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 and 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 moreof 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, and 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 technology 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% ofneeds that both groups identify include advanced analytics andnetwork optimization. reduce costs and 69% say 3PLs provide new and innovative ways toimprove logistics effectiveness. Shipper and 3PL Relationships:Executive Summary From Transactional to Strategic which 56% of 3PLs and 63% of shippers cite. 3PLs note gain-sharingagreements more frequently than shippers. their logistics partners are seeking strategic partnerships that drivelong-term value while fostering innovation and improving resilience. collaborations. For shippers, key motivators include supply chaindisruptions and complexity, cost optimization opportunities, and digitaltransformation and technology integration priorities. On the 3PL side,relationships, 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% of shippers but 62% of 3PLs cite warehouse automation and robotics.Additionally, 46% of 3PLs indicate involvement with human capital 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 whatinvolvement with operational and labor resources.More generally, research into this special topic suggestsmany 3PL-customer relationships that are described in terms such 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 butthe 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 partnership has lasted more than five years, which is an indicator of stability and 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 they use them.3PLs (72%) list continuous improvement targets as the second mostcommon contract element they leverage, versus 52% of shippers,short-term operational results and long-term strategic fit. Amongshipper respondents, the top KPIs used in partnership evaluations areon-time delivery and cost — both essential to maintaining efficientsupply chains. a decline in profitability, according to 56% of 3PL respondents. Otherreasons include organizational changes, services being brought in-house and misaligned strategies. contract extensions. Emerging TechnologiesExecutive Summary in the Supply Chain logistics landscape. It fundamentally changes how 3PLs operate andthe capabilities shippers expect from their providers. As shippers’expectations increase, IT systems and technical expertise are anof 3PLs reporting that they use advanced analytics.Artificial intelligence (AI) and machine learning (ML) are also gaining prominence for their ability to enable better use of data across thesupply chain. In this year’s study, 67% of shippers and 73% of 3PLs saythey leverage AI and ML solutions. Network optimization is another areawhere technology is having an impact, with 90% of shippers and 69% of relatively high percentages and usage rates respondents report mayreflect aspiration more than reality. While both shippers and 3PLs areclearly engaging with emerging technologies, their current adoptiondoes not yet appear to be at an “advanced” level. More likely, u