-the-shelf product.” Gray concludes, “Simply having AI embedded in your workflows is no longer a differentiator — the compet- itive advantage now lies in knowing how to harness AI effectively across every facet of your operations. AI is not a trend we are chasing — it is a fundamental shift in how supply chain and logistics operations will be run.”
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