How Logistics Leaders Are Reclaiming Control of the Supply Chain

By Maria Kalamatas | April 3, 2025 | The Logistic News

For many logistics managers, the daily grind feels like a relentless battle against disruption—from irate customers to delayed shipments, the job often centers on solving problems in real time. But as global supply chains grow more volatile and complex, industry leaders are stepping back from the chaos and shifting focus to strategic control through data, technology, and talent.

“The job is still about getting the product where it needs to be,” said Mike Reiss, managing director of supply chain at EY. “But now it’s also about anticipating fires before they ignite.”

In this evolving environment, logistics professionals are rethinking operations to ensure resilience and agility. Here are four key strategies helping them regain command and keep cargo flowing in turbulent times.

1. Tracking the Freight Market in Real Time

In a post-pandemic world, market stability is the exception, not the rule. Supply chain leaders must now track freight trends with the same rigor financial managers track cash flow.

“Conditions change by the week,” said Bryan Gross, principal of operations transformation at PwC. “You can’t rely on what worked last quarter.”

At Geodis Americas, Senior VP Doug Frank says the company closely monitors freight capacity and pricing shifts, sharing insights with shippers through monthly updates. This helps clients anticipate cost hikes—especially when spot market rates swing in response to capacity gluts or shortfalls.

Some shippers are getting more tactical, blending spot and contract freight strategies. “There’s much more discipline now,” Reiss noted, with many shippers keeping a portion of freight off-contract to capitalize on falling rates—particularly in dry van markets, where spot prices have declined steadily since January.

Contract flexibility is also on the rise. Rather than waiting for annual renewal cycles, logistics teams now review agreements three to six months ahead to plan for upcoming market changes.

2. Accelerating Network and Route Optimization

While network redesigns were once a five-year exercise, the pace of today’s market requires semi-annual assessments.

“Global trade trends now move faster than our infrastructure planning cycles,” said Reiss. “Optimization needs to be constant.”

Tools like digital twins are empowering logistics teams to simulate supply chain scenarios, enabling faster and more effective decision-making. The goal isn’t just efficiency—it’s resilience.

Depending on market conditions, freight may shift from parcel to LTL, or from LTL to full truckload, based on load density and pricing trends. Cross-docking or modal shifts to rail are also being explored more aggressively to reduce handling and costs.

But flexibility is non-negotiable. “These last few years have taught us that even the best plans tend to fail,” said Paolo Nibioli, VP of supply chain at MacDermid Enthone Industrial Solutions. “Plan B must be part of Plan A.”

3. Moving Beyond Visibility to Predictive Intelligence

Real-time shipment tracking has become table stakes—but it’s not enough. “Reactive visibility is useful,” said Gross, “but it offers limited long-term value.”

The next frontier is predictive logistics. By analyzing historical movement patterns and cost data, companies can forecast likely bottlenecks, weather-related delays, or warehouse congestion—before they occur.

“Being proactive is critical,” added Frank. “But it’s a lot easier said than done.”

Still, the investment pays off. Predictive tools enable logistics managers to mitigate disruptions before they cascade through the network—transforming supply chains from vulnerable to vigilant.

4. Reframing the Role of the Logistics Manager

Ultimately, the shift underway is about redefining logistics leadership. The role is no longer about fighting fires alone—it’s about building systems that prevent them altogether.

Today’s logistics manager is part strategist, part technologist, and part analyst. They must balance day-to-day execution with long-term planning, using real-time data, automated systems, and flexible contracts to stay ahead.

The transformation is ongoing, but the message is clear: in an era defined by volatility, control isn’t about reacting faster—it’s about anticipating smarter.

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