Managing changing relationships between shippers and 3PLs

In the ever-evolving landscape of global supply chains, the relationship between shippers and third-party logistics (3PL) providers is increasingly under the spotlight. As these companies deal with rapid changes in the market, technological advancements and stressed transportation networks, effective change management is not only an advantage; it’s a must-have. In fact, in our 2025 3PL study, 61% of shippers and 73% of 3PLs described the importance of change to their supply chains as critical or significant.

Change management is a never-ending challenge

When it comes to shipper and 3PL partnerships, effective change management is vital. The dynamic nature of the industry includes constant changes both within organizations and without. The biggest drivers of change, according to our study were customer demands, economic factors and technological developments. In this environment, managing change well can help organizations adapt quickly and efficiently to meet their business goals and maintain their competitive edge. But how can companies manage this change?

Organizations rely on a combination of tested frameworks and in-house models

Many shippers and their 3PLs turn to trustworthy frameworks to guide their processes and adapt to changing market conditions. Popular frameworks include McKinsey 7-S and Prosci’s ADKAR change management models. These frameworks and others help companies align organizational elements and support staff through transitions. They also help plan and execute change initiatives, making sure all parts of the organization move together and adapt to the latest conditions. But, because of the unique nature of the industry, more than a third of these companies use inhouse proprietary systems — or modified versions of these and other frameworks — for their change management initiatives.

Where is change critical?

The four critical areas identified for change in shipper and 3PL relationships include improving supply chain visibility, integrating the newest technology, planning and relationships. These support continual efforts to refine planning and forecasting capabilities while strengthening relationships. Each of these areas, central to creating a resilient supply chain, help organizations respond to disruptions and capitalize on emerging opportunities.

• Increase supply chain visibility: Improving visibility across the supply chain makes for better decision-making. Use technologies such as IoT, artificial intelligence (AI) and blockchain to track and manage the real-time flow of goods.
• Integrate technology: Applying technology to logistics goes beyond mere automation. It involves using advanced analytics, machine learning (ML) and predictive modeling to improve routes, manage inventories and accurately forecast demand.
• Plan and forecast well: Good planning and strong prediction algorithms are important when predicting market changes and making sure your supply chain strategies match. This not only helps in minimizing risks but also maximizes the efficiency of logistics operations.
• Build strong relationships you can count on: At the heart of effective supply chain management is the relationship between shippers and 3PLs. Cultivating strong, transparent and mutually beneficial relationships is crucial for collaborative planning and problem-solving.

Dealing with common roadblocks

Despite the need for change management being clear, it can be extremely difficult. One crucial key is how well people support or agree with the change initiative. Educating stakeholders about the need for change, creating a clear vision of what the change will achieve and outlining the benefits can help build support and overcome issues such as change fatigue, organizational resistance and stakeholder goal misalignment that can send initiatives off the rails. Effective change management also depends on staying involved, talking to each other and knowing how changes affect everyone.

Empowering leaders

Leaders play a crucial role in driving change, too. They must not only align with the strategic vision but also actively engage their teams and foster an environment of trust and empowerment. Encouraging employee feedback promotes a culture of continuous improvement and helps overcome the natural resistance to changes in roles and procedures.

All told, change management is not only about reacting to rapidly changing supply chain conditions. It’s about seeking advantage by staying ahead and anticipating future events before they manifest in the real world. This way, shippers and 3PLs can make sure they not only survive, but flourish in the face of change.

Download the 2025 29th Annual 3PL Study today to learn more about the changing relationships between shippers and 3PLs as well as major trends in supply chain.