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市场调查报告书
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1848599

第三方物流市场：按运输方式、类型、服务类型、技术解决方案、整合程度、客户类型、经营模式和最终用户产业 - 全球预测，2025-2032

Third-party Logistics Market by Mode Of Transport, Type, Service Type, Technology Solutions, Integration Level, Customer Type, Business Model, End-User Industry - Global Forecast 2025-2032
出版日期: | 出版商: 360iResearch | 英文 191 Pages | 商品交期: 最快1-2个工作天内

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预计到 2032 年第三方物流市场规模将成长至 18,248.2 亿美元，复合年增长率为 10.27%。

主要市场统计数据
基准年2024年 8347亿美元
预计2025年 9173.4亿美元
预测年份：2032年 18248.2亿美元
复合年增长率（%） 10.27%

关于现代营运、数位和监管力量如何重新定义物流物流供应商在现代供应链中的作用的简明框架

现代第三方物流环境的特征是不断加速的变革，营运弹性和策略敏捷性决定了市场领导地位。物流供应商的评估标准日益提高，不仅在于其产能和成本，还在于其将数位编配、法规合规性和永续性融入端到端供应链的能力。这种转变正在将物流伙伴的角色从交易型承运商提升为策略供应链架构师，他们能够影响产品生命週期决策、库存策略和客户体验。

决策者面临多重压力，包括不稳定的贸易政策、波动的燃料和人事费用、电子商务履行的快速扩张以及对可见性和速度的不断提升的期望。因此，采购团队和履约优先考虑那些拥有强大技术堆迭、成熟整合能力以及灵活服务模式以适应不断变化的需求模式的供应商。这些优先事项正在塑造供应商选择过程中使用的合约结构、服务等级协议和绩效指标。

本执行摘要执行摘要了营运变化、监管影响、细分洞察、区域动态和策略建议，旨在帮助领导者确定可行的槓桿，以增强多模态网路和服务组合的弹性，降低总到岸成本，并加速数位转型。

数位化编配、永续性需求、全通路预期与地缘政治调整如何改变第三方物流的价值创造

物流格局正在经历变革时期，重塑竞争边界和价值创造。数位化加速推动了货物管理、运输管理和仓库管理系统的采用，从而实现了即时可视性、预测分析和自动化异常处理。同时，仓库管理中的自动化和机器人技术，加上人工智慧主导的路线规划和货物审核功能，正在缩短前置作业时间并降低单位成本。

永续性要求和企业脱碳承诺将运输方式优化和燃油效率倡议推到了风口浪尖，促使企业加大对低排放气体车队、优化负载整合和线路电气化试点的投资。同时，全通路零售驱动的客户期望也提升了通关、贴标和敏捷包装解决方案等附加价值服务的重要性。

地缘政治格局的调整和复杂贸易法规的激增，正在加速近岸外包和供应商多元化，从而催生了对更区域化网路和本地化仓储解决方案的需求。因此，能够结合技术与营运规模，提供全面整合解决方案的供应商正成为策略重点，取代那些缺乏跨模式和跨地域无缝编配的碎片化服务模式。

2025 年关税对美国贸易航线的供应链设计、运输方式选择、海关营运和库存策略的整体影响

2025年美国关税调整和不断演变的贸易措施给筹资策略链带来了多方面奖励，促使托运人和物流采取战术性和结构性应对措施。更高的进口关税和选择性关税上调，促使製造商和零售商考虑近岸外包、供应商多元化或产品重新设计，以减轻关税的影响。短期内，物流供应商正在透过提供增强的海关能力、贸易合规咨询和关税优化策略来应对，以帮助客户管理现金流并减少海关延误。

关税的累积影响不仅会直接增加成本，还会改变库存配置决策和前置作业时间缓衝。企业正在重新评估其缓衝库存政策，在集中式库存和区域性库存之间做出选择，以平衡关税影响和服务水准目标。这为仓储和配送服务创造了机会，使其能够了解多单元库存流，也为运输供应商创造了机会，使其能够设计跨境解决方案，透过保税设施和优化路线最大限度地减少不必要的关税。

在营运方面，随着托运人重新评估对时间敏感的空运与经济高效的海运和铁路货运之间的平衡，关税将推动运输方式和路线的转变。货物和运输管理系统正被用于近乎即时地模拟这些权衡，而能够快速实施替代计划并促进关税降低的物流伙伴正成为首选顾问。最终，2025 年的关税趋势凸显了综合贸易合规、灵活的网路设计和基于场景的规划的重要性，这对于在不影响服务可靠性的情况下保持竞争力至关重要。

深入的细分主导洞察，揭示模式、服务组合、技术解决方案、整合程度、客户类型、经营模式和行业需求如何影响提供者定位

細項分析揭示了不同运输方式、服务类型、技术堆迭、整合模型、客户概况、经营模式和最终用户产业面临的差异化挑战，每种挑战都需要独特的商业性和营运方法。评估运输方式时，空运是快速、高价值货物的首选，而海运则是大量、低单位成本运输的必需方式。按类型细分，可以发现专用合约运输支援可预测的高频次运输，国内运输管理指导区域交付，而国际运输管理则专注于跨境复杂性和合规性。

按服务类型划分，运输服务是核心运输层，仓储和配送服务负责库存管理和履约执行，而清关、贴标和包装等附加价值服务则日益决定着最终的交付体验。技术解决方案是关键的区别因素。货运管理系统及其货运审核和支付组件促进财务管理，运输管理系统优化路线和承运人选择，仓库管理系统支援吞吐量和货位策略。整合层级将提供端到端协调的完全整合解决方案与需要客户端进行大量协调的部分整合解决方案区分开来。按客户类型和经营模式划分，我们发现大型编配需要扩充性的、 SLA主导的安排，而中小企业寻求具有成本效益的即插即用服务；企业对企业流程优先考虑批量效率，而企业对消费者模型优先考虑速度和交付准确性。最后，从航太和汽车到食品和饮料、医疗保健、製药、製造、零售和消费品等终端用户行业的细微差别，产生了独特的监管、处理和服务水平要求，供应商必须透过专门的能力和合规框架来满足这些要求。

美洲、欧洲、中东和非洲以及亚太地区如何根据运输方式平衡、监管力度和基础设施成熟度分别需要不同的物流能力

三个宏观区域各自展现出独特的结构特征。美洲地区的网路特色是：高度重视国内配送的公路货运，成熟的空运市场适用于时效性要求高的货物，以及支援全通路零售的庞大仓储生态系统。此外，电子商务的兴起持续推动对提高履约密度和最后一哩创新的投资。

欧洲、中东和非洲代表着市场成熟度的融合，其中运输方式平衡、多式联运和永续性法规至关重要。欧洲的法规环境和排放目标正在加速低碳车辆的普及以及模式转换。中东是转运枢纽和区域物流能力的成长市场，而非洲的基础设施发展则为仓储和配送投资带来了挑战和待开发区。

亚太地区是一个多元化的地区，製造业中心与快速成长的国内消费市场并存。海运量和港口连通性对全球贸易航线至关重要，而该地区的航空和公路网络则支援高价值、快速补给的需求。主要国家的贸易政策变化和产业政策倡议持续影响网路设计，因此，对于在多个国家运营的供应商而言，区域敏捷性和针对特定区域的合规能力至关重要。

为什么深化整体能力、有针对性的技术投资和区域专业化是区分策略物流供应商与交易竞争对手的决定性因素

大型物流公司的竞争定位越来越不再由单纯的规模或航线覆盖率决定，而是取决于其综合能力的深度、技术投入和专业服务。将全球网路与模组化服务组合（包括运输、仓储和附加价值服务）结合的市场领导者，在支援复杂的全通路流程和跨国客户方面拥有优势。同时，区域专家和细分市场供应商透过提供本地知识、监管专业知识以及针对医疗保健、航太和生鲜产品等行业的客製化处理，保持关键作用。

提供货运管理、运输管理和仓库管理系统的技术供应商是现代化工作的核心。整合货运审核和支付模组，并提供开放API以与承运商和ERP系统整合的供应商，正在为托运人带来可衡量的效率提升。轻资产数位营运商与拥有资产的承运商之间的伙伴关係也在重塑竞争动态，从而实现更快的市场准入、灵活的运力分配和混合商业模式。专注于最后一哩能力、低温运输专业知识和跨境清关能力的策略联盟和收购是填补能力缺口和加快上市时间的常用策略。

采购团队的关键评估标准包括整合的便利性、合约的灵活性、连续性和灾害復原能力，以及透明的服务成本分析。因此，能够透过案例研究、检验的KPI和模组化合约条款展现出稳定绩效的公司将在甄选过程中获得较高的排名。

为物流高管提供具体、有效的建议，以协调技术、贸易专业知识、整合策略和永续性，确保永续的竞争优势

物流业领导者应采取一系列切实可行的行动，将策略洞察转化为营运优势。首先，优先投资可互通的技术堆迭，包括货物管理系统、运输管理系统和仓库管理系统，以实现端到端的可视性和自动化决策。其次，将海关和贸易合规专业知识融入服务产品和客户咨询团队，以主动应对关税波动和监管变化。

第三，我们将加速开发完全整合的解决方案，结合以资产和轻资产为基础的模式，在不牺牲灵活性的情况下实现规模化。第四，我们将差异化和客製化我们的服务，以满足行业特定需求，例如医疗保健领域的低温运输通讯协定和汽车领域的定序服务。第五，我们将在高成长走廊地区推进区域网路密集化，同时采用基于场景的容量规划来吸收衝击。最后，我们将设定与模式优化、载客率提升和电气化试点相结合的可衡量的永续性目标，以满足企业和监管机构的期望。我们将这些倡议与客户报告框架结合，将合规性转化为价值提案。

实施这些行动需要一个有凝聚力的管治框架，协调商业、营运和 IT 领导层，确保投资带来可衡量的成果和竞争优势。

采用强大的混合方法，结合高阶主管访谈、营运观察、监管分析和定量三角测量，提供检验和情境测试的见解

我们的基础调查方法将严谨的初步研究与二次检验和定量分析相结合，以确保我们的结论切实可行且可靠。初步研究包括对托运人、承运商、货运代理和技术供应商高管的结构化访谈，以及对物流中心和运输枢纽的营运演练，以观察流程成熟度和整合挑战。二次研究涵盖监管备案、海关文件编制方法、行业标准和公开报告的营运基准，以巩固我们的主要研究结果并识别一致的模式。

定量分析整合了从匿名航空公司绩效资料集、货运级路线简介和系统远端检测（如有）中得出的营运关键绩效指标 (KPI)。情境建模用于测试运价、模式转换和需求激增的影响，而三角测量技术则确保定性洞察与观察到的绩效指标保持一致。細項分析涵盖运输方式、服务类型、技术解决方案、整合程度、客户类型、经营模式和最终用户产业，以突显差异化的策略要务。本调查方法认识到与专有贸易数据可用性和区域报告差异相关的局限性，并透过敏感性测试和关键结论的置信度评分来缓解这些限制。

策略整合凸显了数位化能力、贸易专业知识和永续性承诺的结合对于面向未来的物流运营至关重要

这份执行摘要强调，物流市场正处于曲折点，数位化、监管复杂性、永续性承诺以及不断变化的客户期望正在相互作用，重新定义竞争优势。投资于整合技术平台、贸易和海关专业知识以及行业特定服务能力的营运商，最有可能在日益复杂的区域化网路中获取价值。模组化服务产品、灵活的整合模型和基于情境的规划所带来的营运敏捷性，对于缓解贸易政策变化和需求激增带来的波动至关重要。

相关人员应将当前环境视为重塑与物流伙伴关係的契机，协调奖励、关键绩效指标 (KPI) 和技术蓝图，以实现可预测的成果和持续改进。透过优先考虑可见性、合规性和永续的模式策略，企业可以减少摩擦、加快上市时间，并建立支持长期成长的弹性供应链。这需要务实的投资，以提升服务可靠性、成本控制和差异化的最终客户体验。

目录

第一章：前言

第二章调查方法

第三章执行摘要

第四章 市场概况

第五章 市场洞察

  • 整合人工智慧和机器学习以进行第三方物流营运中的需求预测
  • 引入区块链技术，提高供应链透明度和可追溯性
  • 扩大自动驾驶汽车和无人机的应用，以简化最后一哩的配送
  • 引入支援物联网的智慧仓库，实现即时库存管理
  • 人们对永续性和绿色物流的兴趣日益浓厚，以最大限度地减少碳排放和废弃物
  • 电子商务主导的微型仓配中心在都市区扩张，以缩短配送时间
  • 实施物流网路的数位双胞胎，以模拟营运并优化吞吐量
  • 增加对网路安全措施的投资，以保护第三方物流的数位基础设施和资料资产

第六章：2025年美国关税的累积影响

第七章：人工智慧的累积影响，2025年

8. 以交通途径的第三方物流市场

  • 空运
  • 铁路货运
  • 公路货物运输
  • 海运

第九章第三方物流市场类型

  • 专用合约运输
  • 国内运输管理
  • 国际运输管理

第十章 第三方物流市场（依服务类型）

  • 运输服务
  • 附加价值服务
    • 清关服务
    • 标籤服务
    • 包装服务
  • 仓储和配送服务

第11章：第三方物流市场技术解决方案

  • 货物管理系统
    • 货物审核及付款
    • 票价管理
  • 运输管理系统
  • 仓库管理系统

第12章：第三方物流市场（依整合程度）

  • 完全整合的解决方案
  • 部分整合解决方案

第十三章第三方物流市场（依客户类型）

  • 大公司
  • 小型企业

第14章 第三方物流市场（依经营模式）

  • 企业对企业
  • 企业对消费者

第十五章第三方物流市场（依最终用户产业）

  • 航太
  • 车
  • 建造
  • 食品/饮料
  • 医疗保健和製药
  • 製造业
  • 零售和消费品

第十六章 第三方物流市场（按地区）

  • 美洲
    • 北美洲
    • 拉丁美洲
  • 欧洲、中东和非洲
    • 欧洲
    • 中东
    • 非洲
  • 亚太地区

第17章第三方物流市场（依类别）

  • ASEAN
  • GCC
  • EU
  • BRICS
  • G7
  • NATO

第18章 各国第三方物流市场

  • 美国
  • 加拿大
  • 墨西哥
  • 巴西
  • 英国
  • 德国
  • 法国
  • 俄罗斯
  • 义大利
  • 西班牙
  • 中国
  • 印度
  • 日本
  • 澳洲
  • 韩国

第十九章 竞争态势

  • 2024年市占率分析
  • 2024年FPNV定位矩阵
  • 竞争分析
    • 3PL Central LLC
    • AN Deringer, Inc.
    • AP Moller-Maersk A/S
    • Americold Logistics, Inc.
    • BDP International, Inc.
    • Burris Logistics
    • CH Robinson Worldwide, Inc.
    • CEVA Logistics by CMA CGM Group
    • Cleo Communications
    • Dachser Group SE & Co. KG
    • DCL Logistics
    • DHL International GmbH by Deutsche Post AG
    • DSV A/S
    • Expeditors International of Washington, Inc.
    • FedEx Corporation
    • Flexport Inc.
    • GEODIS
    • IPSCOM Private Limited
    • JB Hunt Transport, Inc.
    • Kuehne+Nagel Management AG
    • Nippon Express Co.. Ltd.
    • Pactra International Co. Ltd
    • Pantos Logistics Canada Inc.
    • Penske Truck Leasing Co., LP
    • Schenker AG
    • Schneider National, Inc.
    • Sinotrans Group
    • United Parcel Service of America, Inc.
    • Warehousing & Distribution Pte Ltd
    • Warehousing Express Logistics Pvt. Ltd.
    • XPO, Inc.
    • Yusen Logistics Co., Ltd.
Product Code: MRR-B973EDD5EAB5

The Third-party Logistics Market is projected to grow by USD 1,824.82 billion at a CAGR of 10.27% by 2032.

KEY MARKET STATISTICS
Base Year [2024] USD 834.70 billion
Estimated Year [2025] USD 917.34 billion
Forecast Year [2032] USD 1,824.82 billion
CAGR (%) 10.27%

A concise framing of how contemporary operational, digital, and regulatory forces are redefining the role of third-party logistics providers in modern supply chains

The contemporary third-party logistics environment is defined by accelerating change, where operational resilience and strategic agility determine market leadership. Providers are being evaluated not just on capacity and cost but on their ability to integrate digital orchestration, regulatory compliance, and sustainability into end-to-end supply chains. This shift elevates the role of logistics partners from transactional carriers to strategic supply chain architects that influence product lifecycle decisions, inventory strategies, and customer experience.

Decision-makers face converging pressures: volatile trade policies, fluctuating fuel and labor costs, rapid expansion of e-commerce fulfillment, and rising expectations for visibility and speed. As a result, procurement teams and operations leaders are prioritizing providers that demonstrate robust technology stacks, proven integration capabilities, and flexible service models that can adapt to shifting demand patterns. These priorities are shaping contract structures, service-level agreements, and performance metrics used during vendor selection.

This executive summary synthesizes operational shifts, regulatory impacts, segmentation insights, regional dynamics, and strategic recommendations. It is intended to help leaders identify practical levers to strengthen resilience, reduce total landed cost, and accelerate digital transformation across multimodal networks and service portfolios.

How digital orchestration, sustainability mandates, omnichannel expectations, and geopolitical realignment are jointly transforming third-party logistics value creation

The logistics landscape is undergoing transformative shifts that are reshaping competitive boundaries and value creation. Digital acceleration is driving adoption of freight management systems, transportation management systems, and warehouse management systems, enabling real-time visibility, predictive analytics, and automated exception handling. At the same time, automation and robotics within warehousing, coupled with AI-driven routing and freight audit functionalities, are compressing lead times and lowering unit handling costs, which in turn redefines the economics of last-mile and intermodal delivery.

Sustainability requirements and corporate decarbonization commitments are pushing modal optimization and fuel-efficiency initiatives to the top of the agenda. This has prompted greater investment in low-emission fleets, optimized load consolidation, and route electrification pilots. Concurrently, customer expectations driven by omnichannel retail are elevating the importance of value-added services such as customs clearance, labeling, and agile packaging solutions, which support faster time to shelf and more personalized delivery experiences.

Geopolitical realignment and the proliferation of complex trade regulations are accelerating nearshoring and the diversification of supplier bases, producing more regionalized networks and demand for localized warehousing solutions. As a result, providers offering fully integrated solutions that marry technology with operational scale are gaining strategic preference over fragmented service models that cannot deliver seamless orchestration across modes and regions.

The aggregate effects of 2025 tariff measures on supply chain design, modal selection, customs operations, and inventory strategies across US trade lanes

Tariff adjustments and evolving trade measures in the United States during 2025 are exerting multifaceted pressure on supply chains, prompting tactical and structural responses from shippers and logistics providers. Higher import duties and selective tariff escalations increase the incentive to revisit sourcing strategies, encouraging manufacturers and retailers to consider nearshoring, supplier diversification, or product redesign to mitigate duty exposure. In the short term, logistics providers are responding by offering enhanced customs clearance capabilities, trade compliance consulting, and duty optimization strategies to help clients manage cash flow and reduce clearance delays.

The cumulative effect of tariffs extends beyond direct cost increases; it alters inventory placement decisions and lead-time buffers. Firms are reassessing buffer stock policies and choosing between centralized versus regional inventories to balance duty implications against service-level objectives. This creates opportunities for warehousing and distribution services to capture multi-echelon inventory flows, as well as for transportation providers to design cross-border solutions that minimize unnecessary tariff application through bonded facilities and optimized routing.

Operationally, tariffs contribute to modal and routing shifts as shippers re-evaluate the balance between time-sensitive air freight and cost-efficient sea and rail alternatives. Freight management systems and transportation management systems are being leveraged to model these trade-offs in near real time, and logistics partners that can rapidly operationalize alternate plans and facilitate tariff-mitigation measures are becoming preferred advisors. Ultimately, tariff dynamics in 2025 underscore the importance of integrated trade compliance, flexible network design, and scenario-based planning to preserve competitiveness without compromising service reliability.

Detailed segmentation-driven insights revealing how transport modes, service portfolios, technology solutions, integration levels, customer types, business models, and industry needs shape provider positioning

Segment-level analysis reveals differentiated imperatives across modes, service types, technology stacks, integration models, customer profiles, business models, and end-user industries, each demanding tailored commercial and operational approaches. When assessing Mode Of Transport, air freight is prioritized for expedited and high-value shipments, while sea freight remains essential for bulk volume and lower-cost per unit movement; road and rail serve as the connective tissue between ports, distribution centers, and final mile. The Type segmentation highlights how Dedicated Contract Carriage supports predictable, high-frequency flows, Domestic Transportation Management orchestrates local distribution, and International Transportation Management focuses on cross-border complexity and compliance.

Service Type considerations show transportation services as the core conveyance layer, while warehousing and distribution services handle inventory management and fulfillment execution; value-added services such as customs clearance, labeling, and packaging increasingly determine the final delivery experience. Technology Solutions are a decisive differentiator: freight management systems and their freight audit and payment components drive financial control, transportation management systems optimize routing and carrier selection, and warehouse management systems enable throughput and slotting strategies. Integration Level separates fully integrated solutions that offer end-to-end orchestration from partially integrated solutions that require significant client-side coordination. Customer Type and Business Model segments indicate that large enterprises demand scalable, SLA-driven arrangements while small and medium enterprises seek cost-effective, plug-and-play services; business-to-business flows emphasize volume efficiency, whereas business-to-consumer models prioritize speed and delivery precision. Finally, End-User Industry nuances-from aerospace and automotive to food and beverage, healthcare and pharmaceuticals, manufacturing, and retail and consumer goods-create distinct regulatory, handling, and service level requirements that providers must address through specialized capabilities and compliance frameworks.

How Americas, Europe Middle East & Africa, and Asia-Pacific each demand distinct logistics capabilities driven by modal balance, regulatory forces, and infrastructure maturity

Regional dynamics are producing uneven demand patterns and strategic priorities across the globe, with three macro regions exhibiting distinct structural characteristics. In the Americas, networks are characterized by a strong emphasis on road freight for domestic distribution, a mature air cargo market for time-sensitive shipments, and sprawling warehousing ecosystems that support omnichannel retail. Regulatory heterogeneity across national and subnational jurisdictions elevates the importance of customs expertise and regional carrier partnerships, and the rise of e-commerce continues to drive investments in fulfillment density and last-mile innovation.

Europe, Middle East & Africa present a mosaic of market maturity levels where modal balance, intermodal integration, and sustainability regulation are central. Europe's regulatory environment and emissions targets are accelerating adoption of low-carbon fleets and modal shift toward rail and consolidated sea gateways. The Middle East acts as both a transshipment hub and a growth market for regional logistics capacity, while Africa's infrastructure development creates both challenges and greenfield opportunities for warehousing and distribution investments.

Asia-Pacific remains a high-diversity region where manufacturing hubs coexist with rapidly growing domestic consumption markets. Sea freight volumes and port connectivity are critical for global trade lanes, while intra-regional air and road networks service high-value and rapid-replenishment demands. Trade policy shifts and industrial policy initiatives in key countries continue to influence network design, making regional agility and localized compliance capabilities essential for providers operating across multiple countries.

Why integrated capability depth, targeted technology investments, and regional specialization are the decisive factors separating strategic logistics providers from transactional competitors

Competitive positioning among leading logistics companies is increasingly defined by the depth of integrated capabilities, technology investments, and sector-specific service offerings rather than purely scale or lane coverage. Market leaders that combine global network reach with modular service portfolios-spanning transportation, warehousing, and value-added services-are advantaged in supporting complex omni-channel flows and multinational clients. At the same time, regional specialists and niche providers retain critical roles by offering localized knowledge, regulatory expertise, and tailored handling for verticals such as healthcare, aerospace, and perishable goods.

Technology vendors delivering freight management, transportation management, and warehouse management systems are central to modernization efforts; providers that embed freight audit and payment modules and offer open APIs for carrier and ERP integration unlock measurable efficiency gains for shippers. Partnerships between asset-light digital operators and asset-owning carriers are also reshaping competitive dynamics, enabling faster market entry, flexible capacity allocation, and hybrid commercial models. Strategic alliances and targeted acquisitions focused on last-mile capability, cold-chain expertise, or cross-border customs competence are common tactics used to close capability gaps and accelerate time to market.

For procurement teams, the critical evaluation criteria revolve around integration ease, contractual flexibility, proof points for continuity and disaster recovery, and transparent cost-to-serve analytics. Consequently, companies that can demonstrate consistent performance through case studies, validated KPIs, and modular contract terms command premium consideration during selection processes.

Concrete, high-impact recommendations for logistics executives to align technology, trade expertise, integration strategies, and sustainability to secure durable competitive advantage

Leaders in the industry should adopt a set of pragmatic actions to convert strategic insight into operational advantage. First, prioritize investments in interoperable technology stacks that include freight management systems, transportation management systems, and warehouse management systems to enable end-to-end visibility and automated decisioning. Secondly, embed customs and trade compliance expertise within service offerings and client advisory teams to proactively manage tariff volatility and regulatory changes.

Third, accelerate development of fully integrated solutions by combining asset-based and asset-light models, enabling scale without sacrificing flexibility. Fourth, customize offerings to industry-specific requirements-such as cold-chain protocols for healthcare or sequencing services for automotive-to create defensible differentiation. Fifth, pursue regional network densification in high-growth corridors while employing scenario-based capacity plans to absorb shocks. Finally, establish measurable sustainability targets tied to modal optimization, load factor improvements, and electrification pilots to meet corporate and regulatory expectations; align these initiatives with client reporting frameworks to turn compliance into a value proposition.

Implementing these actions requires a cohesive governance framework that aligns commercial, operations, and IT leadership, ensuring that investments translate into measurable outcomes and competitive advantage.

A robust mixed-methods approach combining executive interviews, operational observations, regulatory analysis, and quantitative triangulation to produce validated, scenario-tested insights

The underlying research methodology combines rigorous primary engagement with secondary validation and quantitative analytics to ensure conclusions are actionable and reliable. Primary inputs include structured interviews with senior executives from shippers, carriers, freight forwarders, and technology vendors, along with operational walkthroughs of distribution centers and modal hubs to observe process maturity and integration challenges. Secondary research encompasses regulatory filings, customs documentation practices, industry standards, and publicly reported operational benchmarks to contextualize primary findings and identify consistent patterns.

Quantitative analysis integrates operational KPIs derived from anonymized carrier performance datasets, shipment-level routing snapshots, and systems telemetry where available. Scenario modeling is employed to test tariff impacts, modal shifts, and demand surges, while triangulation techniques ensure that qualitative insights align with observed performance metrics. Segmentation analysis is performed across mode of transport, service type, technology solution, integration level, customer type, business model, and end-user industry to surface differentiated strategic imperatives. The methodology acknowledges limitations related to the availability of proprietary transactional data and regional reporting differences and mitigates these through sensitivity testing and confidence scoring for key conclusions.

A strategic synthesis underscoring that integration of digital capabilities, trade expertise, and sustainability commitments is essential to future-proof logistics operations

The executive synthesis highlights a logistics market at an inflection point where digitization, regulatory complexity, sustainability commitments, and evolving customer expectations interact to redefine competitive advantage. Providers that invest in integrated technology platforms, trade and customs expertise, and industry-specific service capabilities will be best positioned to capture value across increasingly complex, regionalized networks. Operational agility-enabled by modular service offerings, flexible integration models, and scenario-based planning-will be crucial to absorb volatility from trade policy shifts and demand surges.

Stakeholders should view the current environment as an opportunity to re-architect relationships with logistics partners, aligning incentives, KPIs, and technology roadmaps to deliver predictable outcomes and continuous improvement. By prioritizing visibility, compliance, and sustainable modal strategies, enterprises can reduce friction, accelerate time-to-market, and build resilient supply chains that support long-term growth. The path forward emphasizes pragmatic investment in capabilities that translate directly into service reliability, cost control, and differentiated end-customer experiences.

Table of Contents

1. Preface

  • 1.1. Objectives of the Study
  • 1.2. Market Segmentation & Coverage
  • 1.3. Years Considered for the Study
  • 1.4. Currency & Pricing
  • 1.5. Language
  • 1.6. Stakeholders

2. Research Methodology

3. Executive Summary

4. Market Overview

5. Market Insights

  • 5.1. Integration of AI and machine learning for predictive demand forecasting in 3PL operations
  • 5.2. Adoption of blockchain technology to enhance transparency and traceability in supply chains
  • 5.3. Expansion of autonomous vehicles and drones for last-mile delivery efficiency gains
  • 5.4. Implementation of Internet of Things-enabled smart warehousing for real-time inventory management
  • 5.5. Increasing focus on sustainability and green logistics to minimize carbon emissions and waste
  • 5.6. Growth of e-commerce-driven micro-fulfillment centers in urban areas to accelerate delivery times
  • 5.7. Deployment of digital twins in logistics networks to simulate operations and optimize throughput
  • 5.8. Rising investments in cybersecurity measures to protect 3PL digital infrastructure and data assets

6. Cumulative Impact of United States Tariffs 2025

7. Cumulative Impact of Artificial Intelligence 2025

8. Third-party Logistics Market, by Mode Of Transport

  • 8.1. Air Freight
  • 8.2. Rail Freight
  • 8.3. Road Freight
  • 8.4. Sea Freight

9. Third-party Logistics Market, by Type

  • 9.1. Dedicated Contract Carriage
  • 9.2. Domestic Transportation Management
  • 9.3. International Transportation Management

10. Third-party Logistics Market, by Service Type

  • 10.1. Transportation Services
  • 10.2. Value-Added Services
    • 10.2.1. Customs Clearance Services
    • 10.2.2. Labeling Services
    • 10.2.3. Packaging Services
  • 10.3. Warehousing & Distribution Services

11. Third-party Logistics Market, by Technology Solutions

  • 11.1. Freight Management Systems
    • 11.1.1. Freight Audit And Payment
    • 11.1.2. Freight Rate Management
  • 11.2. Transportation Management Systems
  • 11.3. Warehouse Management Systems

12. Third-party Logistics Market, by Integration Level

  • 12.1. Fully Integrated Solutions
  • 12.2. Partially Integrated Solutions

13. Third-party Logistics Market, by Customer Type

  • 13.1. Large Enterprises
  • 13.2. Small And Medium Enterprises

14. Third-party Logistics Market, by Business Model

  • 14.1. Business To Business
  • 14.2. Business To Consumer

15. Third-party Logistics Market, by End-User Industry

  • 15.1. Aerospace
  • 15.2. Automotive
  • 15.3. Construction
  • 15.4. Food And Beverage
  • 15.5. Healthcare And Pharmaceuticals
  • 15.6. Manufacturing
  • 15.7. Retail And Consumer Goods

16. Third-party Logistics Market, by Region

  • 16.1. Americas
    • 16.1.1. North America
    • 16.1.2. Latin America
  • 16.2. Europe, Middle East & Africa
    • 16.2.1. Europe
    • 16.2.2. Middle East
    • 16.2.3. Africa
  • 16.3. Asia-Pacific

17. Third-party Logistics Market, by Group

  • 17.1. ASEAN
  • 17.2. GCC
  • 17.3. European Union
  • 17.4. BRICS
  • 17.5. G7
  • 17.6. NATO

18. Third-party Logistics Market, by Country

  • 18.1. United States
  • 18.2. Canada
  • 18.3. Mexico
  • 18.4. Brazil
  • 18.5. United Kingdom
  • 18.6. Germany
  • 18.7. France
  • 18.8. Russia
  • 18.9. Italy
  • 18.10. Spain
  • 18.11. China
  • 18.12. India
  • 18.13. Japan
  • 18.14. Australia
  • 18.15. South Korea

19. Competitive Landscape

  • 19.1. Market Share Analysis, 2024
  • 19.2. FPNV Positioning Matrix, 2024
  • 19.3. Competitive Analysis
    • 19.3.1. 3PL Central LLC
    • 19.3.2. A.N. Deringer, Inc.
    • 19.3.3. A.P. Moller - Maersk A/S
    • 19.3.4. Americold Logistics, Inc.
    • 19.3.5. BDP International, Inc.
    • 19.3.6. Burris Logistics
    • 19.3.7. C.H. Robinson Worldwide, Inc.
    • 19.3.8. CEVA Logistics by CMA CGM Group
    • 19.3.9. Cleo Communications
    • 19.3.10. Dachser Group SE & Co. KG
    • 19.3.11. DCL Logistics
    • 19.3.12. DHL International GmbH by Deutsche Post AG
    • 19.3.13. DSV A/S
    • 19.3.14. Expeditors International of Washington, Inc.
    • 19.3.15. FedEx Corporation
    • 19.3.16. Flexport Inc.
    • 19.3.17. GEODIS
    • 19.3.18. IPSCOM Private Limited
    • 19.3.19. J.B. Hunt Transport, Inc.
    • 19.3.20. Kuehne + Nagel Management AG
    • 19.3.21. Nippon Express Co.. Ltd.
    • 19.3.22. Pactra International Co. Ltd
    • 19.3.23. Pantos Logistics Canada Inc.
    • 19.3.24. Penske Truck Leasing Co., L.P.
    • 19.3.25. Schenker AG
    • 19.3.26. Schneider National, Inc.
    • 19.3.27. Sinotrans Group
    • 19.3.28. United Parcel Service of America, Inc.
    • 19.3.29. Warehousing & Distribution Pte Ltd
    • 19.3.30. Warehousing Express Logistics Pvt. Ltd.
    • 19.3.31. XPO, Inc.
    • 19.3.32. Yusen Logistics Co., Ltd.

LIST OF FIGURES

  • FIGURE 1. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, 2018-2032 (USD MILLION)
  • FIGURE 2. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2024 VS 2032 (%)
  • FIGURE 3. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 4. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2024 VS 2032 (%)
  • FIGURE 5. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 6. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2024 VS 2032 (%)
  • FIGURE 7. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 8. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2024 VS 2032 (%)
  • FIGURE 9. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 10. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2024 VS 2032 (%)
  • FIGURE 11. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 12. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2024 VS 2032 (%)
  • FIGURE 13. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 14. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2024 VS 2032 (%)
  • FIGURE 15. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 16. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2024 VS 2032 (%)
  • FIGURE 17. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 18. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY REGION, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 19. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY SUBREGION, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 20. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 21. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 22. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SUBREGION, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 23. EUROPE THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 24. MIDDLE EAST THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 25. AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 26. ASIA-PACIFIC THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 27. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY GROUP, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 28. ASEAN THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 29. GCC THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 30. EUROPEAN UNION THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 31. BRICS THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 32. G7 THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 33. NATO THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 34. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2024 VS 2025 VS 2032 (USD MILLION)
  • FIGURE 35. THIRD-PARTY LOGISTICS MARKET SHARE, BY KEY PLAYER, 2024
  • FIGURE 36. THIRD-PARTY LOGISTICS MARKET, FPNV POSITIONING MATRIX, 2024

LIST OF TABLES

  • TABLE 1. THIRD-PARTY LOGISTICS MARKET SEGMENTATION & COVERAGE
  • TABLE 2. UNITED STATES DOLLAR EXCHANGE RATE, 2018-2024
  • TABLE 3. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, 2018-2024 (USD MILLION)
  • TABLE 4. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, 2025-2032 (USD MILLION)
  • TABLE 5. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2018-2024 (USD MILLION)
  • TABLE 6. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2025-2032 (USD MILLION)
  • TABLE 7. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AIR FREIGHT, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 8. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AIR FREIGHT, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 9. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AIR FREIGHT, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 10. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AIR FREIGHT, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 11. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AIR FREIGHT, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 12. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AIR FREIGHT, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 13. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RAIL FREIGHT, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 14. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RAIL FREIGHT, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 15. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RAIL FREIGHT, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 16. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RAIL FREIGHT, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 17. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RAIL FREIGHT, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 18. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RAIL FREIGHT, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 19. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY ROAD FREIGHT, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 20. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY ROAD FREIGHT, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 21. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY ROAD FREIGHT, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 22. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY ROAD FREIGHT, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 23. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY ROAD FREIGHT, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 24. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY ROAD FREIGHT, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 25. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SEA FREIGHT, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 26. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SEA FREIGHT, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 27. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SEA FREIGHT, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 28. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SEA FREIGHT, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 29. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SEA FREIGHT, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 30. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SEA FREIGHT, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 31. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2018-2024 (USD MILLION)
  • TABLE 32. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2025-2032 (USD MILLION)
  • TABLE 33. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DEDICATED CONTRACT CARRIAGE, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 34. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DEDICATED CONTRACT CARRIAGE, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 35. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DEDICATED CONTRACT CARRIAGE, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 36. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DEDICATED CONTRACT CARRIAGE, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 37. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DEDICATED CONTRACT CARRIAGE, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 38. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DEDICATED CONTRACT CARRIAGE, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 39. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DOMESTIC TRANSPORTATION MANAGEMENT, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 40. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DOMESTIC TRANSPORTATION MANAGEMENT, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 41. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DOMESTIC TRANSPORTATION MANAGEMENT, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 42. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DOMESTIC TRANSPORTATION MANAGEMENT, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 43. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DOMESTIC TRANSPORTATION MANAGEMENT, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 44. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY DOMESTIC TRANSPORTATION MANAGEMENT, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 45. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTERNATIONAL TRANSPORTATION MANAGEMENT, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 46. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTERNATIONAL TRANSPORTATION MANAGEMENT, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 47. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTERNATIONAL TRANSPORTATION MANAGEMENT, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 48. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTERNATIONAL TRANSPORTATION MANAGEMENT, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 49. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTERNATIONAL TRANSPORTATION MANAGEMENT, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 50. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTERNATIONAL TRANSPORTATION MANAGEMENT, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 51. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2018-2024 (USD MILLION)
  • TABLE 52. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2025-2032 (USD MILLION)
  • TABLE 53. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION SERVICES, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 54. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION SERVICES, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 55. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION SERVICES, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 56. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION SERVICES, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 57. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION SERVICES, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 58. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION SERVICES, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 59. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2018-2024 (USD MILLION)
  • TABLE 60. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2025-2032 (USD MILLION)
  • TABLE 61. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 62. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 63. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 64. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 65. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 66. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 67. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMS CLEARANCE SERVICES, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 68. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMS CLEARANCE SERVICES, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 69. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMS CLEARANCE SERVICES, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 70. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMS CLEARANCE SERVICES, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 71. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMS CLEARANCE SERVICES, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 72. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMS CLEARANCE SERVICES, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 73. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LABELING SERVICES, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 74. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LABELING SERVICES, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 75. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LABELING SERVICES, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 76. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LABELING SERVICES, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 77. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LABELING SERVICES, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 78. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LABELING SERVICES, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 79. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PACKAGING SERVICES, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 80. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PACKAGING SERVICES, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 81. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PACKAGING SERVICES, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 82. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PACKAGING SERVICES, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 83. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PACKAGING SERVICES, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 84. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PACKAGING SERVICES, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 85. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSING & DISTRIBUTION SERVICES, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 86. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSING & DISTRIBUTION SERVICES, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 87. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSING & DISTRIBUTION SERVICES, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 88. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSING & DISTRIBUTION SERVICES, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 89. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSING & DISTRIBUTION SERVICES, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 90. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSING & DISTRIBUTION SERVICES, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 91. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2018-2024 (USD MILLION)
  • TABLE 92. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2025-2032 (USD MILLION)
  • TABLE 93. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2018-2024 (USD MILLION)
  • TABLE 94. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2025-2032 (USD MILLION)
  • TABLE 95. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 96. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 97. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 98. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 99. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 100. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 101. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT AUDIT AND PAYMENT, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 102. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT AUDIT AND PAYMENT, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 103. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT AUDIT AND PAYMENT, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 104. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT AUDIT AND PAYMENT, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 105. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT AUDIT AND PAYMENT, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 106. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT AUDIT AND PAYMENT, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 107. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT RATE MANAGEMENT, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 108. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT RATE MANAGEMENT, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 109. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT RATE MANAGEMENT, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 110. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT RATE MANAGEMENT, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 111. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT RATE MANAGEMENT, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 112. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT RATE MANAGEMENT, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 113. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION MANAGEMENT SYSTEMS, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 114. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION MANAGEMENT SYSTEMS, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 115. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION MANAGEMENT SYSTEMS, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 116. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION MANAGEMENT SYSTEMS, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 117. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION MANAGEMENT SYSTEMS, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 118. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY TRANSPORTATION MANAGEMENT SYSTEMS, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 119. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSE MANAGEMENT SYSTEMS, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 120. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSE MANAGEMENT SYSTEMS, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 121. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSE MANAGEMENT SYSTEMS, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 122. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSE MANAGEMENT SYSTEMS, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 123. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSE MANAGEMENT SYSTEMS, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 124. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY WAREHOUSE MANAGEMENT SYSTEMS, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 125. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2018-2024 (USD MILLION)
  • TABLE 126. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2025-2032 (USD MILLION)
  • TABLE 127. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FULLY INTEGRATED SOLUTIONS, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 128. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FULLY INTEGRATED SOLUTIONS, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 129. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FULLY INTEGRATED SOLUTIONS, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 130. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FULLY INTEGRATED SOLUTIONS, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 131. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FULLY INTEGRATED SOLUTIONS, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 132. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FULLY INTEGRATED SOLUTIONS, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 133. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PARTIALLY INTEGRATED SOLUTIONS, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 134. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PARTIALLY INTEGRATED SOLUTIONS, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 135. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PARTIALLY INTEGRATED SOLUTIONS, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 136. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PARTIALLY INTEGRATED SOLUTIONS, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 137. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PARTIALLY INTEGRATED SOLUTIONS, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 138. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY PARTIALLY INTEGRATED SOLUTIONS, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 139. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2018-2024 (USD MILLION)
  • TABLE 140. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2025-2032 (USD MILLION)
  • TABLE 141. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LARGE ENTERPRISES, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 142. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LARGE ENTERPRISES, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 143. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LARGE ENTERPRISES, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 144. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LARGE ENTERPRISES, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 145. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LARGE ENTERPRISES, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 146. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY LARGE ENTERPRISES, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 147. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SMALL AND MEDIUM ENTERPRISES, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 148. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SMALL AND MEDIUM ENTERPRISES, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 149. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SMALL AND MEDIUM ENTERPRISES, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 150. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SMALL AND MEDIUM ENTERPRISES, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 151. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SMALL AND MEDIUM ENTERPRISES, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 152. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY SMALL AND MEDIUM ENTERPRISES, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 153. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2018-2024 (USD MILLION)
  • TABLE 154. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2025-2032 (USD MILLION)
  • TABLE 155. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO BUSINESS, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 156. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO BUSINESS, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 157. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO BUSINESS, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 158. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO BUSINESS, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 159. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO BUSINESS, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 160. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO BUSINESS, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 161. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO CONSUMER, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 162. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO CONSUMER, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 163. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO CONSUMER, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 164. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO CONSUMER, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 165. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO CONSUMER, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 166. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS TO CONSUMER, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 167. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2018-2024 (USD MILLION)
  • TABLE 168. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2025-2032 (USD MILLION)
  • TABLE 169. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AEROSPACE, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 170. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AEROSPACE, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 171. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AEROSPACE, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 172. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AEROSPACE, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 173. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AEROSPACE, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 174. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AEROSPACE, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 175. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AUTOMOTIVE, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 176. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AUTOMOTIVE, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 177. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AUTOMOTIVE, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 178. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AUTOMOTIVE, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 179. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AUTOMOTIVE, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 180. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY AUTOMOTIVE, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 181. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CONSTRUCTION, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 182. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CONSTRUCTION, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 183. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CONSTRUCTION, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 184. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CONSTRUCTION, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 185. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CONSTRUCTION, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 186. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY CONSTRUCTION, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 187. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FOOD AND BEVERAGE, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 188. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FOOD AND BEVERAGE, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 189. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FOOD AND BEVERAGE, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 190. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FOOD AND BEVERAGE, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 191. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FOOD AND BEVERAGE, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 192. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY FOOD AND BEVERAGE, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 193. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY HEALTHCARE AND PHARMACEUTICALS, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 194. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY HEALTHCARE AND PHARMACEUTICALS, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 195. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY HEALTHCARE AND PHARMACEUTICALS, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 196. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY HEALTHCARE AND PHARMACEUTICALS, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 197. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY HEALTHCARE AND PHARMACEUTICALS, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 198. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY HEALTHCARE AND PHARMACEUTICALS, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 199. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MANUFACTURING, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 200. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MANUFACTURING, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 201. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MANUFACTURING, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 202. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MANUFACTURING, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 203. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MANUFACTURING, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 204. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY MANUFACTURING, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 205. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RETAIL AND CONSUMER GOODS, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 206. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RETAIL AND CONSUMER GOODS, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 207. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RETAIL AND CONSUMER GOODS, BY GROUP, 2018-2024 (USD MILLION)
  • TABLE 208. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RETAIL AND CONSUMER GOODS, BY GROUP, 2025-2032 (USD MILLION)
  • TABLE 209. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RETAIL AND CONSUMER GOODS, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 210. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY RETAIL AND CONSUMER GOODS, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 211. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY REGION, 2018-2024 (USD MILLION)
  • TABLE 212. GLOBAL THIRD-PARTY LOGISTICS MARKET SIZE, BY REGION, 2025-2032 (USD MILLION)
  • TABLE 213. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY SUBREGION, 2018-2024 (USD MILLION)
  • TABLE 214. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY SUBREGION, 2025-2032 (USD MILLION)
  • TABLE 215. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2018-2024 (USD MILLION)
  • TABLE 216. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2025-2032 (USD MILLION)
  • TABLE 217. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2018-2024 (USD MILLION)
  • TABLE 218. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2025-2032 (USD MILLION)
  • TABLE 219. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2018-2024 (USD MILLION)
  • TABLE 220. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2025-2032 (USD MILLION)
  • TABLE 221. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2018-2024 (USD MILLION)
  • TABLE 222. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2025-2032 (USD MILLION)
  • TABLE 223. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2018-2024 (USD MILLION)
  • TABLE 224. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2025-2032 (USD MILLION)
  • TABLE 225. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2018-2024 (USD MILLION)
  • TABLE 226. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2025-2032 (USD MILLION)
  • TABLE 227. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2018-2024 (USD MILLION)
  • TABLE 228. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2025-2032 (USD MILLION)
  • TABLE 229. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2018-2024 (USD MILLION)
  • TABLE 230. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2025-2032 (USD MILLION)
  • TABLE 231. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2018-2024 (USD MILLION)
  • TABLE 232. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2025-2032 (USD MILLION)
  • TABLE 233. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2018-2024 (USD MILLION)
  • TABLE 234. AMERICAS THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2025-2032 (USD MILLION)
  • TABLE 235. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 236. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 237. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2018-2024 (USD MILLION)
  • TABLE 238. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2025-2032 (USD MILLION)
  • TABLE 239. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2018-2024 (USD MILLION)
  • TABLE 240. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2025-2032 (USD MILLION)
  • TABLE 241. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2018-2024 (USD MILLION)
  • TABLE 242. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2025-2032 (USD MILLION)
  • TABLE 243. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2018-2024 (USD MILLION)
  • TABLE 244. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2025-2032 (USD MILLION)
  • TABLE 245. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2018-2024 (USD MILLION)
  • TABLE 246. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2025-2032 (USD MILLION)
  • TABLE 247. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2018-2024 (USD MILLION)
  • TABLE 248. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2025-2032 (USD MILLION)
  • TABLE 249. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2018-2024 (USD MILLION)
  • TABLE 250. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2025-2032 (USD MILLION)
  • TABLE 251. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2018-2024 (USD MILLION)
  • TABLE 252. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2025-2032 (USD MILLION)
  • TABLE 253. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2018-2024 (USD MILLION)
  • TABLE 254. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2025-2032 (USD MILLION)
  • TABLE 255. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2018-2024 (USD MILLION)
  • TABLE 256. NORTH AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2025-2032 (USD MILLION)
  • TABLE 257. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2018-2024 (USD MILLION)
  • TABLE 258. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY COUNTRY, 2025-2032 (USD MILLION)
  • TABLE 259. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2018-2024 (USD MILLION)
  • TABLE 260. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2025-2032 (USD MILLION)
  • TABLE 261. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2018-2024 (USD MILLION)
  • TABLE 262. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2025-2032 (USD MILLION)
  • TABLE 263. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2018-2024 (USD MILLION)
  • TABLE 264. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2025-2032 (USD MILLION)
  • TABLE 265. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2018-2024 (USD MILLION)
  • TABLE 266. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2025-2032 (USD MILLION)
  • TABLE 267. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2018-2024 (USD MILLION)
  • TABLE 268. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2025-2032 (USD MILLION)
  • TABLE 269. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2018-2024 (USD MILLION)
  • TABLE 270. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2025-2032 (USD MILLION)
  • TABLE 271. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2018-2024 (USD MILLION)
  • TABLE 272. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2025-2032 (USD MILLION)
  • TABLE 273. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2018-2024 (USD MILLION)
  • TABLE 274. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2025-2032 (USD MILLION)
  • TABLE 275. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2018-2024 (USD MILLION)
  • TABLE 276. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2025-2032 (USD MILLION)
  • TABLE 277. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2018-2024 (USD MILLION)
  • TABLE 278. LATIN AMERICA THIRD-PARTY LOGISTICS MARKET SIZE, BY END-USER INDUSTRY, 2025-2032 (USD MILLION)
  • TABLE 279. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SUBREGION, 2018-2024 (USD MILLION)
  • TABLE 280. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SUBREGION, 2025-2032 (USD MILLION)
  • TABLE 281. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2018-2024 (USD MILLION)
  • TABLE 282. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY MODE OF TRANSPORT, 2025-2032 (USD MILLION)
  • TABLE 283. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2018-2024 (USD MILLION)
  • TABLE 284. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TYPE, 2025-2032 (USD MILLION)
  • TABLE 285. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2018-2024 (USD MILLION)
  • TABLE 286. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY SERVICE TYPE, 2025-2032 (USD MILLION)
  • TABLE 287. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2018-2024 (USD MILLION)
  • TABLE 288. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY VALUE-ADDED SERVICES, 2025-2032 (USD MILLION)
  • TABLE 289. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2018-2024 (USD MILLION)
  • TABLE 290. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY TECHNOLOGY SOLUTIONS, 2025-2032 (USD MILLION)
  • TABLE 291. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2018-2024 (USD MILLION)
  • TABLE 292. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY FREIGHT MANAGEMENT SYSTEMS, 2025-2032 (USD MILLION)
  • TABLE 293. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2018-2024 (USD MILLION)
  • TABLE 294. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY INTEGRATION LEVEL, 2025-2032 (USD MILLION)
  • TABLE 295. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2018-2024 (USD MILLION)
  • TABLE 296. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY CUSTOMER TYPE, 2025-2032 (USD MILLION)
  • TABLE 297. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARKET SIZE, BY BUSINESS MODEL, 2018-2024 (USD MILLION)
  • TABLE 298. EUROPE, MIDDLE EAST & AFRICA THIRD-PARTY LOGISTICS MARK