2025 was an unpredictable year for third-party logistics (3PL) providers and their customers. Tariff uncertainty, regulatory pressure, and ongoing supply chain volatility pushed many 3PLs to demonstrate their ability to quickly adapt to shifting demands.
Those themes will continue into 2026, but success will depend on how 3PLs turn these capabilities into a competitive advantage for their customers.
The coming year offers opportunities for those ready to evolve beyond operational efficiency into proactive, intelligent logistics.
Here are five ways 3PLs can stand out to their customers.
1. From visibility to orchestration
For years, visibility was the gold standard of supply chain performance. But in 2026, simply knowing where shipments are and what delays are happening won’t be enough. Winning 3PLs will be those that move from visibility to orchestration, which means using systems that go beyond monitoring to truly determining what the next action should be and who, or what system, is responsible for it.
With data coming in from sensors, warehouse management systems, and transportation networks, the differentiator will be how effectively logistics providers can unify, interpret, and act on that information in real-time.
Next-generation platforms are already enabling this shift by helping synchronize data across sites, predicting service risks before they occur, and dynamically re-allocating stock or labor as conditions change.
Orchestration is particularly important in food logistics, where compliance, temperature control, and granular traceability are critical. Retailers increasingly expect connected, intelligent partners who can prevent exceptions, not just report them.
Action: Turn visibility into agility. Invest in partners and systems that translate data into automated action and use orchestration to deliver measurable performance gains.
2. Value-added services
Value-added services (VAS) have become a quiet growth channel and will continue to drive differentiation and revenue.
Offering e-commerce customization services like re-labeling, kitting, bespoke packaging, or light assembly allow shippers and retailers to stretch inventory strategies, localize offerings, and add personalization without extending lead times.
Providing distribution-related value-added services like re-packing, labeling, manual unloading, and re-palletizing for large retailers also means you can utilize a single provider for some of the tedious work that goes into ensuring compliance and smooth operations.
In the food sector, for example, coupling cold-chain logistics with VAS creates opportunity. 3PLs that can help prepare fresh, ready-to-eat meals while also managing allergen-specific packaging and handling returns can drive profitability for food companies due to the need for less changing of hands. When planned as part of the fulfilment or distribution rhythm rather than a bolt-on, these services can help offset inventory holding costs and reduce waste, among other efficiencies.
Of course, cost pressures remain, such as retrofitting facilities, powering cold storage, and recruiting and retaining the right skills. But for 3PLs that plan capacity and labor forecasting carefully, VAS represents both a differentiator and a sustainable margin driver for their customers.
Action: Integrate value-added services into core fulfilment operations. Forecast labor, packaging, and seasonal demand earlier to make customization a consistent source of profitability, not a reactive offering.
3. Traceability, data, and compliance
The deadline for the FSMA 204 Traceability Rule has been pushed to 2028, tempting many food logistics providers to slow their compliance efforts. But we see this is a use-it-or-lose-it moment.
The push means there is more time to do things the right way, and with clarified expectations. The FDA is signaling that digital traceability will become the new operational standard, and the delay is a strategic window for modernizing data infrastructure.
For 3PLs and their customers, especially those in food and beverage, this means moving from compliance project mode to embedding real-time event-level visibility, product-level digital identities, and being able to deliver information for customers, audits, or regulators when required.
Many 3PLs still operate with legacy systems, inconsistent data standards, fragmented EDI and visibility stacks, or limited cold-chain digital maturity. Early adopters, however, are moving from pilot to scale using Advanced Shipping Notice (ASN 856) and EPCIS event data to create a continuous thread of visibility. This shift is less about meeting a regulatory deadline and more about building a resilient, data-driven foundation for every aspect of operations.
Action: Use the FSMA extension strategically. Map supplier data flows, clean EDI data, and pilot EPCIS 2.0. Integrate event-level visibility into your current stack to stay both compliant and cost-efficient when the next disruption hits. Rehearse recalls to test systems and processes. 3PLs that build smarter visibility now will stay compliant and cost-efficient when pressure returns and a smarter choice for customers. With tariff uncertainty still looming, staying vigilant is critical.
4. Technology and AI as central enablers and differentiators
AI and automation are moving from innovation to operation with the goal of greater speed, agility, and cost control. By 2026, AI-supported forecasting, route optimization, warehouse capacity planning, and process automation will start to become more commonplace for competitive 3PLs.
For food and beverage companies, AI and automation have particularly transformative potential. AI-powered forecasting and visibility tools help track perishables, predict demand shifts, and manage labor volatility. This means highly predictive cold chain failures, dynamic slotting for seasonal shifts such as harvest peaks, smart routing for last-mile fresh delivery, and integrated visibility platforms.
For retailers, better visibility and predictive analytics also mean less waste during harvest and peak seasons and faster response when weather disrupts supply chains.
Yet the path isn’t without challenges. Implementation costs, integration complexity, data governance, and staff training are all considerations, but as consumer expectations rise, these investments will determine who stays ahead.
Action: Prioritize integrations that unify warehousing, transportation, and order data. Evaluate tools that enhance cold-chain tracking, demand planning, and compliance automation. Even small pilot projects may yield meaningful efficiency gains.
4. Geopolitical, trade, and network resilience factors
Food logistics isn’t immune to tariffs, customs complexity, and border disruption, especially for cross-border perishables. In this climate, flexibility is essential.
3PLs that build flexibility through Foreign-Trade Zones (FTZs), bonded warehousing, and near-sourcing options will be better positioned to buffer shocks and serve global customers more efficiently. These models can defer duties, streamline cross-border flows, and provide an operational cushion when policy changes or delays occur.
While managing FTZs requires capital investment, regulatory know-how, pristine operations and safety standards, and skilled oversight, the strategic upside is significant.
Action: Explore 3PLs with FTZ or bonded facility options as part of your network planning. Even partial implementation can add resilience, protect margins, and provide new routing flexibility when volatility returns.
5. Turn momentum into margin
2026 presents an opportunity for 3PLs to turn operational momentum into long-term profitability for their customers. Cleaner data, smarter automation, flexible space, and stronger partnerships all compound.
2026 will reward the most adaptable operators, those who use this window to orchestrate more intelligent systems, embed traceability, and align technology with customer priorities. The opportunity lies in building the foundations now that will define your competitive edge for years to come.
