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2007 Transport Topics Logistics 50Page 2
Transport Topics
W e live in a world in which consumer goods made inChina are shipped halfway around the world on a con-tainership, offloaded in the Port of Long Beach, put
on a train and shipped to Chicago, where theyare handed off to a trucking company for deliv-ery to a business or consumer.
At the same time, earthmoving equipmentand diesel-powered generators made in Peoria,Ill., are disassembled and shipped by truck orrail to the Port of Savannah, placed on a cargoship and transported to a job site in China.
This global exchange happens with such regu-larity and consistency that we as consumershardly give it a second thought.
As the volume of trade continues to grow, sodoes the role of logistics companies in makingsure that goods are moved quickly and efficient-ly, no matter where in the world they are madeor where they are sold.
In this 2007 edition of TRANSPORT TOPICS’ Top50 Logistics Companies, Senior FeaturesWriter Daniel P. Bearth examines this increas-ingly complex world of trade management through the lenses ofinternational shipping experts.
Topping the 2007 list is DHL Exel Supply Chain, a unit of Ger-many’s Deutsche Post World Net. DHL and UPS Supply ChainSolutions held the No. 1 or No. 2 spots ever since the first TTLogistics 50 list was published in 2002.
That’s not surprising because both companies have extensiveinternational shipping operations. A number of European andAsian air and ocean freight forwarders also rank high on the
Top 50 list.In some ways, U.S.-based companies are playing catch-up to the
rest of the world in terms of international trade. But there’s littledoubt that trade is becoming a more importantpart of the U.S. economy.
In 2006, the United States imported $1.86 tril-lion worth of goods, an increase of 62.4% since2001, according to Commerce Departmentdata. The United States exported goods worth$1.04 trillion, an increase of 50% since 2002.
The biggest trading partners with the UnitedStates are Canada, Mexico, Japan, China andthe United Kingdom.
By publishing a listing of logistics heavy-weights, our objective is not just to give readers away of tracking major players. We want readersto gain an understanding of their capabilities.
That’s why our presentation includes vitalinformation on each company’s industry expert-ise, names of key customers and descriptions ofthe logistics services offered.
We define logistics as the procurement oftransportation services for shippers, and we categorize logisticsservice providers in four broad businesses: freight forwarding,freight brokerage, dedicated contract carriage and warehousing.
This, we believe, provides the most comprehensive view oflogistics service providers in North America.
A Note From the Publisher
Howard S. Abramson
Acknowledgements & Sources
The 2007 TRANSPORT TOPICS Top 50 Logistics Companiesis a special project of TT Publishing Group.
Companies are ranked on net revenue, which is grossrevenue minus the cost of purchased transportation.
Data came from annual reports fi led by publiclyowned companies and directly from company manage-ment of privately owned companies. In some cases,estimates were used based on data supplied by logis-tics industry consultant Richard Armstrong of Arm-strong & Associates.
Senior Features Writer Daniel P. Bearth was the projectcoordinator. He was assisted by editorial interns KyleWhite and Marjorie Pouyes.
Design was by Patrick Donlon, assistant director of artand production. Cover design was by Shawn Torres.
CONTENTS5 Transport Topics Top 50 Logistics Companies
15 Top 25 Freight Brokerage FirmsLeader C.H. Robinson Worldwide is expandingoverseas.
17 Top 25 Warehousing FirmsCommercial storage generated revenue of $33 billion last year.
18 Top 25 Freight ForwardersUPS Supply Chain Solutions and DHL GlobalForwarding top the list.
20 Top 25 Dedicated Contract CarriersSeveral carriers reported big jumps in power units.
Page 32007 Transport Topics Logistics 50
Transport Topics
Tracking Technologies, Cooperation Help Logistics
By Daniel P. BearthSenior Features Writer
G etting goods in and out ofthe United States is be-com-ing more complex and more
costly, but logistics experts saythere are ways to accommodatethe growing volume of trade byusing new tracking technologiesand closer collaboration betweenshippers and freight carriers.
“There are many big issues fac-ing trade management,” said JohnAmos, president of Amos Logisticsand chairman of the Ocean Trans-portation Committee of theNational Industrial TransportationLeague in Arlington, Va.
“The biggest issue is having asupply chain management thatencompasses all of the factors thatcan slow down transportation. Thisincludes security compliance, car-rier capacity, confidential con-tracts, port labor and, last but notleast, environmental compliance,”Amos said.
In 2002, Amos co-authored areport that called for developmentof an electronic clearinghouse andrepository for trade documentsand a coordinate response to the
concerns of governments aboutterrorism.
While there has been progresson both fronts, transportation andlogistics experts told TransportTopics that the increasing volumeof imports and exports — alongwith the prospect of tighter securi-ty regimens, such as requiringscanning of all incoming cargocontainers — present major newchallenges for shippers and carri-ers to keep goods moving efficient-ly through supply chains thatextend around the world.
“It’s become a more challengingenvironment,” said Robert John-son, director of logistics and trans-portation for Huntsman Corp., aHouston-based manufacturer ofchemicals, plastics and paints with75 operations in 24 countries. “Wehave had a hard time gettingequipment, especially now withthe weak dollar and strong euro.Imports are expensive and exportsare strong, really strong.”
Huntsman is responsible forabout 4,000 import clearances and11,000 export shipments annually,Johnson said.
Transportation costs have in-creased between 5% and 6% ineach of the past two years, Johnson
said, partly because consolidationamong rail and ocean carriers hasreduced the level of competitionand curtailed choices of trans-portation service providers forshippers.
“We try to buy everything on adelivered basis,” said Fred vanStein, manager of marine logisticsand imports for Huntsman. “Thatway, we don’t worry about gettinga chassis or tractor to get goodsmoved into a plant or warehouse.There’s no detention or demur-rage. That’s on the backs of thesteamship lines.”
Relying on ocean carriers toarrange for goods to be deliveredis expected to become more diffi-cult, however, as some container-ship operators, such as MaerskLines, recently have cut back thenumber of inland terminals theydirectly serve because of risingcosts and equipment imbalances(5-7, p. 10).
One manifestation of the tradeimbalance, Johnson said, is thatrailroads are charging almost asmuch to move empty containers asthey are for loaded boxes.
Mark Hynes, vice president ofmanufacturing logistics and trans-portation for Caterpillar LogisticsServices, said although steamshiplines have added capacity, U.S.ports and railroads remain con-gested, which has made it difficultto keep up with increasingdemand for the construction andmining equipment made by Cater-pillar in North America.
“We ship to every continent,including Antarctica,” Hynes said,“and we use all modes of transport.”
Caterpillar spends $1.5 billion
annually on global transportationand has shipped approximately 16billion pounds of freight last year,Hynes said.
“Our volume has increased con-siderably, so we have more oppor-tunity to find things to complainabout.”
In early 2006, Caterpillarlaunched a Caterpillar ProductionSystem program designed toreduce the time from when anorder is accepted until the cus-tomer receives the product.
Hynes said one of the program’sgoals is to collect shipment data toidentify changes in the productionand distribution process that cansave time and money.
In several pilot projects, Hynessaid, a 20% improvement in theshipment velocity has beenachieved.
Kevin McKelvie, vice president ofstrategic accounts for APL Logis-tics, said the industry is “moving inthe right direction” to addresscapacity issues. However, progressis slow and, in the short term, “weneed to make better use of assets.”
At the nation’s largest port com-plex in Southern California at Los
Experts Say Increasing Volume of Imports, Exports, Plus Tighter Security, Present Some Challenges
The container ship APL Japan,tied up at the dock at the Portof Los Angeles, waits to beunloaded at dawn.
In early 2006, CaterpillarLogistics Services launched aprogram designed to reducethe time from when an order isaccepted until the customerreceives the product.
Transport Topics
2007 Transport Topics Logistics 50Page 4
Angeles and Long Beach, McK-elvie said at least 40% of the con-tainer traffic is now handled atnight after port officials extendedthe hours of operation.
Other projects APL has under-taken to ease port congestioninclude on-dock rail services, newwater routes from Asia to theEast Coast of the United Statesthrough the Suez Canal and theuse of freight consolidation inAsia near the point of origin toact as a buffer for goods movingto the United States and Europe.
“It doesn’t do any good to putgoods on a boat, only to have itsit in a container yard when itarrives because the warehousecan’t accept it,” McKelvie said.
Dan Waterfield, a vice presi-dent in charge of internationalfreight shipments for WheelsGroup, a logistics firm in Missis-sauga, Ontario, agreed thatadding rail capacity is the key toreducing congestion at the ports.
“A typical container ship costs$100,000 a day to operate and, ifit has to wait a week to enter theport, guess who’s going to pay forit?” he said.
Waterfield said his company hasinvested in systems to track thestatus of shipments, which canhelp shippers cope with delays.
“We have total visibility,” hesaid. “We see it come off theship and when it goes onto rail ora truck. It helps customers toplan inventory. No one wants tocarry inventory.”
At the Port of Oakland in June,drivers for Central Cal Trans-portat ion began using a newautomated dispatch and trackingsystem developed by Interna-tional Asset Systems and Trini-um Technologies to improve vis-ibility of containers as they movethrough the port. The systemuses a Global Positioning Sys-tem-enabled cellphone to recordthe movement of trucks andrelay cargo to shippers, oceancarriers and trucking companies.
Jeff Cox, operations managerof Central Cal, said knowing thestatus of containers “has tradi-tionally been a challenge to do.”
“With this new capability,” hesaid, “we can not only providecustomers with up-to-date infor-mation on container status, butwe can also automate andstreamline our own dispatch
management process.”Earlier this year, officials at
BDP International in Philadel-phia reported that most supplychain decisions are still handledlocally. In fact, 60% of the cor-porate executives surveyed whohad global supply chain respon-sibilities said supply chain deci-s ions in their companies areregional and/or local in scope.
“These results suggest that somemultinational companies operatea series of what might best bedescribed as multidomestic ratherthan global supply chains,” saidYone Dewberry, managing direc-tor of Centrx, a unit of BDPInternational that provides supplychain consulting services.
While reasons for the decen-
tralized approach vary, Dewber-ry said it was incumbent uponshippers to make changes. “Theunrelenting pressure to achieveper-unit cost reductions, in tan-dem with the emergence of trueglobal data visibility, must hastensupply chain integrat ion toaccommodate the exigencies ofinternational trade,” he said.
On-time delivery is the mostpressing issue facing shippers’supply chains, mentioned bytwo-thirds of respondents, Dew-berry said. The second most fre-quently cited issues were totallanded costs and logistics costs,each noted by 39% of respon-dents, he said.
Global izat ion of trade hasbrought a dramatic increase incompanies’ sourcing and deliv-
ery points, which has resulted inlonger lead times and a need toimprove regulatory understand-ing, Dewberry said.
One way companies can cope isby using technology to automatepaperwork associated with thehandoff of goods from one coun-try to another and from onetransport mode to another.
Companies that have moved toa more automated global trademanagement process have shownimprovements of three to sevendays in cross-border lead timesand a 10% to 20% reduction ininternational freight costs,according to a study by AberdeenGroup, a logistics and technologyresearch firm in Boston.
“On average, companies with
over $1 bi l l ion in revenuereported that their internationalsupply chains are only 50% asautomated as their domesticsupply chains,” Aberdeenreported in December 2006.“Just 6% of companies havehighly automated end-to-endand cross-functional supplychain processes.”
Cost Plus World Market, acompany that imports a widevariety of products, includingfurniture, home décor, toys andcollectibles from more than 50countries, created a centralizeddata repository for every pur-chase order, shipment event,document and cost element inthe supply chain.
That kind of data “helps usmanage down our inventories
and intervene when unexpectedevents or delays occurred,” saidRhona Lishinsky, senior directorof logistics and customs compli-ance for Cost Plus in Oakland,Calif.
“The ocean carrier may think itis not a big deal to have adelayed estimated time of arrivalupdate,” Lishinsky said. “Wehave to explain that our distribu-tion centers are doing their laborplanning off this information, soit is a big deal.”
Firms that use technology totrack goods are twice as likely asother firms to have reduced totallanded costs over the past twoyears and three times as likely tohave faster-than-average order-to-delivery cycles, according to asurvey of 400 supply chain andfinance personnel conducted ear-lier this year by Aberdeen Group.
A majority of companies sur-veyed also said that improvingtrade compliance was a “highpriority” in 2007.
Viktoriya Sadlovska, a researchanalyst on global trade and sup-ply chain finance for Aberdeen,said the best-performing compa-nies are also twice as likely tohave reduced their cash conver-sion cycle over the past two yearsand 50% more l ikely to haveimproved their return on capital.
The Aberdeen study confirmeda close connection between logis-tics and a company’s financialperformance, said Graham Napi-er, chief executive of TradebeamInc., a San Mateo, Calif.-basedfirm that provides trade manage-ment software and services.
“Historically, the physical andfinancial supply chains weremanaged as separate entities,”he said.
In July, Management DynamicsInc., East Rutherford, N.J., re-leased a new version of its TradeCollaborator software applica-tion that allows companies tocentral ly manage import andexport compliance and tradeagreements for related-partytransactions.
Trade by U.S. corporations andtheir subsidiaries and U.S. sub-sidiaries of foreign companieswith their parent companiesamounted to $1.18 trillion, or40.9% of total merchandisetrade in 2006, according to theU.S. Census Bureau. ✑
Caterpillar Logistics Services said although steamship lines haveadded capacity, U.S. ports and railroads remain congested.
Cat
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Transport Topics
Page 52007 Transport Topics Logistics 50
1. DHL Exel Supply Chain2. UPS Supply Chain Solutions3. Schneider Logistics4. Ryder System5. Caterpillar Logistics Services6. CEVA Logistics/Eagle Global Logistics 7. C.H. Robinson Worldwide8. AmeriCold Logistics9. Penske Logistics
10. FedEx Supply Chain Services/FedEx Trade Networks11. Greatwide Logistics Services12. J.B. Hunt Dedicated Contract Services13. APL Logistics14. NFI Interactive Logistics15. Werner Global Logistics16. YRC Logistics 17. Kuehne + Nagel Contract Logistics18. Schenker Logistics/BAX Global19. Landstar Global Logistics20. Expeditors International of Washington21. Ozburn-Hessey Logistics22. UTi Integrated Logistics23. Ruan Transport Corp.24. Swift Transportation Co.25. Jacobson Cos./Arnold Logistics26. Genco Supply Chain Solutions27. Menlo Worldwide28. Agility Logistics29. Total Logistic Control30. Cardinal Logistics Management31. U.S. Xpress Enterprises32. Brightpoint North America33. TransForce Income Fund34. Kenco Logistics Services35. New Breed Logistics36. Logistics Insight Corp.37. Ingram Micro Logistics38. ATC Logistics & Electronics39. Maersk Logistics USA40. Livingston International Income Fund41. NYK Logistics Americas42. Mallory Alexander International Logistics43. Hub Group/Unyson Logistics44. BDP International45. DSC Logistics46. England Logistics47. 3PD Inc.48. Averitt Express49. Saddle Creek Corp.50. Kane is Able Inc.
The 2007
By Daniel P. BearthSenior Features Writer
DHL and UPS, two of the world’sbiggest names in package deliv-ery, continue to battle for
supremacy in providing third-partylogistics services in North America.
DHL Exel Supply Chain ranks No.1 and UPS Supply Chain SolutionsNo. 2 on the 2007 edition of TRANS-PORT TOPICS’ Top 50 Logistics Com-panies. The order was reversed in2006, and the two companies havebeen listed No. 1 or No. 2 everyyear since the first list was pub-lished in 2002.
Both companies have grown bycross-selling logistics services, suchas transportation management andwarehousing, to their package cus-tomers. Acquisitions also have beenimportant in adding volume andbroadening the range of servicesprovided.
UPS Chairman Mike Eskew saidthe company shed some businessover the past year, “which slowed ourtop-line growth.”
“All supply chain solutions mustmeet two criteria,” he said in a mes-sage to shareholders in the 2006annual report. “One, they must belinked to the transportation networkand two, they must be repeatable,that is, able to be used by a numberof customers simultaneously.”
DHL, meanwhile, continued toramp up its package and freight deliv-ery network in North America andcan use its extensive overseas capabil-ities (it is owned by Germany’sDeutsche Post World Net) to boostits logistics business. Deutsche Post’s2005 purchase of Exel PLC (and itsExel Americas unit) also made DHLthe largest provider of contract logis-tics and freight forwarding services inNorth America.
The TT Logistics 50 ranks firmsbased on net revenue from NorthAmerican operations in four primarycategories: air and ocean freight for-warding, warehousing and distribu-tion, dedicated contract carriage, and
truck and rail brokerage.Although both DHL and UPS
appear to be pulling away from thefield in the latest survey, there wereother notable changes in the list.
The combination of CEVA Logistics(formerly TNT Logistics) andEGL/Eagle Global Logistics has pro-duced a logistics enterprise rankedNo. 6 this year with combined netrevenue of $1.42 billion. In 2006,TNT Logistics North America rankedNo. 12 and Eagle Global Logisticsranked No. 17.
Another merged company — Jacob-son Cos. and Arnold Logistics — isranked No. 25 this year with net rev-enue of $399 million in 2006. Lastyear, Jacobson ranked No. 30 andArnold No. 47.
Germany’s Schenker Logistics andNorth America’s BAX Global also gottogether. Net revenue for the com-bined businesses in North Americawas estimated at $600 million, goodenough to be ranked No. 18.
Joining the TT Logistics 50 for thefirst time this year are some compa-nies that specialize in distributionlogistics. Brightpoint North America(No. 32) distributes cellphones, forinstance, as does ATC Logistics &Electronics (No. 38). Ingram MicroLogistics returns to the Top 50 at No.37 after a one-year absence. It spe-cializes in distributing computer andelectronic parts.
Also new is 3PD Inc., an applianceand furniture delivery specialist witha large dedicated service fleet. Itranks No. 47.
Data for the TT Logistics 50 deriveprimarily from company managementor annual reports published by pub-licly owned companies. In some cases,revenue is estimated by Richard Arm-strong, publisher of “Who’s Who inLogistics: Armstrong’s Guide to Glob-al Supply Chain Management.”
Firms are ranked on the basis of netrevenue, which is defined as grossrevenue minus purchased transporta-tion. It is considered by Armstrongand other industry experts to be thefairest way to judge the size and capa-bilities of the business. ✑
DHL Overtakes UPS;Distribution Firms Added to Top 50 List
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DUST
RY E
XPER
TISE
/KEY
CUS
TOM
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DESC
RIPT
ION
OF S
ERVI
CE
Pag
e 7
2007
Tra
nsp
ort
Top
ics
Logi
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s 50
7 8 9 10
9 14 7 37
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ms
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porta
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man
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tribu
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supp
ly c
hain
con
sulti
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(e)
(e)
(e)
(e)
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ERIC
AN R
EVEN
UE (i
n m
illio
ns)
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GROS
SRA
NKRA
NK(e
) = e
stim
ate
2007
2006
COM
PANY
N/A
= N
ot A
pplic
able
EMPL
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SIN
DUST
RY E
XPER
TISE
/KEY
CUS
TOM
ERS
DESC
RIPT
ION
OF S
ERVI
CE
Pag
e 8
2007
Tra
nsp
ort
Top
ics
Logi
stic
s 50
N.AM
ERIC
AN R
EVEN
UE (i
n m
illio
ns)
NET
GROS
SRA
NKRA
NK(e
) = e
stim
ate
2007
2006
COM
PANY
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TISE
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2007
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Top
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2007
Tra
nsp
ort
Top
ics
Logi
stic
s 50
N.AM
ERIC
AN R
EVEN
UE (i
n m
illio
ns)
NET
GROS
SRA
NKRA
NK(e
) = e
stim
ate
2007
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PANY
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DUST
RY E
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TISE
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CUS
TOM
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RIPT
ION
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butio
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::
2007 Transport Topics Logistics 50Page 14
Transport Topics
By Daniel P. BearthSenior Features Writer
Spending on all kinds of logisticsservices in the United Statestopped $110 billion in 2006,according to a market analysisdone for the TRANSPORT TOPICSLogistics 50.
Gross revenue for third-partylogistics companies was $113.6billion, a 9.5% increase from2005. Net revenue for 3PLs,which excludes pass-through rev-enue associated with purchasedtransportation, was $53.1 billion,an increase of 11.9% from theprior year.
Domestic and internationaltransportation management,which consists of truck and railfreight brokerage and air andocean freight forwarding, make upthe lion’s share of logistics busi-ness, generating $76.2 billion, or69% of total gross revenue, and$22.5 billion, or 42% of net rev-
enue, in 2006.Warehousing and distribution
activities generated $23.4 billion($19.7 billion net revenue) anddedicated contract carriage added$11 billion ($10.9 billion net rev-enue) in 2006.
Global 3PL revenue was esti-mated at $391 billion and Euro-pean 3PL revenue estimated at$139 billion.
Logistics companies can bedivided into three broad cate-gories, according to logistics con-sultant Richard Armstrong ofArmstrong & Associates:
■ First-tier 3PLs are global sup-ply chain managers and includelogistics units of parcel carriersDHL Express Worldwide, UPSInc. and FedEx Corp.; air andocean freight forwarding compa-nies, such as CEVA Logistics andNYK Logistics; leasing and logis-tics service providers Ryder Sys-tem and Penske Logistics; freightbroker C.H. Robinson Worldwide;and Caterpillar Logistics Services,
a unit of construction equipmentand engine manufacturer Cater-pillar Inc.
“There are 20 to 25 companieswho have the global capabilitiesnecessary to provide lead logisticsmanagement service,” Armstrongsaid. “In general, these 3PLscould be the single provider forFortune 500-1000 companies.”
■ A second tier of companies isdescribed as regional serviceproviders and includes ware-housing special ists such asOzburn-Hessey Logistics andJacobson Cos.; returned-goodsspecialist Genco Supply ChainSolutions; trucking and ware-house operators NFI Industriesand Landstar Global Logistics;and logistics company MenloWorldwide.
“Tier 2 players are involved pri-marily in value-added warehous-ing and distribution, which is aregional rather than global solu-tion,” Armstrong said. “Where theprimary shipments are palletized,these solutions normally haveranges of 500 to 600 miles in theU.S. In Europe, the distances cov-ered are smaller.”
■ A third tier of logistics compa-nies consists of niche operators,
Armstrong said. These firms pro-vide specialized distribution serv-ices or operate in distinct geo-graphic regions. BrightpointNorth America and ATC Logistics& Electronics are two companiesthat specialize in distribution ofcellphones, for instance, while acompany such as Kane Is AbleInc. provides warehousing anddistribution in the Northeastregion of the United States.
“3PLs can be divided based onsize and scale,” Armstrong said.“Tier 1 firms serve most of theworld, have over $1 billion in netrevenue and more than 5,000employees. Tier 2 companies areimportant continental players.Tier 3 companies are functionalor geographical specialists. Mosthave less than $200 million innet revenue.”
Armstrong is publisher of “Arm-strong’s Guide to Third-PartyLogistics Companies.” He is a pri-mary source for revenue esti-mates for TRANSPORT TOPICS’ Top50 Logistics Companies list andthe Top 25 Freight Forwarders,Top 25 Warehousing Firms, Top25 Dedicated Contract Carriersand Top 25 Freight BrokerageFirms lists. ✑
3PLs Boost U.S. Revenue By 9.5% to $113.6 Billion
By Daniel P. BearthSenior Features Writer
International shipping contain-ers soon may be outfitted withelectronic security devices to helpU.S. Customs and Border Protec-tion officials determine if the con-tents have been tampered with.
Under a provision in an anti-terrorism bill recently signed intolaw by President Bush, theDepartment of Homeland Securi-ty will conduct tests of containersecurity devices, or CSDs, todetermine how well the technolo-gy works.
Frank Hazeltine, vice presidentof freight management for PenskeLogistics in Reading, Pa., saidthough participation in the testing
is voluntary, he believes it will leadto mandatory scanning of allfreight containers coming into theUnited States.
“Today, there’s 100% screeningof inbound shipments,” Hazeltinesaid. To go further and require allcontainers to be scanned, he said,“would stop U.S. commerce.”
Logist ics consultant JohnAmos said existing programs,such as the Customs-Trade Part-nership Against Terrorism andthe Container Security Initia-tive, are examples of public-pri-vate and international coopera-t ion that have producedpractical results.
Under C-TPAT, U.S. Customsand Border Protection officialscertify private companies thatmeet certain security criteria. As a
result, those companies’ freight isnot subject to the same level ofinspections as freight from non-participating companies.
With CSI, agreements are madewith overseas governments, cus-toms authorities and port officialsto establish criteria to identifyhigh-risk containers and establishprocedures for screening andselecting containers for scanningor inspection.
“New solutions must be devel-oped to complement existinginformation systems,” Amos said.
“More timely, more efficient andmore accurate trade documenta-tion must work hand-in-hand withbetter container seals, trackingand screening technology toensure that cargo containers aresafe from tampering and terroristthreat,” he said.
Hazeltine said C-TPAT “hasdone a lot to smooth the tradeprocess.”
Agency Plans to Test DevicesTo Thwart Cargo Tampering
A container at the Port of Miamiis opened for an inspection.
Ric
hard
She
inw
ald
— B
loom
berg
New
s
(See TAMPERING, p. 17)
Page 152007 Transport Topics Logistics 50
Transport Topics
It seems like there’s no stoppingC.H. Robinson Worldwide. TheMinnesota-based freight broker-age firm added almost $250 mil-lion in net revenue in 2006, morethan the total net revenue for itsclosest competitor, Hub Group.
But a slowdown may be in theoffing as market demand fortruckload services softens and thecompany shifts its focus to han-dling more air and ocean freightshipments and to expanding itsbrokerage services overseas.
“Transportation markets aremoving quicker, and prices on
both the shipper side and the car-rier side are moving and reactingfaster than they have in the past,largely due to automation and bet-ter information available in themarketplace,” Chief ExecutiveOfficer John Wiehoff said in thecompany’s 2006 annual report toshareholders.
“We believe that our model isbecoming more and more rele-vant, and yet at the same time, it’sbecoming more and more chal-lenging to try to predict how themarketplace will behave,” he said.
With net revenue from broker-
age operations approaching $1 bil-lion, C.H. Robinson remainedcomfortably at the top of the Top25 Freight Brokerage Firms listthat TRANSPORT TOPICS and logis-tics industry consultant RichardArmstrong compiled.
Though North America still pro-vides the bulk of C.H. Robinson’sfreight brokerage business,Wiehoff noted that net revenuefrom ocean, air and customs bro-kerage grew 40% in 2006.
C.H. Robinson acquired a cou-ple of freight forwarders inEurope in 2005 and late last yearpurchased a business in India.
“While revenues of that acquisi-tion were not material,” Wiehoffsaid, “it was an important strategicacquisition for us.”
Though C.H. Robinson domi-
nates the field, many smaller firmsalso reported solid growth infreight brokerage revenue in2006.
Rail intermodal specialist HubGroup posted net revenue of $218million, up more than 15% from$189 million in 2005.
In the first six months of 2007,Hub’s truck brokerage business,called Hub Highway Services,generated revenue of $147.8 mil-lion, nearly the same as revenue of$147.7 million in the same perioda year ago. In the second quarteralone, truck brokerage revenuewas down 6.3% to $73.2 millionfrom $78.1 million in the sameperiod a year ago.
Company officials said the
CC..HH.. RRoobbiinnssoonn DDoommiinnaatteessLLiisstt ooff BBrrookkeerraaggee FFiirrmmss
1 C.H. Robinson WorldwideNet Revenue: $946 millionGross Revenue: $5.3 billionTypes of Freight: Dry van, flatbed and refrigerated TL,LTL, rail, air and ocean
2 Hub GroupNet Revenue: $218 millionGross Revenue: $1.6 billionTypes of Freight: Rail, dry van and flatbed TL, LTL
3 Landstar Global LogisticsNet Revenue: $165.7 millionGross Revenue: $1.1 billionTypes of Freight: Dry van, flatbed and refrigerated TL,LTL, rail, air
4 NYK LogisticsNet Revenue: $120 millionGross Revenue: $790 millionTypes of Freight: Rail, dry van, flatbed and refrigeratedTL, LTL, air
5 Exel Transportation ServicesNet Revenue: $115 million (est.)Gross Revenue: $770 million (est.)Types of Freight: Rail, dry van, flatbed and refrigeratedTL, LTL
6 Pacer Global LogisticsNet Revenue: $71.4 millionGross Revenue: $1.9 billionTypes of Freight: Rail, dry van and flatbed TL
7 Transplace Inc.Net Revenue: $60 million (est.)Gross Revenue: $700 million (est.)Types of Freight: Dry van, flatbed and refrigerated TL, LTL
8 UTi Worldwide/Market Transport ServicesNet Revenue: $60 million (est.)Gross Revenue: $360 million (est.)Types of Freight: Rail, dry van, flatbed and refrigerated TL
9 YRC LogisticsNet Revenue: $57 millionGross Revenue: $380 millionTypes of Freight: Dry van, flatbed and refrigerated TL,LTL, rail, air
10 Total Quality LogisticsNet Revenue: $54 millionGross Revenue: $294 millionTypes of Freight: Dry van and refrigerated TL
11 Allen Lund Co.Net Revenue: $45.6 millionGross Revenue: $296.7 millionTypes of Freight: Refrigerated, dry van and flatbed TL,LTL
12 Matson Integrated LogisticsNet Revenue: $44 million (est.)Gross Revenue: $433 million (est.)Types of Freight: Rail, dry van and flatbed TL, LTL, air
13 Freightquote.com/Twin ModalNet Revenue: $40 million (est.)Gross Revenue: $264.5 millionTypes of Freight: Rail, dry van and flatbed TL, LTL
14 Union Pacific Distribution ServicesNet Revenue: $40 million (est.)Gross Revenue: $450 million (est.)Types of Freight: Rail, dry van and flatbed TL
15 Pittsburgh Logistics SystemsNet Revenue: $35 million (est.)Gross Revenue: $230 million (est.)Types of Freight: Flatbed TL
16 Ozburn-Hessey LogisticsNet Revenue: $33.4 millionGross Revenue: $198.8 millionTypes of Freight: Dry van and refrigerated TL, rail
17 BNSF LogisticsNet Revenue: $33 millionGross Revenue: $199 millionTypes of Freight: Rail, refrigerated, dry van and flatbed TL
18 England LogisticsNet Revenue: $31.3 millionGross Revenue: $172.7 millionTypes of Freight: Refrigerated and dry van TL
19 Trinity TransportNet Revenue: $31 millionGross Revenue: $175.9 millionTypes of Freight: Dry van and refrigerated TL, LTL, air, rail
20 Champion Logistics GroupNet Revenue: $27.2 millionGross Revenue: $70.7 millionTypes of Freight: Dry van TL, LTL, rail and air
21 ATS Logistics ServicesNet Revenue: $25 millionGross Revenue: $141 millionTypes of Freight: Dry van and flatbed TL
22 Greatwide Truckload BrokerageNet Revenue: $24.5 millionGross Revenue: $170 millionTypes of Freight: Refrigerated and dry van TL and rail
23 CRST LogisticsNet Revenue: $23 millionGross Revenue: $135 millionTypes of Freight: Dry van and flatbed TL
24 Cornerstone SystemsNet Revenue: $19 million (est.)Gross Revenue: $165 million (est.)Types of Freight: Rail, dry van and flatbed TL
25 Sunteck TransportNet Revenue: $18 million (est.)Gross Revenue: $84 million (est.)Types of Freight: Dry van, flatbed and refrigerated TL,LTL, rail, air and ocean
TToopp 2255 FFrreeiigghhtt BBrrookkeerraaggee FFiirrmmss
(See BROKERAGE, p. 17)
2007 Transport Topics Logistics 50Page 16
Transport Topics
By Adam SchreckAssociated Press
NEW YORK — Air freight andshipping companies that struggledto recover from a steep decline inshare prices a year ago are finallystarting to see some relief.
In late July and early August2006, UPS Inc., Atlanta, andExpeditors International of Wash-ington Inc. each posted one-day,double-digit declines after deliv-ering lower-than-expected quar-terly earnings. That helped drag
the Dow Jones Delivery ServicesIndex 15% lower in a matter ofweeks. The index is still downmore than 4% over the past year.
But there are signs the tradition-ally volatile industry may beimproving. Over the past threemonths, the delivery servicesindex — a basket of stocks thatincludes express-delivery compa-nies, asset-light freight forwardersand air-cargo contract haulers —is up more than 7%.
Freight forwarders such asExpeditors, UTi Worldwide Inc.and EGL Inc., help move cus-
tomers’ freight on vehicles ownedby other companies.
In recent months, a slower U.S.economy has hurt internationaltrade volumes, possibly weighingon share prices.
“The freight forwarders have allseen a slowdown in freight volumeacross the board,” said DonaldBroughton, an analyst at A.G.Edwards & Sons. But the forward-ing companies can still benefit,Broughton said, because lower vol-umes reduce spot prices for cargo.
“It’s actually good for their mar-gins,” he said.
The industry got a boost in Julywhen Bank of America analystsreported that the level of freight-ton-kilometers, an industry meas-ure of cargo demand, in May grew
at its highest rate in months inNorth America and outpacedyear-on-year gains in Asia.
Industrywide, the metric in-creased 5%, which the analystscalled “solid, in light of challeng-ing comparisons” last May. Theycautioned, however, that a slowereconomy and higher fuel pricescould affect air-cargo growth.
Brandon Fried, executive direc-tor of the Airforwarders Associa-tion, a Washington, D.C.-basedtrade group, said increased fuelcosts are a concern for all shippingcompanies.
“Most of the time, it is pas-sed along to the consumer, but itcan have an impact on factorycosts and overall productivity,” hesaid. ✑
Delivery Services FirmsShow Possible Rebound
Commercial warehousing is a$33 billion business in NorthAmerica and none is larger thanExel Contract Logistics.
Exel topped the warehousing listfor the second year in a row, oper-ating an estimated 75 millionsquare feet of space in the UnitedStates and Canada for companiessuch as Kraft Foods which inMarch also selected Exel to pro-vide warehousing services for itstwo distribution centers in Brazil.
“We’re poised for growth in
Latin America,” said RobertoMachado, director of customerservice and logistics for KraftFoods.
Exel, based in Westerville, Ohio,is part of DHL Exel SupplyChain, the largest third-partylogistics service provider in NorthAmerica and owned by Germany’sDeutsche Post World Net.
Revenue from warehousing andrelated activities grew 14.6% to$33 billion from $28.8 billion theyear before, logistics industry con-
sultant Richard Armstrong said.The number of warehouses alsogrew by 9.7% to 7,900 with a totalof 1.25 billion square feet ofspace.
Growth in contract warehousingcontinues at the expense of publicwarehousing, Armstrong said in areport published in May.
Colliers International, a consult-ing firm in Boston that tracksindustrial real estate markets,reported a slight increase in thenational vacancy rate for ware-housing and distribution spacethis year.
“Demand for warehouse space isa little on the weak side, but noth-ing to get concerned about,” saidRoss Moore, senior vice presidentof market and economic researchfor Colliers.
Of the 54 million square feet ofindustrial space built in the sec-ond quarter of 2007, only 36.5million square feet was“absorbed,” or rented by tenants.The overall vacancy rate in thethree-month period ended June30 was 8.23%, an increase of0.25%, Colliers reported, basedon a survey of major markets inthe United States and Canada.Another 145.8 million square feetof space is under construction,Colliers reported.
“The rise in construction is not asign of overbuilding,” Moore said,“but rather a reasoned response tovery tight availability in selectmarkets.”
Markets with high levels of con-struction include Atlanta, Dallas,Houston, Central New Jersey,Phoenix and the Inland Empireregion of Southern California.
Another positive sign is thatrents continue to rise, Moore said.The average asking rent for ware-house/distribution space in thesecond quarter was $5.56 persquare foot, up 3.4% from a simi-lar survey in the first quarter.
Warehouse Specialists Inc.,Appleton, Wis., joins the list oflargest warehousing companiesfor the first time at No. 15. Thecompany was started in 1966 bysix forklift drivers from a localpaper mill. A single warehouse inCombined Locks, Wis., has growninto 47 facilities throughout NorthAmerica.
Total space for Atlas Cold Storageand VersaCold were combined afterboth companies were acquired byHf. Eimskipafelag Islands, a pub-licly owned holding company in Ice-land that claims to own about 100cold-storage facilities worldwide,along with other transportation andair freight businesses.
Total space for refrigeratedwarehouses is determined bydividing total cubic feet by anaverage ceiling height of 27 feet tocalculate total square footage.
Also combined were CEVALogistics (formerly TNT Logis-tics) and Eagle Global Logistics,and Schenker Logistics and BAXGlobal. — Daniel P. Bearth
Revenue Grew to $33 Billion In Commercial Warehousing
A UPS Supply Chain Solutions warehouse in Miami.
UPS
Inc
.
results reflect an increase in rev-enue per load due to priceincreases offset by a decrease involume.
In July, Hub Group terminateda proposed acquisition of Inter-dom Partners, an intermodalmarketing company.
Chief Executive Officer DavidYeager sa id the deal would not be in the company’s bestinterests.
“We still have great respect forInterdom and we know they willcontinue to be a strong player inthe intermodal market,” Yeagersaid. “We continue to be opti-mistic about our future opportu-
nities as we look at other acqui-sition candidates.”
Total Quality Logistics movedinto the top 10 with net revenueof $54 million in 2006, a jump of82% from $29.7 million in 2006.
Allen Lund Co., a brokeragefirm that specializes in refriger-ated loads, grew its business by22% to $45.6 million from $37.5million.
Warehouse operator Ozburn-Hessey Logistics, which ranksNo. 16 this year, acquired TurboLogist ics and reported com-bined net revenue of $33.4 mil-lion. Turbo Logistics ranked No.24 with estimated net revenueof $18 million in 2005.
— Daniel P. Bearth
Page 172007 Transport Topics Logistics 50
Transport Topics
Associated Press
NEW YORK — Diversifiedtruckload carrier J.B. Hunt Trans-port Services Inc. is ahead of itscompetitors in the use of technol-ogy to expand margins, said anupbeat report from BB&T CapitalMarkets.
“Not only does JBHT believethat any new technologies shouldimprove efficiency, but manage-
ment insists that any new tech-nologies must provide an attrac-tive return on investment,” saidanalyst John Barnes.
That disciplined approach, headded, improves customer serv-ice, makes life easier for driversand provides hard dollar returnsfor the company.
“Our sense is that JBHT is notjust a step ahead but many stepsahead of the competition in mostcases,” the analyst wrote in a
research note to clients in March.J.B. Hunt, Lowell, Ark., offers
traditional truckload services,where it hauls full loads directlyfrom the shipper to the receiveron an irregular schedule but com-plements that business with dedi-cated service, where trucks areplaced on contract with a shipperfor regular deliveries on a setroute. It also offers intermodalservice, which combines its over-the-road offerings with rail servicefrom Burlington Northern SantaFe Corp.
Technology is the driving forcebehind each of those three busi-nesses, Barnes said. For example,its Compass software tracksequipment and schedules freightin real time. While other carriershave similar tools, the analyst con-tinued, most are not as sophisti-
cated or as comprehensive.The carrier also uses onboard
computers to text-message driversitems such as driving directions.Other carriers use the technology,Barnes acknowledged, but J.B.Hunt will push it further by soonadding new devices and features,such as graphical routes with text-to-speech technology.
Black boxes, which store driverdata, also have improved safety,while a technology the companyadopted from General ElectricCo. locates trailers and deter-mines whether they are full orempty, which increases trailer uti-lization. An internally developedsoftware, called “Perfect Invoice,”bills the correct amount to ship-pers the first time, which reducesrework labor and improves cus-tomer satisfaction. ✑
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1 Exel Contract LogisticsTotal Space: 75 million sq. ft.Number of Warehouses: 386
2 UPS Supply Chain SolutionsTotal Space: 35 million sq. ft.Number of Warehouses: 936
3 Genco Supply Chain SolutionsTotal Space: 30 million sq. ft.Number of Warehouses: 102
4 Caterpillar Logistics ServicesTotal Space: 27 million sq. ft. (est.)Number of Warehouses: 105
5 CEVA Logistics/Eagle Global LogisticsTotal Space: 26 million sq. ft. (est.)Number of Warehouses: 145
6 UTi WorldwideTotal Space: 26 million sq. ft. (est.)Number of Warehouses: 210
7 Jacobson Cos.Total Space: 24 million sq. ft.Number of Warehouses: 142
8 AmeriCold LogisticsTotal Space: 23 million sq. ft. (est.)Number of Warehouses: 102
9 Ozburn-Hessey LogisticsTotal Space: 22 million sq. ft.Number of Warehouses: 100
10 Kenco Logistics ServicesTotal Space: 21 million sq. ft.Number of Warehouses: 93
11 Atlas Cold Storage/VersaColdTotal Space: 18.5 million sq. ft.Number of Warehouses: 100
12 Ryder SystemTotal Space: 18.3 million sq. ft.Number of Warehouses: 184
13 DSC LogisticsTotal Space: 15 million sq. ft.Number of Warehouses: 35
14 Penske LogisticsTotal Space: 15 million sq. ft.Number of Warehouses: 151
15 Warehouse Specialists Inc.Total Space: 15 million sq. ft. (est.)Number of Warehouses: 47
16 NFI Interactive LogisticsTotal Space: 14.5 million sq. ft.Number of Warehouses: 70
17 Kuehne + Nagel North AmericaTotal Space: 14.2 million sq. ft.Number of Warehouses: 61
18 APL LogisticsTotal Space: 14 million sq. ft.Number of Warehouses: 49
19 Menlo WorldwideTotal Space: 13 million sq. ft. (est.)Number of Warehouses: 84
20 Mallory Alexander International LogisticsTotal Space: 11.9 million sq. ft.Number of Warehouses: 35
21 Total Logistic ControlTotal Space: 11 million sq. ft. (est.)Number of Warehouses: 32
22 MBX LogisticsTotal Space: 10 million sq. ft.Number of Warehouses: 22
23 Saddle Creek Corp.Total Space: 9.4 million sq. ft.Number of Warehouses: 35
24 New Breed LogisticsTotal Space: 7 million sq. ft.Number of Warehouses: 50
25 Schenker Logistics/BAX GlobalTotal Space: 6 million sq. ft. (est.)Number of Warehouses: 80
TToopp 2255 WWaarreehhoouussiinngg FFiirrmmss
According to an analysis of Cus-toms inspection data, as many as15% of container shipments fromnoncertified shippers are in-spected, compared with about8% of containers from certifiedshippers. And for shippers whotake additional security precau-tions, such as conducting in-dependent audits of procedures,the percentage is less than 1%,
Hazeltine said.As with C-TPAT, Hazeltine said,
containers equipped with CSDswill be able to move through U.S.Customs much faster than otherkinds of freight, giving shippersand carriers an incentive to adoptthe technology.
Ocean-vessel operators are ex-pected to charge shippers a fee ofbetween $25 and $50 per ship-ment for the use of containersecurity devices, he said. ✑
Brokerage(Continued from p. 15)
Tampering(Continued from p. 14)
2007 Transport Topics Logistics 50Page 18
Transport Topics
UPS Supply Chain Solutions andDHL Global Forwarding lead aninternational cast on the Top 25Freight Forwarders list.
The rankings, based on estimatesof net revenue by logistics industryconsultant Richard Armstrong,reflect worldwide forwarding busi-
ness for firms with substantial busi-ness in North America.
New on the list are China special-ists Kerry Logistics and DimercoExpress Group, Thiel Logistics +Services from Germany and BAL-trans Holdings from Hong Kong.
— Daniel P. Bearth
1 UPS Supply Chain SolutionsNet Revenue: $4.2 billionGross Revenue: $7.4 billionHeadquarters: Atlanta
2 DHL Global ForwardingNet Revenue: $3.1 billionGross Revenue: $12.6 billionHeadquarters: Plantation, Fla.
3 Kuehne + Nagel Inc.Net Revenue: $1.9 billionGross Revenue: $12.1 billionHeadquarters: Schindellegi, Switzerland
4 NYK LogisticsNet Revenue: $1.9 billionGross Revenue: $4.2 billionHeadquarters: Tokyo
5 Schenker Logistics/BAX GlobalNet Revenue: $1.8 billionGross Revenue: $8.8 billionHeadquarters: Irvine, Calif.
6 Ryder SystemNet Revenue: $1.8 billion Gross Revenue: $2.6 billionHeadquarters: Miami
7 Panalpina GroupNet Revenue: $1.3 billionGross Revenue: $7.6 billionHeadquarters: Basel, Switzerland
8 APL Logistics Net Revenue: $1.3 billionGross Revenue: N/AHeadquarters: Singapore
9 Expeditors International of WashingtonNet Revenue: $1.3 billionGross Revenue: $4.6 billionHeadquarters: Seattle
10 C.H. Robinson WorldwideNet Revenue: $1.1 billionGross Revenue: $6.6 billionHeadquarters: Eden Prairie, Minn.
11 CEVA Logistics/Eagle Global LogisticsNet Revenue: $1 billionGross Revenue: $3.2 billionHeadquarters: Houston
12 FedEx Corp.Net Revenue: $1 billionGross Revenue: $2 billionHeadquarters: Memphis, Tenn.
13 Sinotrans Ltd.Net Revenue: $907 million Gross Revenue: $4.1 billionHeadquarters: Shanghai, China
14 UTi WorldwideNet Revenue: $777 millionGross Revenue: $3 billionHeadquarters: British Virgin Islands
15 Hellmann Worldwide LogisticsNet Revenue: $720 millionGross Revenue: $3.6 billionHeadquarters: Osnabruck, Germany
16 Agility LogisticsNet Revenue: $700 millionGross Revenue: $2.7 billionHeadquarters: Kuwait City, Kuwait
17 Nippon Express GroupNet Revenue: $680 millionGross Revenue: $3.4 billionHeadquarters: Tokyo
18 Kintetsu World ExpressNet Revenue: $670 millionGross Revenue: $2.3 billionHeadquarters: Tokyo
19 ABX LogisticsNet Revenue: $600 million Gross Revenue: $3.1 billionHeadquarters: Brussels
20 Kerry LogisticsNet Revenue: $400 millionGross Revenue: $812 millionHeadquarters: Hong Kong
21 Yusen Air & Sea ServiceNet Revenue: $350 millionGross Revenue: $1.4 billionHeadquarters: Tokyo
22 Dimerco Express GroupNet Revenue: $210 millionGross Revenue: $419 millionHeadquarters: Taipei, Republic of China (Taiwan)
23 BDP InternationalNet Revenue: $200 millionGross Revenue: $1 billionHeadquarters: Philadelphia
24 Thiel Logistics + ServicesNet Revenue: $125 millionGross Revenue: $513 millionHeadquarters: Grevenmacher, Luxembourg
25 BALtrans HoldingsNet Revenue: $85 millionGross Revenue: $520 millionHeadquarters: Hong Kong
UPS, DHL Are Leaders On Top 25 Forwarders List
TToopp 2255 FFrreeiigghhtt FFoorrwwaarrddeerrss
By Daniel P. BearthSenior Features Writer
The largest freight transportationcompanies in North America con-tinue to evolve in response toincreasing demands for a broadrange of transportation services.
“Global trends are creating com-pelling growth opportunities,” UPSChairman Mike Eskew said in areport to shareholders earlier thisyear. “We anticipate that our globalsmall package and supply chainand freight businesses will contin-ue to expand as we meet our cus-tomers’ growing global needs.”
To accommodate growth, UPS isspending $1 billion to expand its airhub in Louisville, Ky. The companyalso broke ground in August for anew air hub at Pudong InternationalAirport in Shanghai, China. The 1-million-square-foot facility isexpected to open in 2008.
In April, Canadian National Rail-way announced plans to expand thesize and scope of its nonrail servic-es in North America.
CN Worldwide North Americawill offer retail intermodal truckingand freight brokerage services toprovide a “seamless” transportationsolution, said Keith Reardon, man-aging director.
NFI Industries, a company thatprovides trucking and warehous-ing services, enhanced its capabil-ities with the purchase of Quick
Pak, a company that provides pro-motional packaging, productassembly and project manage-ment for companies such as Proc-ter & Gamble, L’Oreal, Garnier,Victoria’s Secret and Bath & BodyWorks.
“We know Quick Pak wi l lbecome a key contributor to thesuccess of NFI Industries goingforward,” said chief executiveofficer Sidney Brown.
The Army & Air Force Ex-changeService, which operates commis-saries and restaurants for militarypersonnel in 30 countries, selectedAPL Logistics to oversee importlogistics and freight transportation.
“This is an important develop-ment for us,” APL Logistics Presi-dent Brian Lutt said. “Not onlydoes it provide us with significantnew business, it underscores thestrength of our relationship with acritical customer.”
Similarly, Celestica Inc., Toron-to, a manufacturer of electronicscomponents, selected DHL as itscarrier of choice for express ship-ping within North America andfrom North America to Asia andEurope.
Celestica has production facilitiesall over the world, including Thai-land, Mexico, Canada and theCzech Republic, and operates dis-tribution centers in Chicago; Buffa-lo, N.Y.; Laredo, Texas; and Miami.
See Top 50 Freight Transporta-tion Firms list on p. 19.
Freight Firms RespondTo Increased Demand
Page 192007 Transport Topics Logistics 50
Transport Topics
1 UPS Inc. $47,547 Package and LTL trucking, intermodal, warehousing2 FedEx Corp. 35,241 Package and LTL trucking, air cargo3 DHL Americas 16,384 Freight forwarding, warehousing, package and dedicated contract carriage4 Union Pacific Corp. 15,578 Rail, intermodal5 Burlington Northern Santa Fe Corp. 14,985 Rail, intermodal6 A.P. Moeller/Maersk Group 9,947 Ocean freight7 YRC Worldwide 9,919 LTL trucking8 CSX Corp. 9,566 Rail, intermodal9 Norfolk Southern Corp. 9,407 Rail, intermodal
10 U.S. Postal Service 8,219 Package11 Ryder System 6,307 Truck leasing, dedicated contract carriage, warehousing 12 Canadian National Railway 5,711 Rail13 American President Lines/APL Logistics 4,891 Ocean freight, warehousing 14 Con-way Inc. 4,221 LTL trucking 15 CEVA Logistics/Eagle Global Logistics 4,134 Freight forwarding, warehousing, dedicated contract carriage16 Penske Truck Leasing Co. 4,000 Truck leasing, dedicated contract carriage17 Schneider National Inc. 3,700 Truckload, intermodal, dedicated contract carriage18 J.B. Hunt Transport Services 3,328 Truckload, intermodal, dedicated contract carriage19 Canadian Pacific Railway 3,277 Rail, logistics services20 Swift Transportation 3,173 Truckload, intermodal21 Kuehne + Nagel Contract Logistics 2,874 Freight forwarding, warehousing22 Landstar System 2,514 Truckload 23 UniGroup Inc. 2,300 Household goods24 Schenker Logistics/BAX Global 2,221 Freight forwarding, LTL trucking25 Werner Enterprises 2,081 Truckload 26 NYK Group 1,998 Ocean freight 27 Pacer International 1,888 Intermodal28 Arkansas Best Corp. 1,861 LTL trucking29 Kansas City Southern 1,660 Rail30 Hub Group 1,609 Intermodal31 Matson Navigation Co. 1,607 Ocean freight, intermodal32 Estes Express Lines 1,477 LTL trucking 33 Atlas Air Worldwide Holdings 1,476 Air cargo34 U.S. Xpress Enterprises 1,472 Truckload, dedicated contract carriage35 Crowley Maritime Corp. 1,468 Ocean freight 36 Panalpina Group 1,356 Freight forwarding 37 TransForce Income Fund 1,328 LTL trucking, truckload 38 Old Dominion Freight Line 1,279 LTL trucking39 ABX Air 1,260 Air cargo40 Horizon Lines 1,157 Ocean freight41 Greatwide Logistics Services 1,140 Truckload, dedicated contract carriage, freight brokerage42 C.H. Robinson Worldwide 1,083 Freight brokerage43 Sirva Inc. 1,044 Household goods44 Crete Carrier Corp. 1,004 Truckload 45 Purolator Courier 997 Package 46 Atlas World Group 986 Household goods 47 Kirby Corp. 984 Barge48 Northwest Airlines Cargo 946 Air cargo49 Averitt Express 923 LTL trucking50 Allied Systems Holdings 894 Vehicle hauling
TToopp 5500 FFrreeiigghhtt TTrraannssppoorrttaattiioonn FFiirrmmss2006 Revenue
Rank Company (in millions) Primary Freight Services
2007 Transport Topics Logistics 50Page 20
J.B. Hunt Dedicated ContractServices remained on top of thelist of Top 25 Dedicated Con-tract Carriers compiled byTRANSPORT TOPICS and logisticsindustry consultant RichardArmstrong.
Closing in on the lead, however,is Ryder System, which addedmore than 800 total power units toits dedicated unit since a similarlist was published a year ago. J.B.Hunt added a little more than 300power units.
Ruan Transport Corp. reported3,984 dedicated power units thisyear, an increase of more than1,200 units from a year ago.Much of the increase can beattributed to acquisitions,though, as Ruan acquired severaldedicated fleets that specialize inhauling milk.
Greatwide Dedicated Trans-port added 773 power units toits dedicated fleet over the pastyear, moving the company toNo. 3 on the l ist from No. 4.Greatwide provides service pri-mar i ly to grocery and food-
service shippers.Dedicated contract carriers pro-
vide tractors, trucks and trailers— along with drivers in mostcases — for the exclusive use ofshippers.
Many well-known, over-the-road truckload carriers havedeveloped dedicated operationsas a way to broaden their servic-es and provide drivers with amore appealing job. Besides J.B.Hunt, that list includes WernerEnterprises, Swift Transporta-tion, NFI Industries and CreteCarrier Corp., plus logistics divi-sions of CRST International andC.R. England Inc.
Other companies, such as Cardi-nal Logistics Management Corp.and 3PD Inc., use dedicatedequipment for business and resi-dential deliveries.
Ryder, a long with PenskeLogistics and Lily DedicatedLogistics, offer dedicated serv-ices along with equipment leas-ing and rental and other logis-tics services.
— Daniel P. Bearth
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TToopp 2255 DDeeddiiccaatteedd CCoonnttrraacctt CCaarrrriieerrss
1 J.B. Hunt Dedicated Contract ServicesTotal Power Units: 5,358
2 Ryder SystemTotal Power Units: 4,698
3 Greatwide Dedicated TransportTotal Power Units: 4,073
4 Schneider National Inc.Total Power Units: 4,000
5 Ruan Transport Corp.Total Power Units: 3,984
6 Werner EnterprisesTotal Power Units: 3,700
7 Penske LogisticsTotal Power Units: 2,200
8 Swift TransportationTotal Power Units: 2,000
9 Cardinal Logistics ManagementCorp.Total Power Units: 1,728
10 U.S. Xpress EnterprisesTotal Power Units: 1,620
11 YRC LogisticsTotal Power Units: 1,606
12 3PD Inc.Total Power Units: 1,452
13 NFI IndustriesTotal Power Units: 1,326
14 Exel Contract LogisticsTotal Power Units: 1,150
15 Logistics Insight Corp.Total Power Units: 1,120
16 UPS Supply Chain SolutionsTotal Power Units: 940
17 England LogisticsTotal Power Units: 936
18 CEVA LogisticsTotal Power Units: 803
19 Averitt ExpressTotal Power Units: 762
20 Crete Carrier Corp.Total Power Units: 600
21 AIM NationaLeaseTotal Power Units: 525
22 CRST DedicatedTotal Power Units: 525
23 Interstate Distributor Co.Total Power Units: 508
24 Jacobson Cos.Total Power Units: 425
25 Lily Dedicated LogisticsTotal Power Units: 395
Transport Topics
