Would you marry your logistics provider? Experts say supply chain is more than simply transactional

In today's whirlwind of supply chain disruptions—where cargo vanishes and cyber threats morph daily—businesses are finding their old playbooks not just outdated but dangerously naive. That race-to-the-bottom transactional tango, once the standard for sourcing logistics, now looks less like savvy cost-cutting and more like an open invitation to the wolves of fraud and failure.

The scramble for solutions often points to more tech or tighter controls, yet the most profound vulnerability isn't in algorithms or guard posts, but in how companies choose external partnerships.

"Picking a business partner isn't dating, it's not an engagement, you're married to them. That means you absolutely must take the time to vet them thoroughly," states Joe Lynch, Founder and Host of The Logistics of Logistics podcast—a consistent industry top-ranker. His insights stem from years as a 3PL general manager and supply chain consultant with deep roots in the automotive sector.

Vetting is non-negotiable: The "marriage" analogy, for Lynch, isn't just catchy; it defines the high-stakes commitment and rigorous due diligence he deems indispensable. He recalls a large shipper—spending $100 million annually on North American shipping—investing hundreds of thousands in partner selection after a costly betrayal. "They said, 'this is a big decision and we're not going to make the wrong one,'" Lynch notes. Their lesson was clear: "If we're going to grow into the type of company we want to be, we're going to need partners who can help us get there."

Beyond order takers: "Are you just order takers? Or can you sit down with me and do something consultative?" That pivotal question, Lynch believes, is one businesses must ask partners across freight forwarding, warehousing, and transportation. A true partner, he believes, does more than just execute. "Say, 'Hey, logistics partner, you're running my warehouse. What can we do differently to be more effective, to be more efficient? How do we reduce our costs and increase our sales?' I should be able to ask you that."

No automating relationships: "We always made phone calls, we always talked to people," Lynch reminisces, acknowledging how automation's rise could impact losing vital connections. "The challenge we have is if we no longer talk, there's no longer a relationship." Long-term human interaction, he notes, develops a "speed of trust"—a shorthand improving efficiency. "We lose that a little bit with automation," he adds. "We have to somehow find a way to put the humanity back into it, because that's where the trust comes in."

Specialization as a cornerstone: "I'm a big believer that I should never be paying a partner to learn on my dime," Lynch asserts, stressing specialization's importance. As global trade becomes more knotted, finding experts in specific market segments (retail, manufacturing, cold chain) is no longer a luxury but a core requirement. "No one should ever be picking a partner without research, and they should never be picking a partner who doesn't specialize in your problem." Lynch is confident diligent investigation via online channels, webinars, podcasts, and industry articles uncovers specialists that can help fit business needs.

Investing in partnership pays dividends: Lynch's ultimate message is a call to action: elevate logistics relationships from the "kid table" to the "adult table." "If you're a shipper and you're using a freight broker or a carrier, don't look at them as transactional," he advises. He urges a more collaborative approach: "Look at them and say, 'How can I prevent fraud? How can I prevent theft?' How do I help you do your job better so you can better serve me?' That's a little bit investing in the relationship, but it's also good business sense."