Remarked the Founder and Group CEO, Tristar Group, Eugene Mayne, “We are delighted to welcome Aegis Logistics to Tristar’s shareholder base. As we embark on a new chapter of growth, we look forward to capitalizing on our complementary strengths and shared ambitions while reaffirming our commitment to safety, operational excellence, and delivering long-term value to customers.”

It is well to be noted that this transaction is a major milestone in the growth of Tristar, capitalizing on its US$1.4 billion revenue base in FY-2025 and 25+ years of industry experience. The strategic partnership will integrate the existing capabilities of Tristar in the transportation and storage of petroleum, chemicals, and aviation fuel as well as LNG across markets in the Middle East, Europe, Africa, Asia, and the Americas, as well as the Pacific, with extensive Liquefied Petroleum Gas – LPG and bulk liquid terminal infrastructure and distribution network of Aegis Logistics in India. The partnership is anticipated to capitalize on substantial business synergies, diversify the services, and speed up growth in both current as well as emerging markets.

Aegis Logistics is a prominent entity in India’s gas and energy logistics domain with a legacy of over 60 years providing seamless supply chain management of bulk liquids, petroleum, oil and lubricants – POL, chemicals and LPG. It is also a major importer and handler of LPG in India.

Says the Chairman and Managing Director of Aegis Logistics, Raj Chandaria, “Our alliance with Tristar marks a significant milestone in our growth strategy, expanding our global footprint and bringing together Aegis’ deep logistics expertise with Tristar’s world-class multimodal capabilities. Together, we are uniquely positioned to deliver greater value to our customers and build a stronger and resilient global energy logistics network.”

As Tristar Group inks deal for Aegis Logistics, this partnership will also give Tristar a greater presence in India and improve its visibility in the LPG sector. Since its formation in 1998, Tristar has steadily grown to become one of the leading global energy logistics providers in the Middle East. Tristar’s growth was driven in part by the entry of Agility Global as its largest shareholder in 2004. Tristar’s partnership with Agility helped accelerate the company’s growth and establish its leadership in the industry.

Tarek Sultan, Chairman of Agility Global PLC, said, “Over 23 years of Agility’s ownership, Eugene Mayne’s strong leadership, and Tristar’s operational excellence, combined with Agility’s patient capital and active management, have transformed Tristar into a world-class global integrated energy logistics provider. Operating across 30+ countries today, Tristar’s comprehensive suite of solutions, combined with the scale of its energy infrastructure, deep customer partnerships, and forward-thinking approach to lower carbon technology, position the company as a leader in the sector. We wish Tristar and Aegis every success as they embark on the next chapter of growth.”

Adds Eugene Mayne, “We thank Agility for its pivotal role in Tristar’s growth and success. Its strategic support and confidence during critical phases of our growth enabled us to seize opportunities and realize our full potential. We remain deeply appreciative of the trust Agility placed in our leadership and vision, which enabled us to steer the business towards diversification and international expansion. The Tristar Group wishes Agility continued success in the future.”

It is well to be noted that Tristar has an asset portfolio value of US$ 1.7 billion in FY 2025, a growing global footprint, and an increasing employee base and continues to be optimistic about its growth potential and confident of continued achievement in its new chapter with Aegis Logistics.

Notably, Goldman Sachs and PJT Partners are the financial advisers of Tristar, with Freshfields being its legal counsel.

The meetings – the NTD Supply Chain Forum – NTD-SCF, the Supply Chain Technical Support Mechanism – SCTSM as well as the Global Coordination and Stewardship Committee – GCSC went ahead and brought together global, regional, and national stakeholders so as to review progress, discuss ongoing supply chain challenges, and explore how NTD programs can adapt to the evolving environment toward and beyond 2030.

Discussions over the week concentrated on enhancing prediction and supply planning, boosting transparency of data and responsibility, decreasing delays in the transportation of medicines, bettering compatibility with national systems and recognising supply chain risks sufficiently early for countries and partners to take action.

NTD Supply Chain Forum – Between 22 and 23 September

The annual meeting of the NTD-SCF gathered together ministries of health, WHO, pharmaceutical donors, NGOs, and logistics providers, as well as technical partners, to assess progress and discuss operational requirements and strategic supply chain objectives.

Participants reviewed the actions taken from the prior annual meeting and also discussed the difficulties they had faced across the medicine supply chain involving forecasting, order and shipment schedules, customs approval, inventory visibility as well as medicine utilization. The experiences of countries and partners demonstrated the need for reliable data and greater coordination across the various stages, from program planning and requests for medicines to shipment, delivery, and use.

Opportunities so as to improve the alignment of NTD medicine management with national health and logistics data systems were also discussed. Participants stressed the importance of building on existing country systems and processes, rather than developing parallel approaches.

WHO-led discussions evaluated progress made toward the 2030 NTD road map and the evolving environment NTD programs are facing. Participants talked about the supply chain actions which are necessary to advance and also sustain progress and how country leadership, funding, collaborations along with technical assistance might as well have to change beyond 2030.

Supply Chain Technical Support System – 24 September 

The SCTSM annual meeting addressed practical country knowledge gained in enhancing prediction, supply planning, inventory control, and national supply chain systems.

There are now verified NTD supply chain standard operating procedures – SOPs that exist in the eight SCTSM priority countries in contrast to three countries when the initiative started. Country experiences also showed enhancements in some supply chain processes. Uganda reported a decrease in customs-clearance time from about 90 days to 20 days, and the Democratic Republic of the Congo recorded a 63% decrease when it came to clearance time and no standard demurrage during the period under discussion.

Participants also went on to observe growing leadership among countries. Kenya, Ethiopia, and the Democratic Republic of the Congo have taken the lead in rotating country coordination conferences, with other countries following suit. Apparently, these meetings further help countries to share practical experience.

Multi-year forecasting was another big topic. Four countries had forecasts out to 2030, offering an opportunity to review conventional assumptions about treatment requirements, inventory levels, program changes, and funding. Discussions emphasized that forecasts must be regularly validated against evolving program conditions and dependable supply chain data to be useful for decision-making.

Discussions also covered reverse logistics, customs processes, and opportunities to improve integration of NTD medicine management with central medical stores and national logistics systems.

International Coordination and Stewardship Committee – 25 September

The week ended with the GCSC meeting, which was centered on global stewardship, responsibility, systemic supply chain hazards, and preparation for 2027 and beyond.

Participants exchanged ideas on how to strengthen monitoring and follow through on supply chain performance and challenges. A proposed evidence and performance framework would consolidate information from existing sources such as NTDeliver, Joint Application Package metrics, country feedback, and working-group outputs to provide better visibility of exceptions, owners, timelines, and decisions required.

Another key theme was forecasting and end-to-end responsibility of donated medicines. Participants discussed the importance of increased visibility of the medicine requirements over a longer time period and increased accountability from forecasting and ordering through shipment, distribution, and use.

Systemic risks considered were medicine expiry, unaccounted inventory, customs delays, and regulatory barriers.

The Committee also considered the increasing integration of NTD activities with other health campaigns. Country experiences highlighted both opportunities and operational complexities in coordinating medicines, financing, transport, and data across programs.

Looking ahead to 2030 and beyond, participants discussed how countries and partners can anticipate possible changes in medicine donations and external program financing. Discussions pointed to the importance of early transition planning and thinking about estimating, funding, purchasing, regulatory and quality standards, legal arrangements, and advocacy together, and not as separate issues.

What Lies Ahead

The 2026 meetings showcased significant progress while emphasizing the ongoing need for coordination throughout the NTD medicine supply chain.

Country experiences showed tangible improvements in aspects like customs clearance, national SOPs, and country-led coordination. At each of the three meetings, discussions also focused on the ongoing issues of forecasting, inventory visibility, medicine use, shipment timing, and accountability.

WHO, countries, and partners will continue to work to reinforce national systems, enhance visibility and consistency across the supply chain, and prepare themselves for alterations to the global health and financing environment as one approaches 2030.

Further collaboration apart from NTD programs and medicines supply chains between the NTD-SCF, SCTSM, and GCSC will promote quicker risk identification, more transparent accountability, and sustainable accessibility to quality-assured NTD medicines for the groups who require them.

Apparently, the survey included input from over 100 3PL logistics and supply chain as well as warehousing professionals throughout North America.

The results suggest a change in the 3PL technology conversation with the advancements in 3PL. As AI and automation adoption increases, simply possessing the technology may not be sufficient to stand out. The bigger opportunity is in implementation.  How well 3PLs take those funds and turn them into enhanced warehouse efficiency, measurable company value, and superior customer service. This reinforces the brief’s key finding that distinction is moving from adoption of technology toward operational implementation.

The data shows the advancements in 3PL so as to address the implementation challenges that persist. While 83% of respondents said automated systems and sophisticated WMS capabilities have allowed for improved warehouse productivity, only 33% stated that they are confident/very confident that they will see a favorable return on investment in their projected execution time frame. Meanwhile, 80% said customers anticipate, or increasingly expect, AI and automation features from their 3PL partners.

The survey also reveals a change in what is powering investment. 84% of respondents said operational effectiveness was the main reason to make investments in AI and automation, as opposed to just 6% who said labor shortages and rising labor costs were the main reasons.

According to Mike Armanious, Datex CEO, “Competitive advantage doesn’t come from simply having more technology. It comes from what you can accomplish with it. For 3PLs, the opportunity is to start with the business outcome and make sure every investment contributes to a better operation, whether that means greater productivity, stronger service, or the ability to respond faster to new customer requirements. Sometimes that means getting more from the technology you already have. Other times, it means recognizing when the foundation itself needs to change.”

The Execution Advantage, which is the resulting executive brief, explores what the survey findings may go on to mean for 3PLs as they continue to invest in AI, automation, and warehouse technology, including investment in considerations around ROI, workforce productivity, transitioning customer expectations, and WMS’s role when it comes to supporting such steps.

The results represent the opinions of over 100 survey respondents and should be considered as a snapshot in terms of their experiences and priorities and not as a reflection of the overall 3PL market.

The latest addition to that build is Mike Whitlock, who comes on board as director of business development. Whitlock has over 20 years of revenue leadership experience, including serving as vice president of sales at PGL, where he achieved 18% revenue growth, and 10 years as vice president of sales, marketing & pricing at John S. Connor, where he delivered over $20 million in new business in just one year. He also served in senior sales positions at RCI-Logistics, GTS Group, and DHL Worldwide.

Giving the thrust to the future of 3PL warehousing and e-commerce is the president of Keller Warehousing & Co-Packing, Daryl Mickley, who has assembled the build behind Whitlock, bringing a global 3PL network design and WMS background from SEKO Logistics, Hellmann Worldwide Logistics, The Step2 Company, BAX Global as well as Fritz Companies, later named UPS Supply Chain Services.

According to Mickey, “This is the bench we have been building toward. Warehousing is no longer a real estate business. It is a technology business, an automation business, an e-commerce fulfillment business, and a value-added services business – all at once. The companies that will win the next decade are the ones who have already put the right people in place. We have.”

Interestingly, operational backbone is led by Dave Reese and Roy Olson, who happen to be the directors of operations. Reese has 30+ years of supply chain operations leadership experience with PFSweb as COO/EVP Global Operations, 12 DCs, 2,000+ FTEs at peak, DHL Supply Chain, Radial, GEODIS, and DAISYTEK, with expertise in pick-to-light and put-to-light as well as high-speed sortation systems. He is accountable for 13+ North American facilities covering over 3 million square feet. Olson, who joins CFC from FedEx Supply Chain, where he was general manager of the P&G Lima, Ohio location with $21M in P&L responsibility, presents 16 years of operations leadership experience at QuickBox and GEODIS, as well as DHL.

When it comes to the technology side, Jennifer Hogue possesses 27 years of WMS and managed services leadership from Datex, SEKO Logistics as well as Crane Worldwide Logistics, where she expanded the contract logistics product from $50M to $100M+ in a matter of just three years.

It is well to be noted that the day-to-day operations throughout the national footprint of Keller are supported by competent site and functional leaders. Notably, Seth Webb joins from FedEx Supply Chain with 13+ years of P&L ownership and 3PL operations leadership, along with a proven record of security and margin gains. Jed Patrum has 20 years of experience in multi-site 3PL and global supply chain having worked with PGL, SEKO Logistics, Delta Material Services and Crane Worldwide.

Zachary Mayer shares the Bath & Body Works playbook for establishing high-velocity automated distribution facilities. Brandon Gaither has e-commerce as well as AutoStore-enabled fulfillment experience from Ryder and RR Donnelley along with Chewy. James Lobb adds 15+ years of food & beverage supply chain, MRP, and 3PL/co-pack vendor management experience from Kerry, Blue Triton Brands, and Nestle Waters.

Says Mickey, “Look at where these people came from – SEKO, FedEx Supply Chain, DHL, Crane Worldwide, Ryder, Bath & Body Works, PepsiCo, Nestle, and PFSweb,” Mickley added. “They came to Keller because they saw what this organization is building: a fundamentally different kind of 3PL partner, with the agility of a private company and the talent depth of a national platform. The bench is stacked. The strategy is set. And we are just getting started.”

Keller Warehousing & Co-Packing, a national value-added co-packer and secondary packager for food and beverage, consumer products, and building materials as well as e-commerce clients, has seen recent expansion in Maine along with Connecticut.

According to new research from Cushman & Wakefield, deals for warehouses bigger than 500,000 square feet went up 32% from one year to the next. After a slowdown in 2023 and 2024, this rebound appears after a time when warehouses grew quickly throughout the pandemic.

In 2025, companies took up 113 million square feet of space in newer, bigger logistical and storage facility buildings. The report said that was 64% of the total for the whole country.

Third-party logistics companies and manufacturers were responsible for a lot of the activity, accounting for almost two-thirds of large warehouse leasing.

Jason Price, the head of logistics and industrial research for Cushman & Wakefield in the Americas, said, “This is a clear return of the large-format tenant. Companies are consolidating operations, upgrading to higher-quality facilities, and making more strategic decisions about where and how they deploy space.”

Consolidation and new buildings

It is well to be noted that the move toward warehouses bigger than 500,000 square feet especially the modern logistics buildings is one of the main trends that is driving demand. A lot of businesses are shutting down several smaller or older structures and moving their operations to newer Class A distribution centers that are built for automation as well as handling large amounts of goods.

These buildings usually have higher clear heights, more electrical power, and layouts that make it easier for robots along with other warehouse technologies to work.

The trend is also helping build-to-suit development grow. Cushman & Wakefield said that build-to-suit projects went up by 11% in 2025. Almost one-fifth of large warehouse leases were for buildings that were made just for that tenant.

There are at present 14% more large build-to-suit projects going on than there were in 2025. This could lead to even more demand in 2026.

Tenants are drawn to markets with lower rents

Cost pressures are also changing where businesses put their biggest distribution centers. The report says that 71% of big leases, which were signed in 2025, were in areas where rents were lower than the national average. Almost two-thirds of them were in markets where prices were at least 20% lower as compared to the U.S. average.

That trend demonstrates that businesses are moving increasingly to inland and lower-cost logistics hubs rather than coastal markets where prices are higher.

Price adds that “With occupancy tightening and new supply limited, tenants are getting more strategic about both location and design,” Price said.

Apparently, the vacancy rates for big warehouses also went down by 140 basis points year over year. This is yet another indication that demand for modern logistics facilities is indeed picking up following the pandemic, which slowed things down.

Reflecting, both companies went on to share a commitment to carbon reduction; 70% of the fleet dedicated to the contract by DHL is going to be powered by Hydrotreated Vegetable Oil (HVO), and the remainder is going to transition by the end of 2025. Making use of HVO throughout the fleet lowers the carbon emissions by almost 80%. Through making utmost use of the integrated data solutions of DHL, including its MySupplyChain platform, the new multi-year transport contract is also going to enhance the visibility of parts flows of Siemens Mobility, therefore enabling much smarter inventory management in order to provide greater operational resilience. Meanwhile, transport planning is going to be managed through the Connected Control Tower of DHL in Tamworth, hence giving real-time visibility of goods in transit and also enabling optimized route planning.

DHL is going to provide Siemens Mobility with same-day deliveries when it comes to urgent repairs in order to keep rail services running seamlessly.  This fast service makes sure of minimal disruption to operations while at the same time enhancing the overall service dependability. VP of Operations with DHL Supply Chain UK & Ireland, Wayne Jay, said that they are proud to work along with Siemens Mobility on this new contract, combining their scale, agility, and sustainability credentials so as to deliver transport solutions that are both resilient and future-focused. Due to their connected control tower along with the HVO-powered fleet, they are making sure that Siemens has the speed, visibility, and, of course, the reliability that is needed so as to support the necessary rail operations across the UK.

The Joint CEO of Siemens Mobility UK&I, Sambit Banerjee, said that they are indeed delighted to partner with DHL in order to further elevate the delivery of materials from their Siemens Mobility distribution centers to their train fleets, thereby helping keep the passengers moving. This partnership, according to him, does support their mission to go ahead and transform rail travel and also forms a major part of their efforts in order to decrease the carbon footprint when it comes to their logistics operations.

The expansion advances Cencora’s strategy in Europe, where demand for specialized drug supply management continues to increase. The company is extending its global 3PL expansion through the addition of NextPharma Logistics, which operates across Germany, Austria and Switzerland and provides storage, distribution, serialization and quality compliance through Good Distribution Practice (GDP)-compliant facilities. Cencora also plans to bring a new 3PL site online in Italy in 2026, adding capacity in a part of Europe that has taken on a larger role in the handling of high-value therapies and the tight controls they require.

In the U.S., the company is preparing to add a 500,000-sq.-ft., highly automated facility in Texas in 2028. Once operational, it will be Cencora’s fifth 3PL site in the country. The site will significantly increase storage capacity for controlled, room-temperature, refrigerated, and frozen products, including ultra-low and cryogenic ranges. The investment deepens the company’s cold chain infrastructure and supports its global 3PL expansion for manufacturers seeking dependable logistics for temperature-sensitive pharmaceuticals.

“Our customers trust us to serve as an extension of their operations. We continue to strengthen our pharmaceutical logistics capabilities through investments across our 3PL network to deliver enhanced support tailored to their needs,” said Chris Williams, Senior Vice President and President of Alloga Europe & ICS. “Whether it’s a large-scale global program or supporting the launch of an advanced therapy in a new market, we’re able to provide the integrated support our customers need to navigate supply chain complexities, maximize commercial success, and ensure efficient and reliable access to their products.”

Together, these additions position Cencora to manage a broader mix of specialty medicines that require strict oversight, quality controls, and end-to-end visibility. With a larger footprint, expanded cold chain capacity, and automated handling systems, the company is reinforcing its role as a logistics partner for manufacturers navigating increasingly complex supply chains in established and emerging markets.

Under the partnership, DHL’s GoGreen Plus program will enable Landmark Group to replace traditional fossil-based jet fuel with SAF produced from renewable feedstocks. DHL Express states that each tonne of SAF can lower lifecycle emissions by up to 80%, with all reductions verified and certified by SGS.

The agreement was formalized in Dubai by Mahmoud Haj Hussein, Country Manager of DHL Express UAE, and Rajesh Garg, Group Chief Financial Officer and Chief Sustainability Officer at Landmark Group. Haj Hussein said that “DHL has committed to investing €7 billion globally in climate-neutral logistics by 2030, and partnerships like this demonstrate how we’re translating that ambition into measurable action,” adding, “Landmark Group’s decision to adopt GoGreen Plus reflects how progressive enterprises are keen on moving the industry toward a net-zero future.” Garg noted that the move embeds sustainability more deeply into the group’s regional logistics footprint. “Our partnership with DHL marks an important step in reducing our Scope 3 emissions and advancing our decarbonization goals through credible solutions like Sustainable Aviation Fuel.”

The collaboration also aligns with the UAE’s Net Zero 2050 strategy. DHL and Landmark Group said tackling Scope 3 emissions remains one of the most difficult areas for retail supply chains, and that SAF provides an immediate and scalable option for reducing the carbon intensity of air freight. The partnership illustrates how retail logistics decarbonization is advancing through direct integration of lower-carbon fuels rather than relying on offsetting.

DHL Express is stepping up its regional decarbonization work as part of DHL Group’s goal of reaching net-zero emissions logistics by 2050. And with interest in low-carbon freight continuing to build, the company says it expects more businesses in the region to shift toward SAF-based options as they update their retail logistics decarbonization strategies.

The expansion addresses rising demand across the cross-border supply chain. Mexico’s export growth continues to accelerate, boosted by advances in the main producing regions. In Chihuahua, which is just across from El Paso, exports were $47.551 billion in the second quarter of 2025, approximately 36% higher than the same period a year ago.  Much of that surge comes from high-tech goods, especially computer and communication equipment, which continue to anchor the region’s role as a major manufacturing hub.

Jay Cornmesser, Vice President for Mexico Cross-Border Services at C.H. Robinson, highlighted the vital role of the area. “We continue to see El Paso emerge as a vital gateway for not just high-tech freight, but also automotive, medical devices, and healthcare products,” Cornmesser said. He noted that Juárez, located just across the border, maintains a substantial maquiladora manufacturing base. “Our expansion in El Paso is a direct response to the evolving needs of our customers in today’s dynamic trade landscape.” The necessity for this added capacity was driven by growth in both nearshoring and overall freight volume, highlighting the pressure on the entire cross-border supply chain.

Cornmesser, speaking to Logistics Management, emphasized the dramatic increase in trade volume, citing that Mexico’s exports had jumped over 13% from last year, with Chihuahua leading the way due to its nearly 36% rise in export value. He confirmed that industries like tech, automotive, and medical devices are primarily driving this increased volume and require logistics support that can keep pace and scale. The company believes having this extra capacity in the El Paso Logistics Hub, near the Juárez manufacturing hub and the booming activity from Chihuahua, gives shippers a major advantage.

The ultimate goal, according to Michael Castagnetto, president of North American Surface Transportation at C.H. Robinson, is to give shippers more flexibility when global trade remains unpredictable. The new capacity supports businesses of all sizes, including those that are first-time market entrants requiring assistance with customs, transportation, local requirements, and warehousing. “With 35+ years of proven expertise in Mexico, boots on the ground, AI-driven solutions, and 2 million square feet of strategically located facilities on the border, we set the standard for end-to-end service,” he said. “We’re not just reacting to change—we’re anticipating it.” This investment solidifies C.H. Robinson’s leadership in the North American cross-border supply chain.

Better Trucks’ infrastructure provides several capabilities that now feed directly into the Uber Freight network. These include its open API system, which integrates with more than 50 logistics and e-commerce platforms; seven sortation centers that support operational efficiency and widen delivery coverage; and address-validation and geocoding tools that help improve delivery accuracy and routing. As these systems are incorporated into Uber Freight’s operations, the combined setup will sharpen routing in dense urban areas and extend service across nearby suburban regions. Bringing the two companies’ technology and data together broadens the reach of Uber Freight’s last-mile delivery network and strengthens its overall performance for shippers.

The agreement also shows how reliability and speed are becoming more central across the last-mile delivery network as retailers and brands adjust to shifting consumer expectations.The U.S. last-mile parcel market is moving through a major shift, pushed by the rapid growth of e-commerce and customers who now expect faster and more personalized deliveries. With Better Trucks adding capacity, Uber Freight’s asset-light last-mile delivery network now reaches about 68% of the U.S. population, giving the company steadier performance, clearer visibility, and tighter cost control. The integration positions Uber Freight as a full supply-chain orchestrator, using network density across multiple modes to offer meaningful cost reductions and help reduce logistical complexity relative to other last-mile providers.

“This strategic investment will allow us to immediately enhance our delivery solutions for shippers,” said Rebecca Tinucci, CEO of Uber Freight. “Better Trucks’ track record in efficient, tech-driven solutions, combined with their expanding network, enables us to offer our customers unparalleled speed and flexibility. Uber and Uber Freight have pioneered asset-lite logistics, and this further demonstrates how we can deliver tremendous value to our customers through partnerships in technology and operations.”

“This partnership and investment bring new scale and opportunity to what we have always done: serve shippers from the distribution center to the doorstep,” said Andy Whiting, Co-Founder and CEO of Better Trucks.“Our shared vision for a more intelligent and efficient logistics network is at the heart of this collaboration. We continue to bring our agile and flexible delivery solutions to our clients and now an even broader customer base, helping them meet the growing demands of the e-commerce landscape.”

The announcement comes as the industry prepares for the peak holiday season, underscoring Uber Freight’s focus on providing shippers with the technology and capacity needed to navigate heightened demand. The company notes that customers using its End-to-End Logistics solution have already reported gains in cost efficiency, first-attempt delivery success, and consumer satisfaction, particularly in dense urban and suburban markets.