2026第三方物流研究：变革供应链：利用技术与关系实现成功

Transforming the Supply Chain:Leveraging Technology andRelationships for SuccessResults and findings of the 30th Annual Study 2026 Third-Party Logistics Study Content 3Executive Summary Contemporary Issues Executive Summary Current State of the 3PL MarketExecutive Summary the continuation of positive, strategic relationships between shippersand third-party logistics (3PL) providers that benefit both parties. Mostshippers (88%) agree that their relationships with logistics serviceproviders are successful. Historically, 3PLs typically respond morefavorably. This year, 100% of 3PLs agree that their relationships aresuccessful.Today’s partnerships are built on performance. Shippers increasinglyof shippers reporting increased outsourcing dropped to 81%, downfrom 87% last year. Similarly, 69% of 3PLs say shippers are increasingtheir use of outsourced logistics, down from 85%. Both shippersand 3PLs report a continued trend toward partner consolidation,suggesting prior optimization efforts are maturing.Technology continues to be a critical component of the servicesand value 3PLs provide. More shippers expect real-time visibility, data-driven insights and agility, and 3PLs are responding withtechnology that can drive operational performance. Top technologyneeds that both groups identify include advanced analytics andnetwork optimization. turn to 3PLs not just for logistics services but for their ability toprovide adaptability, innovation and resilience in a volatile operatingenvironment. Among respondents, 88% of shippers say their 3PLpartners can solve their specific needs and challenges, and 95% of3PLs say they bring innovation to their customers.Shippers say their relationships drive results, with 81% reporting that3PLs help improve customer service. Additionally, 75% say 3PLs help reduce costs and 69% say 3PLs provide new and innovative ways toimprove logistics effectiveness. Shipper and 3PL Relationships:Executive Summary From Transactional to Strategic their logistics partners are seeking strategic partnerships that drivelong-term value while fostering innovation and improving resilience.Several factors are influencing the shift toward these deeperwhich 56% of 3PLs and 63% of shippers cite. 3PLs note gain-sharingagreements more frequently than shippers.Several attributes serve as hallmarks of strategic shipper-3PL collaborations. For shippers, key motivators include supply chaindisruptions and complexity, cost optimization opportunities, and digitaltransformation and technology integration priorities. On the 3PL side,the drivers include the demand for end-to-end visibility, customizationand value-add services, and cost optimization.Transitioning from transactional relationships to truly strategicrelationships, including co-investment opportunities. Coordination onoperational improvements is the most common form of collaboration,which 65% of shippers and 62% of 3PLs cite. In contrast, just 35% ofshippers but 62% of 3PLs cite warehouse automation and robotics.Additionally, 46% of 3PLs indicate involvement with human capitalengagements, compared to 6% of shippers. The discrepancies inthese percentages are likely due to 3PL respondents having greater involvement with operational and labor resources.More generally, research into this special topic suggests partnerships requires time, trust, joint investment and alignment onshared goals. Strategic partnerships often involve formal mechanismsto support long-term collaboration. However, the research shows thatshippers and their logistics partners aren’t always aligned on whatthose mechanisms should be. Additionally, they are less engaged instrategic mechanisms aimed at fostering long-term collaboration thanmight be expected.Notably, a higher percentage of 3PLs (94%) cite the use of quarterlybusiness reviews compared to shippers (68%). Both groups showmany 3PL-customer relationships that are described in termssuch as partnerships and “win-win” are not as strategic as maybe intended. Strategic Partnerships AssessmentsExecutive Summary Between Shippers and 3PLs transactional to more strategic. As these partnerships mature, theway both parties assess the effectiveness of their collaboration is alsochanging. Regular evaluations not only help track performance butalso reinforce shared goals, uncover opportunities for improvementand strengthen mutual alignment.Contracts serve as the foundation for many of these relationships,the end of a contract. This suggests a growing preference for long-term relationships when service expectations are met. In fact, 85%of shippers and 94% of 3PLs say their longest-standing partnershiphas lasted more than five years, which is an indicator of stability andstrategic alignment.Key performance indicators (KPIs) continue to be critical in assessing outlining expectations, aligning objectives and defining how successwill be measured. SLAs remain the most widely used contractualtool, with 90% of shippers and 78% of 3PLs saying