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1848599

第三方物流市場：按運輸方式、類型、服務類型、技術解決方案、整合程度、客戶類型、經營模式和最終用戶產業 - 全球預測，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個工作天內

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預計到 2032 年第三方物流市場規模將成長至 18,248.2 億美元，複合年成長率為 10.27%。

主要市場統計數據
基準年2024年 8347億美元
預計2025年 9173.4億美元
預測年份：2032年 18248.2億美元
複合年成長率（%） 10.27%

關於現代營運、數位和監管力量如何重新定義物流物流供應商在現代供應鏈中的作用的簡明框架

現代第三方物流環境的特徵是不斷加速的變革，營運彈性和策略敏捷性決定了市場領導地位。物流供應商的評估標準日益提高，不僅在於其產能和成本，還在於其將數位編配、法規合規性和永續性融入端到端供應鏈的能力。這種轉變正在將物流夥伴的角色從交易型承運商提升為策略供應鏈架構師，他們能夠影響產品生命週期決策、庫存策略和客戶體驗。

決策者面臨多重壓力，包括不穩定的貿易政策、波動的燃料和人事費用、電子商務履行的快速擴張以及對可見性和速度的不斷提升的期望。因此，採購團隊和履約優先考慮那些擁有強大技術堆疊、成熟整合能力以及靈活服務模式以適應不斷變化的需求模式的供應商。這些優先事項正在塑造供應商選擇過程中使用的合約結構、服務等級協議和績效指標。

本執行摘要執行摘要了營運變化、監管影響、細分洞察、區域動態和策略建議，旨在幫助領導者確定可行的槓桿，以增強多模態網路和服務組合的彈性，降低總到岸成本，並加速數位轉型。

數位化編配、永續性需求、全通路預期與地緣政治調整如何改變第三方物流的價值創造

物流格局正在經歷變革時期，重塑競爭邊界和價值創造。數位化加速推動了貨物管理、運輸管理和倉庫管理系統的採用，從而實現了即時可視性、預測分析和自動化異常處理。同時，倉庫管理中的自動化和機器人技術，加上人工智慧主導的路線規劃和貨物審核功能，正在縮短前置作業時間並降低單位成本。

永續性要求和企業脫碳承諾將運輸方式最佳化和燃油效率舉措推到了風口浪尖，促使企業加大對低排放氣體車隊、最佳化負載整合和線路電氣化試點的投資。同時，全通路零售驅動的客戶期望也提升了通關、貼標和敏捷包裝解決方案等附加價值服務的重要性。

地緣政治格局的調整和複雜貿易法規的激增，正在加速近岸外包和供應商多元化，從而催生了對更區域化網路和本地化倉儲解決方案的需求。因此，能夠結合技術與營運規模，提供全面整合解決方案的供應商正成為策略重點，取代那些缺乏跨模式和跨地域無縫編配的碎片化服務模式。

2025 年關稅對美國貿易航線的供應鏈設計、運輸方式選擇、海關營運和庫存策略的整體影響

2025年美國關稅調整和不斷演變的貿易措施給籌資策略鏈帶來了多方面獎勵，促使托運人和物流採取戰術性和結構性應對措施。更高的進口關稅和選擇性關稅上調，促使製造商和零售商考慮近岸外包、供應商多元化或產品重新設計，以減輕關稅的影響。短期內，物流供應商正在透過提供增強的海關能力、貿易合規諮詢和關稅最佳化策略來應對，以幫助客戶管理現金流並減少海關延誤。

關稅的累積影響不僅會直接增加成本，還會改變庫存配置決策和前置作業時間緩衝。企業正在重新評估其緩衝庫存政策，在集中式庫存和區域性庫存之間做出選擇，以平衡關稅影響和服務水準目標。這為倉儲和配送服務創造了機會，使其能夠了解多單元庫存流，也為運輸供應商創造了機會，使其能夠設計跨境解決方案，透過保稅設施和最佳化路線最大限度地減少不必要的關稅。

在營運方面，隨著托運人重新評估對時間敏感的空運與經濟高效的海運和鐵路貨運之間的平衡，關稅將推動運輸方式和路線的轉變。貨物和運輸管理系統正被用於近乎即時地模擬這些權衡，而能夠快速實施替代計劃並促進關稅降低的物流夥伴正成為首選顧問。最終，2025 年的關稅趨勢凸顯了綜合貿易合規、靈活的網路設計和基於場景的規劃的重要性，這對於在不影響服務可靠性的情況下保持競爭力至關重要。

深入的細分主導洞察，揭示模式、服務組合、技術解決方案、整合程度、客戶類型、經營模式和行業需求如何影響提供者定位

細分分析揭示了不同運輸方式、服務類型、技術堆疊、整合模型、客戶概況、經營模式和最終用戶產業面臨的差異化挑戰，每種挑戰都需要獨特的商業性和營運方法。評估運輸方式時，空運是快速、高價值貨物的首選，而海運則是大量、低單位成本運輸的必需方式。按類型細分，可以發現專用合約運輸支援可預測的高頻次運輸，國內運輸管理指導區域交付，而國際運輸管理則專注於跨境複雜性和合規性。

按服務類型分類，運輸服務是核心運輸層，倉儲和配送服務負責庫存管理和履約執行，而清關、貼標和包裝等附加價值服務則日益決定著最終的交付體驗。技術解決方案是關鍵的區別因素。貨運管理系統及其貨運審核和支付組件促進財務管理，運輸管理系統最佳化路線和承運人選擇，倉庫管理系統支援吞吐量和貨位策略。整合層級將提供端到端協調的完全整合解決方案與需要客戶端進行大量協調的部分整合解決方案區分開來。按客戶類型和經營模式分類，我們發現大型編配需要擴充性的、 SLA主導的安排，而中小企業尋求具有成本效益的即插即用服務；企業對企業流程優先考慮批量效率，而企業對消費者模型優先考慮速度和交付準確性。最後，從航太和汽車到食品和飲料、醫療保健、製藥、製造、零售和消費品等終端用戶行業的細微差別，產生了獨特的監管、處理和服務水平要求，供應商必須透過專門的能力和合規框架來滿足這些要求。

美洲、歐洲、中東和非洲以及亞太地區如何根據運輸方式平衡、監管力度和基礎設施成熟度分別需要不同的物流能力

三個宏觀區域各自展現出獨特的結構特徵。美洲地區的網路特色是：高度重視國內配送的公路貨運，成熟的空運市場適用於時效性要求高的貨物，以及支援全通路零售的龐大倉儲生態系統。此外，電子商務的興起持續推動對提高履約密度和最後一哩創新的投資。

歐洲、中東和非洲代表著市場成熟度的融合，其中運輸方式平衡、多式聯運和永續性法規至關重要。歐洲的法規環境和排放目標正在加速低碳車輛的普及以及模式轉換。中東是轉運樞紐和區域物流能力的成長市場，而非洲的基礎設施發展則為倉儲和配送投資帶來了挑戰和待開發區。

亞太地區是一個多元化的地區，製造業中心與快速成長的國內消費市場並存。海運量和港口連通性對全球貿易航線至關重要，而該地區的航空和公路網路則支援高價值、快速補給的需求。主要國家的貿易政策變化和產業政策舉措持續影響網路設計，因此，對於在多個國家營運的供應商而言，區域敏捷性和針對特定區域的合規能力至關重要。

為什麼深化整體能力、有針對性的技術投資和區域專業化是區分策略物流供應商與交易競爭對手的決定性因素

大型物流公司的競爭定位越來越不再由單純的規模或航線覆蓋率決定，而是取決於其綜合能力的深度、技術投入和專業服務。將全球網路與模組化服務組合（包括運輸、倉儲和附加價值服務）結合的市場領導者，在支援複雜的全通路流程和跨國客戶方面擁有優勢。同時，區域專家和細分市場供應商透過提供本地知識、監管專業知識以及針對醫療保健、航太和生鮮產品等行業的客製化處理，保持關鍵作用。

提供貨運管理、運輸管理和倉庫管理系統的技術供應商是現代化工作的核心。整合貨運審核和支付模組，並提供開放API以與承運商和ERP系統整合的供應商，正在為托運人帶來可衡量的效率提升。輕資產數位營運商與擁有資產的承運商之間的夥伴關係也在重塑競爭動態，從而實現更快的市場准入、靈活的運力分配和混合商業模式。專注於最後一哩能力、低溫運輸專業知識和跨境清關能力的策略聯盟和收購是填補能力缺口和加快上市時間的常用策略。

採購團隊的關鍵評估標準包括整合的便利性、合約的靈活性、連續性和災害復原能力，以及透明的服務成本分析。因此，能夠透過案例研究、檢驗的KPI和模組化合約條款展現出穩定績效的公司將在甄選過程中獲得較高的排名。

為物流高管提供具體、有效的建議，以協調技術、貿易專業知識、整合策略和永續性，確保永續的競爭優勢

物流業領導者應採取一系列切實可行的行動，將策略洞察轉化為營運優勢。首先，優先投資可互通的技術堆疊，包括貨物管理系統、運輸管理系統和倉庫管理系統，以實現端到端的可視性和自動化決策。其次，將海關和貿易合規專業知識融入服務產品和客戶諮詢團隊，以主動應對關稅波動和監管變化。

第三，我們將加速開發完全整合的解決方案，結合以資產和輕資產為基礎的模式，在不犧牲靈活性的情況下實現規模化。第四，我們將差異化和客製化我們的服務，以滿足行業特定需求，例如醫療保健領域的低溫運輸通訊協定和汽車領域的定序服務。第五，我們將在高成長走廊地區推進區域網路密集化，同時採用基於場景的容量規劃來吸收衝擊。最後，我們將設定與模式最佳化、載客率提升和電氣化試點相結合的可衡量的永續性目標，以滿足企業和監管機構的期望。我們將這些舉措與客戶報告框架結合，將合規性轉化為價值提案。

實施這些行動需要一個有凝聚力的管治框架，協調商業、營運和 IT 領導層，確保投資帶來可衡量的成果和競爭優勢。

採用強大的混合方法，結合高階主管訪談、營運觀察、監管分析和定量三角測量，提供檢驗和情境測試的見解

我們的基礎調查方法將嚴謹的初步研究與二次檢驗和定量分析相結合，以確保我們的結論切實可行且可靠。初步研究包括對托運人、承運商、貨運代理和技術供應商高管的結構化訪談，以及對物流中心和運輸樞紐的營運演練，以觀察流程成熟度和整合挑戰。二次研究涵蓋監管備案、海關文件編制方法、行業標準和公開報告的營運基準，以鞏固我們的主要研究結果並識別一致的模式。

定量分析整合了從匿名航空公司績效資料集、貨運級路線簡介和系統遠端檢測（如有）中得出的營運關鍵績效指標 (KPI)。情境建模用於測試運價、模式轉換和需求激增的影響，而三角測量技術則確保定性洞察與觀察到的績效指標保持一致。細分分析涵蓋運輸方式、服務類型、技術解決方案、整合程度、客戶類型、經營模式和最終用戶產業，以突顯差異化的策略要務。本調查方法認知到與專有貿易數據可用性和區域報告差異相關的局限性，並透過敏感性測試和關鍵結論的置信度評分來緩解這些限制。

策略整合凸顯了數位化能力、貿易專業知識和永續性承諾的結合對於面向未來的物流營運至關重要

這份執行摘要強調，物流市場正處於曲折點，數位化、監管複雜性、永續性承諾以及不斷變化的客戶期望正在相互作用，重新定義競爭優勢。投資於整合技術平台、貿易和海關專業知識以及行業特定服務能力的營運商，最有可能在日益複雜的區域化網路中獲取價值。模組化服務產品、靈活的整合模型和基於情境的規劃所帶來的營運敏捷性，對於緩解貿易政策變化和需求激增帶來的波動至關重要。

相關人員應將當前環境視為重塑與物流夥伴關係的契機，協調獎勵、關鍵績效指標 (KPI) 和技術藍圖，以實現可預測的成果和持續改進。透過優先考慮可見性、合規性和永續的模式策略，企業可以減少摩擦、加快上市時間，並建立支持長期成長的彈性供應鏈。這需要務實的投資，以提升服務可靠性、成本控制和差異化的最終客戶體驗。

目錄

第1章：前言

第2章調查方法

第3章執行摘要

第4章 市場概況

第5章 市場洞察

  • 整合人工智慧和機器學習以進行第三方物流營運中的需求預測
  • 引入區塊鏈技術，提高供應鏈透明度和可追溯性
  • 擴大自動駕駛汽車和無人機的應用，以簡化最後一哩的配送
  • 引入支援物聯網的智慧倉庫，實現即時庫存管理
  • 人們對永續性和綠色物流的興趣日益濃厚，以最大限度地減少碳排放和廢棄物
  • 電子商務主導的微型倉配中心在都市區擴張，以縮短配送時間
  • 實施物流網路的數位雙胞胎，以模擬營運並最佳化吞吐量
  • 增加對網路安全措施的投資，以保護第三方物流的數位基礎設施和資料資產

第6章：2025年美國關稅的累積影響

第7章：人工智慧的累積影響，2025年

8. 以交通途徑的第三方物流市場

  • 空運
  • 鐵路貨運
  • 公路貨物運輸
  • 海運

第9章第三方物流市場類型

  • 專用合約運輸
  • 國內運輸管理
  • 國際運輸管理

第10章 第三方物流市場（依服務類型）

  • 運輸服務
  • 附加價值服務
    • 清關服務
    • 標籤服務
    • 包裝服務
  • 倉儲和配送服務

第11章：第三方物流市場技術解決方案

  • 貨物管理系統
    • 貨物審核及付款
    • 票價管理
  • 運輸管理系統
  • 倉庫管理系統

第12章：第三方物流市場（依整合程度）

  • 完全整合的解決方案
  • 部分整合解決方案

第13章第三方物流市場（依客戶類型）

  • 主要企業
  • 小型企業

第14章 第三方物流市場（依經營模式）

  • 企業對企業
  • 企業對消費者

第15章第三方物流市場（依最終用戶產業）

  • 航太
  • 車
  • 建造
  • 食品/飲料
  • 醫療保健和製藥
  • 製造業
  • 零售和消費品

第16章 第三方物流市場（按地區）

  • 美洲
    • 北美洲
    • 拉丁美洲
  • 歐洲、中東和非洲
    • 歐洲
    • 中東
    • 非洲
  • 亞太地區

第17章第三方物流市場（依類別）

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

第18章 各國第三方物流市場

  • 美國
  • 加拿大
  • 墨西哥
  • 巴西
  • 英國
  • 德國
  • 法國
  • 俄羅斯
  • 義大利
  • 西班牙
  • 中國
  • 印度
  • 日本
  • 澳洲
  • 韓國

第19章 競爭態勢

  • 2024年市佔率分析
  • 2024年FPNV定位矩陣
  • 競爭分析
    • 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