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Page 3This Transport Topics 100 PDF is sponsored by National Retail Systems, Inc.
P ublishing a list of the largest logistics companies inNorth America has been an eye-opening experi-ence for me and, I think, for most readers ofTRANSPORT TOPICS. Though some long-familiarnames are on the list, such as UPS and FedEx,
many logistics companies were not even in existence 25years ago, when Congress passed the industry-changingMotor Carrier Act of 1980 and ushered in the highly com-petitive and technically advanced freight transportation sys-tem that we have today.
It’s not an exaggeration to say that many ofthings that have changed about freight trans-portation — rate competition, industry con-solidation and intermodalism — in largemeasure are because of the influence ofthird-party logistics companies on the waygoods are transported.
Logistics companies, in a real sense, havereplaced corporate traffic managers, as ship-pers look for expertise to manage their rela-tionships with motor carriers.
To understand this metamorphosis, there’sno better place to start than the TRANSPORTTOPICS Logistics 50.
The definition of logistics, very simply andbroadly, is the procurement of transportationservices for shippers. It is performed by anarray of companies, some asset-based andsome nonasset-based, that fall into four general categories:Freight brokerage firms, freight forwarders, dedicated con-tract carriers and warehousing firms.
When we published the first TT Logistics 50 list in 2002,industry researcher Richard Armstrong estimated the size ofthe logistics market to be about $60.8 billion in annual grossrevenue. In 2005, revenue topped more than $100 billion.
One of the main drivers of growth in spending on logistics
services is the continuing global expansion of commerce.Vicki O’Meara, president of U.S. Supply Chain Solutions at
Ryder System, speaking at a logistics conference in Atlanta inJune, said manufacturers are turning to logistics experts tohelp justify the enormous investments they are makingabroad, a trend that is unlikely to change despite the risingcost of fuel.
Ben Gordon, a consultant who specializes in valuation oflogistics companies, said $120 billion in private equity is onthe sidelines waiting to buy logistics companies. They are
attracted to the high rate of growth and therelatively small share of business capturedby even the largest logistics serviceproviders.
“High growth and a fragmented industryis a great environment for mergers andacquisitions,” he said.
Many of those transactions involve com-panies listed on the TT Logistics 50, creat-ing logistics enterprises with deep expert-ise and worldwide reach.
In each list we publish — including theTop 100 For-Hire Carriers and Top 100Private Carriers — the objective is to pro-vide the reader with more than names andnumbers.
For each company on the TT Logistics 50,for instance, we provide pertinent informa-
tion about ownership and management as well as industryexpertise, names of key customers and a detailed descriptionof services.
This year we also have compiled four new Top 25 lists, pro-viding the only authoritative ranking of the largest freight for-warders, freight brokers, dedicated contract carriers andwarehousing firms in North America.
Explore the list; I think you’ll find it as interesting as I did.
A Word From the Publisher
Howard S. Abramson
4 TRANSPORT TOPICS Logistics 50UPS Supply Chain Solutions put some distance betweenitself and its closest rival, DHL Exel Supply Chain, in thelatest ranking of the largest third-party logistics compa-nies in North America.
13 Top 25 Freight ForwardersDHL Global Forwarding leads a group of European,Asian and American companies.
14 Top 25 Warehousing FirmsDHL Exel Supply Chain is the largest commercial ware-house operator by a huge margin.
18 Top 25 Dedicated Contract CarriersJ.B. Hunt Dedicated Contract Services tops the list ofcompanies that provide exclusive use of tractors, trucksand trailers.
20 Top 25 Freight Brokerage FirmsC.H. Robinson Worldwide extended its dominance in thefreight brokerage business in North America.
AcknowledgmentsAnd Sources
The 2006 TRANSPORT TOPICS Logistics 50 is a special project of TTPublishing Group that lists the largest logistics companies in NorthAmerica.
Logistics is defined as transportation services procured for ship-pers and includes dedicated contract carriage, warehousing anddistribution, freight forwarding and freight brokerage services.
Companies are ranked on the basis of net revenue, which isdefined as total or gross revenue minus the cost of purchasedtransportation.
Data came from public sources or directly from company man-agement. In some cases, estimates were used to calculate netrevenue.
Senior Features Writer Daniel P. Bearth was the project coordi-nator, with assistance from editorial intern Reggie Sarpong.
Additional data assistance was provided by Richard Armstrongof Armstrong & Associates in Stoughton, Wis.; Ben Gordon of BGStrategic Advisors in Boston; and the TransportationIntermediaries Association in Alexandria, Va.
Design is by Patrick Donlon, assistant director of art andproduction.
CONTENTS
By Daniel P. BearthSenior Features Writer
Expanding global trade, advances in tech-nology and continuing pressure to reducetransportation costs against rising fuel
prices and tight capacity are driving growth andconsolidation among freight carriers in NorthAmerica.
These forces are literally remaking the freightworld, as companies try to link truck, rail, air andocean transportation with warehousing and dis-tribution activities to create a more efficient andintegrated supply chain for shippers, industryexecutives and logistics experts have said.
Parcel carriers, in particular, have used theirsize and technical capabilities to bolster theirposition as global transportation serviceproviders, and now are adding less-than-truck-load freight hauling, dedicated contract carriage,warehousing and freight-forwarding activities toextend their dominance in freight transportationboth here and abroad.
UPS and FedEx Corp., which rank No. 1 andNo. 2 on the TRANSPORT TOPICS 100 list of thelargest for-hire carriers in the United States andCanada, earn a similar distinction on the first-ever listing of the largest truck, rail, air and oceancarriers in North America. (See complete list onp. 11.)
“The goal posts have moved,” said JonRoutledge, vice president of international salesfor DHL Americas in Plantation, Fla.“Companies are looking to buy global trans-portation services.”
DHL, which seeks to challenge UPS andFedEx in the parcel distribution business inNorth America, enhanced its capabilities withthe purchase of logistics provider Exel PLC inDecember. The combined entity, called DHLExel Supply Chain, ranks No. 8 on the list of thelargest freight transportation companies in theUnited States and Canada and No. 2 on theTRANSPORT TOPICS Logistics 50 list.
Trucking companies dominate the list of largestfreight carriers, but also listed are seven rail-roads, five ocean freight carriers, four air freightcarriers and two inland barge operators.
As top companies, such as UPS and DHL,position themselves as one-stop shops for trans-portation services, smaller firms are movingquickly to acquire a broader array of freight serv-ices, or to specialize in niche markets.
Freight forwarder UTi Worldwide, for exam-ple, undertook a program called Next Leap toprovide a suite of supply-chain services throughthe acquisition of warehouse operator StandardCorp., trucking and freight brokerage firmMarket Transport Services and technology firmConcentric Inc.
Likewise, warehouse specialist Ozburn-HesseyLogistics agreed to purchase freight forwarderand customs broker Barthco International, soft-ware provider Freightek Inc. and freight broker-
age firm Turbo Logistics. Theacquisitions, said ChiefExecutive Officer ScottMcWilliams, “allow us to offer abroader range of services and toattract and keep great clients.”
Jacobson Companies, a ware-housing and trucking companybased in Des Moines, Iowa,added contract packagingexpertise with the purchase ofWilpak Inc. in May and expand-ed its food industry distributioncapabilities with the acquisitionof Arthur Wells Group of St.Louis in July. These acquisitionswere the third and fourth sinceJacobson itself was acquired bythe investment firm NorwestEquity Partners in 2004.
“Part of our core investmentstrategy,” said Erik Torgerson,an NEP partner and member ofthe Jacobson board of directors,“was to increase [Jacobson’s]customer base, expand its geo-graphic footprint and diversifyits industry focus.”
Richard Armstrong, publisherof Who’s Who in Logistics:Armstrong’s Guide to GlobalSupply Chain Management,said the availability of privateinvestment capital has triggeredmore merger and acquisitionactivity among third-party logis-tics companies and has raisedquestions about whether biggeris better.
“In the dog-eat-dog world ofthird-party logistics, successful3PLs have to produce both highprofits and high growth,”Armstrong said. “Too often,these goals are at odds. Fastgrowth, especially throughacquisitions, can hurt profits.Focusing on profits can meanavoiding the risk of growingnew markets and services.”
At a recent conference inAtlanta organized by London-based Eyefortransport.com,logistics executives and shipperrepresentatives made it clearmergers among logistics com-panies can disrupt customerrelationships and force unwant-ed changes in personnel andprocedures.
“I’m not a big fan of consolidation because itshakes up everything,” said Gene Klein, a supplychain operations manager for food-serviceprovider Sysco Corp.
Chris Berger, senior director of logistics for
Alberto-Culver, said outsourcing logistics can beof value if it helps make operations more effi-cient and the parties work cooperatively to com-bat cost increases.
“What we’re looking for from a 3PL is to getahead of issues, like radio frequency identifica-
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tion technology,” Berger said.Bringing on a 3PL “just to leverage one against
another on price is contentious and not a goodthing,” he said.
For all freight carriers operating in NorthAmerica, there is a new reality: Outsourcing ofmanufacturing to China and other low-costcountries and, to a lesser extent, rising sales ofU.S. and Canadian products overseas, haveincreased the cost and complexity of transporta-tion. It puts enormous pressure on highways,railroads and waterway infrastructure to handlethe increased flow of bulk commodities and con-sumer goods.
“The U.S. economy has been transformed byunprecedented growth in containerizedimports,” said John Bowe, president of theAmericas region for ocean carrier APL and APLLogistics. Bowe spoke at a symposium on inno-vations in transportation at the MassachusettsInstitute of Technology in May.
Bowe said U.S. imports from Asia will grow byabout 30% in the next three years, but portsaren’t improving productivity fast enough tokeep pace and railroads aren’t adding enoughtrack, equipment or terminal capacity to handlethe load. “If we don’t fix this,” he said, “supplychains will bog down, consumer prices will go upand the economy will suffer.”
The influx of cargo containers promises to alterfreight patterns for ocean, rail and truck lines.
APM Terminals North America, a unit ofDanish ocean freight carrier A.P. Moller-MaerskGroup, for example, is building a huge new con-tainer terminal on the Elizabeth River inPortsmouth, Va. The privately owned terminal,expected to open in 2007 at a cost of $500 mil-lion, will accommodate a new class of super-sizedcontainer ships with capacity to carry between8,000 and 10,000 20-foot-equivalent units, orTEUs. Most existing containerships carrybetween 4,000 and 6,000 TEUs.
Port officials estimate that an 8,000-TEUcapacity vessel would generate about 3,500 trucktrips a day.
With the prospect of thousands more contain-
ers coming off mega-containerships in theHampton Roads region, Norfolk Southern Corp.is spending $251 million to upgrade a rail line toaccommodate the movement of double-stackedcontainers on flatcars from Virginia to theMidwest. The project involves raising the heightof 26 bridges and tunnels and new intermodalterminals in Prichard, W.Va., and Columbus,Ohio.
Meanwhile, companies such as BridgeTerminal Transport, a Maersk subsidiary basedin Richmond, Va., are ramping up to haul con-tainers from the ports to other nearby rail termi-nals and distribution centers.
John Reeve, president of Reeve & Associates inYarmouthport, Mass., and an expert on marinelogistics, said ocean freight carriers, such asMaersk, are using the larger containerships todrive down costs. The largest expense for oceanfreight carriers is loading and unloading ships, hesaid.
One-third of the $175 billion spent on oceanfreight shipping worldwide is spent to get goodsto and from North America, he said.
Vicki O’Meara, president of U.S. Supply ChainSolutions at Ryder System, said manufacturersare making a critical assumption that thereduced cost of labor and materials overseas isgreater than the increase in supply-chain costsand they are turning to logistics experts to “provetheir assumptions are correct.”
That proof becomes more difficult in an envi-ronment where infrastructure is “woefully inade-quate,” crude oil is trading at more than $75 abarrel and drivers seem to be permanently inshort supply.
“Transportation is the main driver of costs,”O’Meara said.
One of the keys to mitigating rising transporta-tion costs is to convince shippers to share keydata on material flows and inventories that sup-port manufacturing and sales. A recent survey ofshippers by Ryder, however, found that onlyabout 10% of manufacturers are comfortablesharing critical production data with 3PL logis-tics partners.
“It takes a significant degree of faith,” O’Mearasaid, “but when you [collaborate], the cost sav-ings can be enormous.”
The growth of imports and exports has raisedthe profile of international air and ocean freightforwarders and other nonasset-based logisticsfirms that can combine shipments from manysources to get better use out of available freight-hauling capacity.
“A lot of shippers no longer determine howfreight gets somewhere; they turn it over to athird party,” said Ray Mundy, director of theCenter for Transportation Studies at theUniversity of Missouri in St. Louis. “A forwarderis able to use information technology to organizesmaller parcels to do it most efficiently.”
Mundy said he sees a lot of smaller carriers andsolo truck operators “going by the wayside,”unless they are affiliated with larger companies,such as truckload carrier Landstar System andair freight specialist Forward Air Corp., whichcan provide technology and services that helptruck operators to reduce costs or secure freight.
Package carriers, because of their large volumeand daily contact with customers, have provenadept at using technology to marshal freightthrough existing air and ground distribution net-works, creating high-density freight routes thatare very efficient, said Steve Simonson, a princi-pal at the supply-chain consulting firm TompkinsAssociates.
“They are winning business every day,” he said.In some ways, though, technology is outstrip-
ping the ability of shippers and carriers to use it.Simonson said he figures only 5% of availabletechnology is used to squeeze more efficiencyfrom transportation. Radio frequency identifica-tion is a case in point, he said.
“RFID has been languishing for 10 years. Itsuse isn’t widespread, although you see some useof it in the pharmaceutical industry,” he said,“and Wal-Mart is talking about it.”
Collaboration can work, Simonson said, butonly if companies are willing to share enoughinformation to allow freight carriers and logisticsservice providers to consolidate shipments andshare truck equipment and warehousing space.
Neely Mallory III, president of MalloryAlexander International Logistics, Memphis,Tenn., said he has integrated what used to beseparate warehousing and freight-forwardingbusinesses into a single operation over the pastthree or four years, making it easier to accom-modate demands from multiple shippers.Mallory Alexander specializes in handling exportcargoes for U.S. and Canadian shippers and isranked No. 38 on the TT Logistics 50.
Mallory said he also plans to increase the size ofhis 600-truck fleet to handle more of the ship-ments coming into ports from ocean freight car-riers, instead of letting other carriers pick up thebusiness.
“I would like to see a 700- to 800-truck fleet inthe next 24 months,” Mallory said.
“We see plenty of room for us,” Mallory said insizing up his ability to compete with integratedcompanies, such as UPS and DHL. “The bighurdle is to keep up with technology. We invest alot in information systems, but it seems we’realways trying to catch up.”
T ransportation accounts for about two-thirds of total logistics costs, and trucking accounts for the biggest shareof spending on transportation, according to data compiled by Rosalyn Wilson for the Council of Supply ChainManagement Professionals.
Here is how spending broke down in 2005:
Inventory carrying costs (interest, taxes, obsolescence, depreciation, insurance and warehousing) . . . . . .$393 billion
Truck (intercity and local hauling) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$583 billion
Rail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$48 billion
Water (29 international, five domestic) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$34 billion
Oil pipelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$9 billion
Air . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$40 billion
Forwarders (15 international, 25 domestic) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$22 billion
Shipper-related costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$8 billion
Logistics administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$46 billion
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$1,183 billion
Source: Council of Supply Chain Management Professionals, Annual State of Logistics Report, June 2006
This Transport Topics 100 PDF is sponsored by National Retail Systems, Inc.
1 UPS Inc. $42,581 Package and LTL trucking, air freight, intermodal, warehousing2 FedEx Corp. 32,294 Package and LTL trucking, air freight3 Union Pacific Corp. 13,578 Rail 4 Burlington Northern Santa Fe Railway 12,987 Rail 5 YRC Worldwide 9,670 LTL trucking6 CSX Corp. 8,618 Rail, intermodal7 Norfolk Southern 8,527 Rail 8 DHL Americas/Exel 8,439 Package and dedicated contract carriage, warehousing9 A.P. Moeller/Maersk Group 8,230 Ocean freight
10 U.S. Postal Service 7,707 Package 11 Canadian National Railway 5,983 Rail12 Ryder System 5,741 Truck leasing, dedicated contract carriage13 American President Lines/APL Logistics 4,210 Ocean freight, warehousing14 Con-way Inc. 4,170 LTL trucking15 Penske Truck Leasing Co. 4,000 Truck leasing, dedicated contract carriage16 Canadian Pacific Railway 3,629 Rail17 Schneider National Inc. 3,500 Truckload, intermodal18 Swift Transportation 3,197 Truckload, intermodal19 J.B. Hunt Transport Services 3,128 Truckload, intermodal, dedicated contract carriage20 Sirva Inc. 2,844 Household goods21 Landstar System 2,518 Truckload, freight brokerage22 UniGroup Inc. 2,209 Household goods23 NYK Group 1,979 Ocean freight, warehousing24 Werner Enterprises 1,971 Truckload25 Arkansas Best Corp. 1,860 LTL trucking26 Atlas Air Worldwide Holdings 1,618 Air freight27 Matson Navigation Co. 1,607 Ocean freight, intermodal28 BAX Global/Schenker Logistics 1,594 Freight forwarding, LTL trucking29 Hub Group 1,531 Intermodal30 ABX Air 1,464 Air freight31 Estes Express Lines 1,388 LTL trucking32 Kansas City Southern 1,352 Rail33 Crowley Maritime Corp. 1,336 Inland barge and ocean carriage34 Watkins Associated Industries 1,298 LTL and truckload 35 Panalpina Group 1,230 Freight forwarding36 U.S. Xpress Enterprises 1,164 Truckload, dedicated contract carriage, intermodal37 TransForce Income Fund 1,141 LTL, truckload, package, intermodal, warehousing 38 SCS Transportation 1,098 LTL and truckload 39 Horizon Lines 1,096 Ocean freight40 Old Dominion Freight Line 1,061 LTL trucking41 Ingram Barge Co. 1,000 Inland barge42 Atlas World Group 949 Household goods43 Northwest Airlines Cargo 947 Air freight44 Crete Carrier Corp. 926 Truckload45 Allied Holdings 899 Vehicle hauling46 C.H. Robinson Worldwide 880 Freight brokerage47 Averitt Express 844 LTL and truckload, warehousing48 GreatWide Logistics Services 811 Dedicated contract carriage, truckload, warehousing49 TNT Logistics North America 806 Dedicated contract carriage, warehousing50 Evergreen Holdings 758 Air freight
Top 50 Freight Transportation Firms
Rank Company 2005 Revenue (in millions) Primary Freight Services
This Transport Topics 100 PDF is sponsored by National Retail Systems, Inc. Page 6
Source: Company reports
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1 UPS Supply Chain Solutions2 DHL Exel Supply Chain3 Schneider Logistics4 Ryder System5 Caterpillar Logistics Services6 APL Logistics7 Penske Logistics8 BAX Global/Schenker Logistics9 C.H. Robinson Worldwide
10 J.B. Hunt Dedicated Contract Services11 GreatWide Logistics Services12 TNT Logistics North America13 Werner Enterprises14 AmeriCold Logistics15 Maersk Logistics USA16 Kuehne + Nagel Contract Logistics17 Eagle Global Logistics18 Expeditors International of Washington19 Ruan Transportation Management Systems20 Swift Transportation Co.21 Ozburn-Hessey Logistics22 Meridian IQ23 Genco24 UTi Worldwide25 Menlo Worldwide26 Total Logistic Control
27 U.S. Xpress Enterprises28 Cardinal Logistics Management29 NFI Interactive Logistics30 Jacobson Cos.31 Logistics Insight Corp.32 New Breed33 Livingston International Income Fund34 Kenco Logistics Services35 DSC Logistics36 Transforce Income Fund37 FedEx Trade Networks38 Mallory Alexander International Logistics39 HUB Group Inc./Unyson Logistics40 Landstar Global Logistics41 Saddle Creek Corp.42 NYK Logistics Americas43 Pacer Global Logistics44 Kane is Able Inc.45 Averitt Express46 Stonepath Group47 Arnold Logistics48 NAL Worldwide49 Transervice Logistics50 Transplace Inc.
By Daniel P. BearthSenior Features Writer
UPS Supply Chain Solutions put somedistance between itself and its clos-est rival, DHL Exel Supply Chain, in
the 2006 edition of TRANSPORT TOPICS’ listof the largest logistics companies in NorthAmerica.
The UPS Inc. logistics subsidiary addedmore than $2 billion in net revenue in 2005,solidifying its position at the top of the TTLogistics 50 list for the second consecutiveyear.
Exel Americas, which ranked No. 1 in2002 and 2004, is now part of the DHLfamily of companies after its parent, ExelPLC, was acquired by DHL’s corporate par-ent, Germany’s Deutsche Post World Net,in December 2005. As a result, contractlogistics revenue for DHL Solutions(ranked No. 22 in 2005) and Exel Americas(No. 2) were merged into DHL Exel SupplyChain, and air and ocean freight forwardingrevenues were combined into a new entitycalled DHL Global Forwarding.
Mergers and acquisitions continue to be amajor factor in the growth of many logisticscompanies.
In one notable change in the list,
GreatWide Logistics Services, ranked atNo. 11, didn’t even exist a year ago. Theinvestment firm Fenway Partners createdGreatWide Logistics Services to provide abroad range of transportation and logisticsservices. The company’s logistics offeringsinclude five dedicated contract carriers, awarehousing and distribution company(Total Distribution) and a freight brokeragefirm (Cargo-Master Inc.).
Several other companies are in variousstages of consolidation. BAX Global andSchenker Logistics are now owned byDeutsche Bahn AG, which operates passen-ger and freight railroads in Germany and,like Deutsche Post World Net, is owned inpart by the German government.
Livingston International, a Canadian cus-toms broker, debuts on the TT Logistics 50at No. 33 by virtue of its acquisition inJanuary of PBB Global Logistics, Fort Erie,Ontario, which ranked No. 43 in 2005.
Two other companies making their firstappearance on the list are MalloryAlexander International Logistics (No. 39)and Transplace Inc. (No. 50).
Two companies dropped off the TTLogistics 50 this year: IM-Logistics, a unitof Ingram Micro, was left off because itssize could not be reliably estimated; APXLogistics filed for bankruptcy in March and
has ceased operating.Richard Armstrong, publisher of Who’s
Who in Logistics: Armstrong’s Guide toGlobal Supply Chain Management, estimat-ed that third-party logistics gross revenuebroke $100 billion for the first time in 2005— reaching $100.7 billion, a jump of 12.6%from $89.4 billion in 2004. Net revenue(gross revenue minus the cost of purchasedtransportation) topped $47 billion in 2005,up from $42.4 billion in 2004.
By comparison, Armstrong said, the totalvalue of goods and services, as measured bythe gross domestic product, grew 6.6% in2005 and 6.9% in 2004.
Armstrong divides logistics into four broadcategories: Domestic transportation man-agement, international transportation man-agement, dedicated contract carriage andvalue-added warehousing and distribution.
Nonasset-based domestic transportationmanagement, consisting primarily of freightbrokerage, registered the highest growthrate among logistics services in 2005, withnet revenue increasing by 18.3% to $4.8 bil-lion, he said.
International transportation management,which includes air and ocean freight for-warding, increased net revenue by 13.6% to$14 billion, reflecting growth in global eco-nomic activity and longer supply chains, hesaid.
Asset-based domestic transportation man-agement, or dedicated contract carriage,increased by 10.2% to $9.9 billion.
Contract warehousing and distributionservices increased by 9.5% to $18.6 billion,Armstrong reported.
UPS Tops List Again, While RivalsPursue Mergers, Acquisitions
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et, B
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John
Mul
len,
CEO
ww
w.dh
l-usa
.com
22
Air a
nd o
cean
frei
ght f
orw
ardi
ng, c
usto
ms
brok
erag
e, tr
ansp
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-tio
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uppl
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cons
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Cons
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goo
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eavy
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vera
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hem
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s, h
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car
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Cust
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clud
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N Co
rp.,
Cast
rol,
Dow
Che
mic
al, F
ord
Mot
or, G
ener
al M
otor
s Se
rvic
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lark
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iller
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derlo
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35
Tran
spor
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anag
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in c
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, ded
icat
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con
tract
car
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Auto
mot
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aer
ospa
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trial
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tele
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, com
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roni
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beve
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s, b
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wsp
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s in
clud
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hrys
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rty’s
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, Hew
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Ele
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eara
, Pre
side
nt U
.S. S
uppl
yCh
ain
Solu
tions
ww
w.ry
der.c
om
43
Tran
spor
tatio
n an
d di
strib
utio
n m
anag
emen
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pply
cha
in
cons
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g, d
edic
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con
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car
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rage
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t, w
areh
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ng a
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ssem
bly,
ord
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lfill-
men
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rvic
e pa
rts lo
gist
ics,
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tom
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mot
ive,
man
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dust
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nd e
lect
roni
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s
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rd M
otor
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eros
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SA, I
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stria
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odak
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phi,
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NH C
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rpill
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tics
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ices
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hairw
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Stev
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, Pre
side
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mer
icas
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w.ca
tlogi
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War
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oppi
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w.ap
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otor
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Hartn
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Pres
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ww
w.pe
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logi
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Tran
spor
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ng a
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supp
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Com
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otiv
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car
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chem
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are
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iem
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an D
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Denn
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ww
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siCo
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usch
, App
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, Jam
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“Si
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Cha
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John
Wie
hoff,
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ww
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robi
nson
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911
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olla
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mbr
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nal
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ucts
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hard
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Hard
war
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ome
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eyer
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ser
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Rob
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III,
Pres
iden
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ww
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.com
109
Dedi
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ge
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ages
, gro
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che
mic
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omer
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clud
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al-M
art,
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., Do
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oger
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com
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Dedi
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Mic
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-Mar
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kueh
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agel
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1617
War
ehou
sing
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s in
clud
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W, C
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orp.
, Dai
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otor
, Gen
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Mat
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w.tn
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128
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man
agem
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supp
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Cust
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s in
clud
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ears
, Tar
get,
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ble,
Wal
-Mar
t
N/A
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goo
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omer
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clud
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nAgr
a, G
ener
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ills,
Gol
d Ki
st, G
orto
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Hein
z, J
.R. S
impl
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ack
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bury
, Ric
h Pr
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ara
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Amer
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nta
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lty T
rust
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Equ
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, Yuc
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Sch
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CEO
ww
w.am
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old.
net
1416
Refri
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war
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and
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tran
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cilit
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car
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Cust
omer
s in
clud
e:W
al-M
art,
Targ
et, H
udso
n’s
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Mac
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.J.
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Gro
up)
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May
field
, CEO
ww
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roup
.com
3438
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Cust
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Frei
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Certa
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Han
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ww
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com
4144
War
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Seca
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roup
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amag
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CEO
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Pre
side
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spor
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kera
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, Vic
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4326
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Sam
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942
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ane
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Chai
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Rich
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Kane
, CEO
Harr
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Ope
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ficer
ww
w.ka
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able
.com
4445
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ww
w.av
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com
4542
Tran
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e-ho
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5500
Pag
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ww
w.tra
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com
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spor
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serv
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ww
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.com
4949
Dedi
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Sun
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Page 17This Transport Topics 100 PDF is sponsored by National Retail Systems, Inc.
Capacity Crunch KeepsBarges Busy
Barge operators said demandfor their services has pickedup in response to capacity
constraints and higher freight ratescharged by railroads and truckoperators.
“We are in a buyers’ market fortransportation services,” said CraigPhilip, president of Ingram BargeCo., Nashville, Tenn., the nation’slargest barge operator. “Shippersonce thought, ‘What I pay today willbe less tomorrow.’ That is not thecase today.”
But barge operators have capacityproblems of their own, said KenEriksen, vice president of trans-portation services for InformaEconomics, a business consultingfirm in Memphis, Tenn., that spe-cializes in waterway transportationissues.
Over the past two decades, Eriksensaid, the number of barges taken outof service has exceeded the numberof new barges added, effectivelyreducing the supply of barges.Meanwhile, demand has grown forhauling traditional bulk cargoes, suchas grain and coal, and new products,such as imported steel, which is car-ried upriver on what is traditionallyan empty backhaul.
“We have an aging system of locksand dams, and we are facingincreased maintenance issues,”Eriksen said. “We are very vulnera-ble. If something fails, we may notbe able to move much coal andgrain.”
Mark Holden, president ofAmerican Commercial Lines,Jeffersonville, Ind., said barge trans-portation, though slow, has theadvantage as the lowest-cost modeof transportation. One barge haulsthe equivalent of 58 truck-trailersand 15 railcars and costs an averageof 0.72 cents per ton-mile, com-pared with 2.24 cents for rail and26.61 cents for truck.
In 2004, ACL started a biweeklyservice between Chicago and NewOrleans hauling intermodal contain-ers in empty dry cargo barges,Holden said — part of an effort toreposition ACL as a transportationcompany instead of a barge operator.
Philip said he is trying to increasefreight-hauling capacity by moreefficiently using his fleet of 4,000barges and 100 towboats. He alsosigned a 10-year contract withTrinity Industries to build replace-ment barges. The contract givesIngram the opportunity to signifi-cantly expand the size of its fleet, “ifwe chose to,” Philip said.
Other firms are exploring thepotential to increase intermodalshipping along the U.S. coastline.One such proposal, still underdevelopment, would use a proto-type “fast ship” to carry up to 150tractor-trailer rigs, 300 cars and1,800 passengers from points inthe Northeast to Florida and theGulf Coast.
“This is the final frontier in devel-opment of the domestic freight andpassenger transportation network,”said Mark Cleveland, a former exec-utive with ACS Inc. and founder ofTrip-Pak Express who recently wasappointed president of SeaBridgeUSA in Alexandria, Va.
In a telephone interview, Cleve-land said the new seagoing cargoship will be able to match the speedof team truck drivers, creating thefirst “expedited intermodal” serviceand easing traffic congestion onhighways and rail lines along theeastern seaboard.
“My goal is to provide a compellingoption to trucking companies tocomplete their movements safely,faster and on schedule,” Clevelandsaid.
The service isn’t expected to belaunched for at least another threeyears. — Daniel P. Bearth
River barges like this one arein greater demand, thanks totruck and rail overflow.
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DHL Global Forwarding leads a group of European, Asian andAmerican companies on a list of the Top 25 Freight Forwarders.
The rankings are based on estimates by logistics industry consultantRichard Armstrong and reflect worldwide net revenue in 2005.
Chinese forwarder Sinotrans Ltd. appears on the list for the first time atNo. 19. The firm is 60% owned by the Chinese government.
Other newly listed companies include Rohne & Liesenfeld, No. 22 — aGerman forwarder with a specialty in shipping large capital equipment forenergy plants, mining operations, pulp and paper mills, steel plants andthe like — and BDP International, No. 25.
BDP operates facilities in 20 North American cities and owns stakes inlogistics companies in Belgium, Brazil, France, Germany and Italy.
North American freight brokerage firm C.H. Robinson Worldwide islisted for the first time at No. 13, in recognition of its growing presence inCentral America, Europe and Asia. — Daniel P. Bearth
1 DHL Global ForwardingNet Revenue: $2.9 billionGross Revenue: $11.8 billionHeadquarters: Basel, Switzerland
2 Kuehne + Nagel InternationalNet Revenue: $1.7 billionGross Revenue: $10.2 billionHeadquarters: Schindellegi, Switzerland
3 NYK LogisticsNet Revenue: $1.6 billionGross Revenue: $3.6 billionHeadquarters: Tokyo
4 BAX GlobalNet Revenue: $1.6 billionGross Revenue: $2.9 billionHeadquarters: Irvine, Calif.
5 Panalpina GroupNet Revenue: $1.6 billionGross Revenue: $6.3 billionHeadquarters: Basel, Switzerland
6 Ryder SystemNet Revenue: $1.5 billionGross Revenue: $2.2 billionHeadquarters: Miami
7 UPS Supply Chain SolutionsNet Revenue: $1.3 billionGross Revenue: $6.4 billionHeadquarters: Atlanta
8 Schenker LogisticsNet Revenue: $1.3 billionGross Revenue: $4.3 billionHeadquarters: Essen, Germany
9 Expeditors International of WashingtonNet Revenue: $1.1 billionGross Revenue: $3.9 billionHeadquarters: Seattle
10 UTi WorldwideNet Revenue: $967 millionGross Revenue: $2.8 billionHeadquarters: British Virgin Islands
11 Eagle Global LogisticsNet Revenue: $948 millionGross Revenue: $3.1 billionHeadquarters: Houston
12 Penske LogisticsNet Revenue: $890 billionGross Revenue: $3.2 billionHeadquarters: Reading, Pa.
13 C.H. Robinson WorldwideNet Revenue: $880 millionGross Revenue: $5.7 billionHeadquarters: Eden Prairie, Minn.
14 APL LogisticsNet Revenue: $720 millionGross Revenue: $1.3 billionHeadquarters: Singapore
15 Kintetsu World ExpressNet Revenue: $660 millionGross Revenue: $2.2 billionHeadquarters: Tokyo
16 Nippon Express GroupNet Revenue: $600 millionGross Revenue: $3 billionHeadquarters: Tokyo
17 Maersk LineNet Revenue: $591 millionGross Revenue: $805 millionHeadquarters: Copenhagen, Denmark
18 Hellmann Worldwide LogisticsNet Revenue: $520 millionGross Revenue: $2.6 billionHeadquarters: Osnabruck, Germany
19 Sinotrans Ltd.Net Revenue: $500 millionGross Revenue: $2.1 billionHeadquarters: Shanghai, China
20 PWC/GeoLogisticsNet Revenue: $400 millionGross Revenue: $1.6 billionHeadquarters: Safat, Kuwait
21 ABX LogisticsNet Revenue: $315 millionGross Revenue: $1.3 billionHeadquarters: Anderlecht, Belgium
22 Rohde & LiesenfeldNet Revenue: $230 millionGross Revenue: $385 millionHeadquarters: Hamburg, Germany
23 FedEx Corp.Net Revenue: $209 millionGross Revenue: $672 millionHeadquarters: Memphis, Tenn.
24 Yusen Air & Sea ServiceNet Revenue: $200 millionGross Revenue: $1.1 billionHeadquarters: Tokyo
25 BDP InternationalNet Revenue: $200 millionGross Revenue: $1 billionHeadquarters: Philadelphia
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Page 18This Transport Topics 100 PDF is sponsored by National Retail Systems, Inc.
DHL Exel Leads Top 25 Warehouse OperatorsBy Daniel P. BearthSenior Features Writer
DHL Exel Supply Chain isthe largest commercialwarehouse operator in
North America — by a huge mar-gin. The company — which is theresult of a merger in Decemberbetween parcel carrier DHL andlogistics services provider Exel —controls more than twice as much
space as No. 2 ranked UPS SupplyChain Solutions, according to a listof the Top 25 Warehousing Firmsby TRANSPORT TOPICS and logisticsindustry consultant RichardArmstrong.
Though both DHL and UPShave extensive distribution capa-bilities related to their parceloperations, Exel’s business wasstrongly rooted in warehousingwith large operations geared toserving grocery, chemical and
automotive industries. ExelDirect was also one of thenation’s largest home-deliveryspecialists.
In a newly released report,Armstrong said the commercialwarehousing market includes about900 firms with 875 million squarefeet of storage space and annualrevenues of about $28.8 billion.
“The industry grew 9.5% last year,and we forecast another strong yearfor 2006,” Armstrong said.
Armstrong’s report includes esti-mates of profit margins and otheroperating parameters for contractand public warehouses in theUnited States and Canada.
Armstrong said his analysisshows that contract warehousingis growing at the expense of pub-lic warehousing but that neitherhas an advantage in terms ofprofits.
“Profitability owes more to compa-ny cultures and practices,” he said.
J.B. Hunt Dedicated ContractServices heads the Top 25Dedicated Contract Carriers listcompiled by TRANSPORT TOPICSand industry consultant RichardArmstrong of Armstrong &Associates.
Dedicated contract carriers pro-vide tractors, trucks and trailers forthe exclusive use of shippers.Companies are ranked based ontotal power units.
Demand for dedicated freighthauling grew an average of 11% in2004 and 2005, and Armstrong saidhe expects similar growth in 2006.Two-thirds of an estimated $10 bil-lion spent on dedicated contractcarriage in 2005 was for freightmovements of fewer than 300 miles.
Schneider National Inc. usesabout 6,200 power units for what itcalls dedicated capacity, in whichthe company provides equipmentbut not on an exclusive-use basis.These units were not counted incompiling the list.
John Tweed, president of LandairDedicated in Cookeville, Tenn.,
said he’s had some success usingdedicated equipment to pick upadditional freight to offset the costof service.
“We help the customer findempty lanes and times in whichequipment is underutilized,”
Tweed said.Dedicated carriers are also mak-
ing greater use of owner-operatorsin place of company drivers,Armstrong said.
GreatWide Dedicated Transport,for example, uses more than 3,000independent drivers to haul gro-ceries. Cardinal Logistics Manage-
ment Corp. provides delivery tojob sites for Home Depot with oneto three owner-operators per storelocation. And about 18% ofWerner’s fleet is made up ofowner-operators hauling refriger-ated trailers for Wal-Mart Stores,Armstrong said.
— Daniel P. Bearth
1 DHL Exel Supply Chain Total Space: 78 million sq. ft.Number of Warehouses: 420
2 UPS Supply Chain SolutionsTotal Space: 35 million sq. ft.Number of Warehouses: 550
3 Schenker Logistics Total Space: 30 million sq. ft.Number of Warehouses: 45
4 GencoTotal Space: 25 million sq. ft.Number of Warehouses: 85
5 APL LogisticsTotal Space: 24.2 million sq. ft.Number of Warehouses: 162
6 Caterpillar LogisticsTotal Space: 22 million sq. ft.Number of Warehouses: 105
7 AmeriCold LogisticsTotal Space: 20 million sq. ft.Number of Warehouses: 101
8 Kenco Logistics ServicesTotal Space: 20 million sq. ft.Number of Warehouses: 90
9 Ozburn-Hessey LogisticsTotal Space: 20 million sq. ft.Number of Warehouses: 92
10 UTi WorldwideTotal Space: 20 million sq. ft.Number of Warehouses: 130
11 Jacobson Cos. Total Space: 18.5 million sq. ft.Number of Warehouses: 111
12 TNT Logistics North AmericaTotal Space: 17.9 million sq. ft.Number of Warehouses: 76
13 Ryder System Total Space: 16.5 million sq. ft.Number of Warehouses: 180
14 EGL Inc.Total Space: 15 million sq. ft.Number of Warehouses: 87
15 Kuehne + Nagel North AmericaTotal Space: 14 million sq. ft.Number of Warehouses: 60
16 NFI Interactive LogisticsTotal Space: 14 million sq. ft.Number of Warehouses: 70
17 Menlo WorldwideTotal Space: 12 million sq. ft.Number of Warehouses: 80
18 Logistics Insight Corp.Total Space: 11.3 million sq. ft.Number of Warehouses: N/A
19 Penske LogisticsTotal Space: 11 million sq. ft.Number of Warehouses: 135
20 DSC LogisticsTotal Space: 10.2 million sq. ft.Number of Warehouses: 24
21 Atlas Cold StorageTotal Space: 10 million sq. ft.Number of Warehouses: 57
22 MBX LogisticsTotal Space: 10 million sq. ft.Number of Warehouses: 30
23 VersaColdTotal Space: 10 million sq. ft.Number of Warehouses: 25
24 Saddle Creek Corp.Total Space: 9 million sq. ft.Number of Warehouses: 30
25 United States Cold StorageTotal Space: 7 million sq. ft.Number of Warehouses: 22
Note:Total square footage for refrigeratedwarehouses were calculated using an averageceiling height of 27 feet.
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1 J.B. Hunt Dedicated Contract ServicesTotal Power Units: 5,051
2 Ryder SystemTotal Power Units: 3,851
3 Werner EnterprisesTotal Power Units: 3,500
4 GreatWide Dedicated TransportTotal Power Units: 3,300
5 Penske LogisticsTotal Power Units: 3,097
6 Ruan Transportation ManagementSystemsTotal Power Units: 2,764
7 Schneider National Inc.Total Power Units: 2,500
8 DHL Exel Supply ChainTotal Power Units: 2,021
9 Cardinal Logistics Management Corp.Total Power Units: 1,811
10 Meridian IQTotal Power Units: 1,606
11 U.S. Xpress EnterprisesTotal Power Units: 1,600
12 Logistics Insight Corp.Total Power Units: 1,100
13 UPS Supply Chain SolutionsTotal Power Units: 940
14 TNT Logistics North AmericaTotal Power Units: 864
15 NFI IndustriesTotal Power Units: 850
16 Crete Carrier Corp.Total Power Units: 781
17 Averitt ExpressTotal Power Units: 734
18 England LogisticsTotal Power Units: 625
19 Transervice LogisticsTotal Power Units: 534
20 AIM NationaLeaseTotal Power Units: 500
21 CRST LogisticsTotal Power Units: 400
22 UTi WorldwideTotal Power Units: 350
23 Landair DedicatedTotal Power Units: 350
24 Midwest Express GroupTotal Power Units: 320
25 Saddle Creek Corp.Total Power Units: 260
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Page 19This Transport Topics 100 PDF is sponsored by National Retail Systems, Inc.
C.H. Robinson Is Leader in Freight Brokerage
By Daniel P. BearthSenior Features Writer
C.H. Robinson Worldwideextended its dominance in thefreight brokerage business inNorth America.
With net revenue of almost$700 million in 2005, theMinneapolis-based companytowers over No. 2 Hub Group, arail intermodal specialist, in alisting of the Top 25 FreightBrokerage Firms by TRANSPORTTOPICS and logistics industryconsultant Richard Armstrong ofArmstrong & Associates.
C.H. Robinson’s truck-based bro-kerage business also seemed tomatch the rapid growth rate of anumber of smaller competitors. In2005, the company’s net revenue of$698 million was 21.2% higherthan the 2004 net revenue of$575.7 million.
Hub Group, by contrast, experi-enced marginal growth in 2005,with net revenue gaining just 0.5%to $189 million in 2005 from $180million in 2004. The company isexpanding its drayage operations. InJanuary, it agreed to acquireComtrak Inc., an intermodal truck-ing company based in Memphis,Tenn.
Another rail brokerage specialist,Pacer Global Logistics, generatednet revenue of $123.4 million in2005, virtually unchanged from the$123.5 million net revenue generat-ed in 2004. Revenue from truckbrokerage operations fell 25.2%because of the loss of a customer toanother service provider, and rev-enue from rail brokerage declined3.7% because of reduced inter-modal volume. The losses were off-set by gains in warehousing andtruck services.
Several smaller truck brokeragecompanies posted strong gains in
2005. Total Quality Logistics,Cincinnati, generated net revenueof $29.7 million in 2005, which ismore than double the net revenueof $13.9 million in 2004. Since itsfounding in 1997, TQL has aver-aged 50% growth annually, andcompany officials said they antici-pate gross revenue in 2006 to reach$350 million, up from $192.4 mil-lion in 2005. To accommodate addi-tional growth, the company hasbegun construction of a new head-quarters building in Milford, Ohio.
Landstar Global Logistics movedup to No. 3 in the ranking this yearwith net revenue of $152.4 millionin 2005, up 63.2% from net revenueof $93.4 million and a No. 6 rankingin 2004. Landstar, meanwhile, ispreparing to launch a network ofindependent warehouses to com-plement its trucking and brokeragebusiness.
Despite its size, officials at C.H.Robinson said they see plenty ofgrowth ahead in North America,where it handles about 4.4 millionshipments annually for about20,000 customers, mainly in retail,food and beverage, manufacturingand retail industries. The companyis trying to extend the concept offreight brokerage to Europe, how-ever, and in 2005, it acquired twofreight forwarders, Hirdes GroupWorldwide and Bussini Transport.
Several freight brokers also wereacquired and now are part of largerlogistics companies. Market Trans-port Services was acquired byfreight forwarder UTi Worldwide,and Cargo-Master Inc. is owned byGreatWide Logistics Services.
Armstrong said he was unable toprovide current net revenue for sev-eral major brokerage firms, includ-ing DHL Exel Supply Chain,Schneider Brokerage Services andMeridian IQ. Net and gross rev-enues for these firms are the latestavailable, he said.
Total QualityLogistics is building newheadquarters inMilford, Ohio,shown here in anartist’s rendering.
14 Cornerstone SystemsNet Revenue: $31 millionGross Revenue: $154 millionTypes of Freight: Rail, dry van andflatbed TL, heavy specialized
15 Freightquote/Twin ModalNet Revenue: $30 million (est.)Gross Revenue: $204.4 millionTypes of Freight: Dry van and flatbedTL, LTL
16 Total Quality Logistics Net Revenue: $29.7 millionGross Revenue: $192.4 millionTypes of Freight: Refrigerated anddry van TL
17 Union Pacific Distribution ServicesNet Revenue: $28 millionGross Revenue: $475 millionTypes of Freight: Rail, dry van andflatbed TL
18 England Logistics Net Revenue: $23.3 millionGross Revenue: $128.5 millionTypes of Freight: Refrigerated anddry van TL
19 Trinity TransportNet Revenue: $22 millionGross Revenue: $140 millionTypes of Freight: Refrigerated anddry van TL, LTL, air, rail
20 BNSF LogisticsNet Revenue: $22 millionGross Revenue: $159 millionTypes of Freight: Rail, refrigerated,dry van and flatbed TL
21 Champion Logistics GroupNet Revenue: $21.9 millionGross Revenue: $63.4 millionTypes of Freight: Dry van TL, LTL, air,rail
22 CRST InternationalNet Revenue: $18.5 millionGross Revenue: $115 millionTypes of Freight: Dry van and flatbedTL
23 ATS Logistics ServicesNet Revenue: $18.3 millionGross Revenue: $108.5 millionTypes of Freight: Dry van and flatbedTL, heavy specialized
24 Turbo LogisticsNet Revenue: $18 million (est.)Gross Revenue: $90 millionTypes of Freight: Refrigerated anddry van TL, expedited, rail
25 Greatwide Truckload BrokerageNet Revenue: $16 millionGross Revenue: $106.2 millionTypes of Freight: Refrigerated anddry van TL, rail, expedited
1 C.H. Robinson WorldwideNet Revenue: $698 millionGross Revenue: $3.6 billionTypes of Freight: Dry van, flatbed andrefrigerated TL, LTL, rail, air and ocean
2 Hub GroupNet Revenue: $189 millionGross Revenue: $1,240 millionTypes of Freight: Rail, dry van andflatbed TL
3 Landstar Global LogisticsNet Revenue: $152.4 million (est.)Gross Revenue: $1 billionTypes of Freight: Rail, dry van andflatbed TL, LTL, air
4 Pacer Global LogisticsNet Revenue: $123.4 millionGross Revenue: $901.6 millionTypes of Freight: Rail, dry van andflatbed TL, heavy specialized
5 NYK LogisticsNet Revenue: $115.3 million (est.)Gross Revenue: $768.5 millionTypes of Freight: Rail, dry van,flatbed and refrigerated TL, expedit-ed, air
6 DHL Exel Supply ChainNet Revenue: $100 million (est.)Gross Revenue: $800 million (est.)Types of Freight: Rail, dry van andflatbed TL
7 Meridian IQNet Revenue: $57 million (est.)Gross Revenue: $380 million (est.)Types of Freight: Rail, dry van, refrigerated and flatbed TL, air
8 Transplace Inc.Net Revenue: $55 million (est.)Gross Revenue: $650 million (est.)Types of Freight: Dry van, flatbed andrefrigerated TL, LTL
9 UTi/Market Transport ServicesNet Revenue: $54 million (est.)Gross Revenue: $359 million (est.)Types of Freight: Rail, dry van,flatbed and refrigerated TL
10 Schneider Brokerage ServicesNet Revenue: $53 million (est.)Gross Revenue: $481 million (est.)Types of Freight: Dry van and flatbedTL, LTL, rail
11 Matson Integrated LogisticsNet Revenue: $44.1 millionGross Revenue: $433 millionTypes of Freight: Rail, dry van andflatbed TL, LTL, air, heavy specialized
12 Pittsburgh Logistics SystemsNet Revenue: $40 million (est.)Gross Revenue: $265 millionTypes of Freight: Flatbed TL
13 Allen Lund Co.Net Revenue: $37.5 millionGross Revenue: $260.5 millionTypes of Freight: Refrigerated, dryvan and flatbed TL, LTL
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