Fifth-party Logistics Market Insights, 2035

The global fifth-party logistics market is expected to be valued at USD 9.21 billion in 2025, and is likely to reach USD 17.30 billion in 2035, registering a CAGR of 6.5%.    

[COVIDIMPACTSTATEMENT]

Fifth-party logistics provider is responsible for management of networks of supply chain. Fifth-party logistics service providers construct, organize, and implement logistics solutions and technologies on behalf of multiple clients. Moreover, fifth-party logistics companies combine the shipping needs of multiple logistics companies. Fifth-party logistics companies serve third-party logistics companies by acting as logistics aggregators and they aggregate third-party logistics demands into bulk volumes for more favorable rates. 

The global fifth-party logistics market is dominated by Europe followed by North America, Asia-Pacific, and LAMEA. Europe is expected to maintain its dominance in the global market, as the demand for technology-driven supply chain management services is increasing in the region. Moreover, surge in adoption of blockchain for logistic management is driving the growth of this market.

Factors such as expansion of the e-commerce industry, rise in efficiency of supply chain & management systems, and increase in international trade are expected to drive the growth of the fifth-party logistics market. However, complex supply chain and government barriers for logistics companies restrain the market growth. Conversely, technological advancement and introduction of blockchain are projected to offer lucrative growth opportunities for the market players.

The fifth-party logistics market is segmented into type, application, and region. On the basis of type, the market is categorized into such as transportation, warehousing, and other services. It categorizes the market in terms of application into e-commerce, traders, logistics company, and others. Region wise, the market is analyzed across North America, Europe, Asia-Pacific, and LAMEA. 

The key players operating in the global fifth party logistics market include 5PL Logistics Solutions LLC, Toll Holdings Ltd, DHL International, Renaissance Network Reinvent, MGL Global Logistics, Maine Pointe, Deloitte, Bain and Company, Boston Consulting Group, and McKinsey & Company.

Development of E-commerce Industry

In current scenario, the e-commerce industry is growing rapidly, due to rise in penetration of internet. Multiple benefits associated with e-commerce such as facility of home delivery, improvements in logistics services, and ease in payments have made it an ideal platform for purchasing.  For instance, in May 2021, according to UNCTAD, a United Nation Conference on Trade and Development expert, the share of the global e-commerce sector's retail sales increased dramatically from 16% to 19% in 2020. Similarly, according to the India Brand Equity Foundation (IBEF), India's e-commerce is expected to reach $99 billion by 2024, growing at 27.00% compared to 2019–2024, with food and fashion apparel likely to be major products. 

Furthermore, countries across the globe are improving the connectivity infrastructure to improve internet connectivity. For instance, according to the Organisation for Economic Co-operation and Development (OECD) organization, Austria, Belgium, Chile, Ireland, Israel, and the UK all expanded their fiber connections by more than 50% in 2020. Similarly, according to the World Bank, by 2022, total annual internet usage is expected to increase by approximately 50% from 2020 levels to reach 4.8 zettabytes, equivalent to 150,000 GB per second. Furthermore, increase in global internet traffic is astounding. Personal data is expected to make up a significant portion of the total amount of cross-border data. Thus, as result of the growth of the e-commerce industry, the infrastructure of logistic industry is improving, due to rise in internet penetration globally, which helps consumers to shop through online platforms. Moreover, third-party and fourth-party logistics companies are expected to give contracts to fifth-party logistics companies. For instance, in December 2019, M3B GmbH partnered with DHL Trade Fairs and Events, part of DHL Global Forwarding and Freight, as the official logistics supplier. DHL provides all freight transportation services for five years from January, 2020 in its 40,000 sq.mt. exhibition center. Thus, fifth-party logistics all these factors collectively are expected to drive the growth of the global market during the forecast period.

Increase in Efficiency of Supply Chain Management Systems

Fifth-party logistics companies focusing on customizing the supply chain according to need of customer, improving supply chain efficiency, and increasing transparency in supply chain operations. However, the problem with this scenario is that traditional supply chain management (SCM) methods cannot identify potential supplies for a particular user. In the current scenario, enterprises need well-developed infrastructure, out-of-the-box complementary services, and need to build an integrated supply chain that relies on logistics as a network technology, which works as a bridge between logistics company and consumers. 

SCM requires consistent optimization. Products need to move efficiently along the supply chain, from parts manufacturers to distribution centers, various retailers, and end customers. To achieve optimal efficiency, it is important to use the right tools, software, and the best supply chain model. Therefore, the fifth-party logistics model was developed to help e-commerce companies find a supply chain management approach that effectively addresses the increasing pressures they face. In addition, fifth party logistics enhances a company's revenue by reducing the overall cost of network participants. This can be implemented depending on new interaction models in current digital environment through system integration and using advanced supply chain management solution . Thus, all these factors notably contribute toward the growth of the overall market.

Complex Supply Chain

Modern supply chains are highly complex and involve multiple parallel physical and information processes to ensure that products are delivered in proper quantities to the right location and at a reasonable cost. Supply networks, rather than supply chains, may be a more descriptive term. In recent years, there has been a shift toward thinner supply networks, which has made these networks more sensitive. There is relatively little inventory in the system to "buffer" any supply disruptions, and as a result, any shutdowns can have a quick impact on the supply network. 

[TYPEGRAPH]

Furthermore, in fifth-party logistics companies majorly have long-term partnerships/contracts with their clients. Due to complexity in supply chain network, there are chances the improper communication between manufacturer/client and fifth party logistic company which may affects the partnerships/ contracts between them.

Logistics companies have long recognized the importance of disaster recovery and emergency preparedness, particularly in areas such as information technology and manufacturing operations. In addition, logistics companies (and their insurers) are paying more attention to business risk, particularly in terms of market share loss, and the time and expense of re-entering a market after a severe supply disruption. Thus, the complex supply chain in the logistics industry is expected to hinder the market growth.

[APPLICATIONGRAPH]

Technological Advancements

Increase in penetration of Internet of Things (IoT) in the logistics sector enables freight companies and consumers to directly access the company network via the internet. The logistics infrastructure is constantly upgraded to meet the needs. Moreover, increase in use of AI, machine learning, radiofrequency identification (RFID), and Bluetooth coupled with other newly introduced technologies, such as drone delivery and driverless vehicles, is being witnessed in logistics services. These technological advancements act as the catalyst to the growth of the fifth-party logistics market. In addition, some of the logistics companies across the world are increasing their spending and using technologically advanced systems for logistics enhancement, which are further expected to propel the growth of the logistics market. For instance, SimpliRoute, an urban logistics solution raised the $3 million funding to improve its AI-powered logistics platform. The new funding will help the start-up to grow its logistics intelligence platform and expand to other countries besides Mexico, Chile, Peru, and Uruguay.

In addition to setting up AI based data analysis and performance management tools, fifth-party logistics operators also offer more technology-based services. For instance, fifth-party logistics can provide an online payment solution that customers can integrate with supply chain network. Some fifth-party logistics companies offer call center facilities to ensure a high level of customer service. Thus, these advancements by companies creates opportunities for market players during the forecast period.

[REGIONGRAPH]

COVID-19 impact analysis 

• The COVID impact on the logistics market is unpredictable and it is expected to remain in force till the second quarter of 2021. 
• The COVID-19 outbreak forced governments across the globe to implement strict lockdowns and made social distancing mandatory to contain the spread of the virus. This led to a sudden downfall in global trade, which further reduced the demand for logistics across the world. 
• Moreover, the nationwide lockdown forced the logistics service providers to partially or completely shut their operations which resulted in delays in the supply chain activities.
• Rise in pharmaceutical and e-commerce sales owing to the pandemic has increased the demand for the logistics market

Key Benefits For Stakeholders

• This study presents analytical depiction of the global fifth-party logistics market analysis along with the current trends and future estimations to depict imminent investment pockets.
• The overall market opportunity is determined by understanding profitable trends to gain a stronger foothold.
• The report presents information related to key drivers, restraints, and opportunities of the global market with a detailed impact analysis.
• The current market is quantitatively analyzed from 2025 to 2035 to benchmark the financial competency.
• The Porter’s five forces analysis illustrates the potency of the buyers and suppliers in the industry.

 Key Market Segments

• By Type
  • Transportation
  • Warehousing
  • Other service
• By APPLICATION
  • E-commerce
  • Traders
  • Logistics company
  • Others
• By Region
  • North America
    • U.S.
    • Canada
    • Mexico
  • Europe
    • UK
    • Germany
    • France
    • Italy
    • Rest of Europe
  • Asia-Pacific
    • China
    • Japan
    • India
    • South Korea
    • Rest of Asia-Pacific
  • LAMEA
    • Latin America
    • Middle East
    • Africa

 
Key Market Players

• Boston Consulting Group (BCG)
• Bain & Company Inc.
• Toll Holdings Limitedb
• McKinsey & Company
• MGL Global Logistics
• Deloitte
• 5PL Logistics Solutions
• Maine Pointe
• DHL International
• Renaissance Network Reinvent

CHAPTER 1:INTRODUCTION

1.1.Report description
1.2.Key benefits for stakeholders
1.3.Key market segments
1.4.Research methodology

1.4.1.Primary research
1.4.2.Secondary research
1.4.3.Analyst tools and models

CHAPTER 2:EXECUTIVE SUMMARY

2.1.CXO perspective

CHAPTER 3:MARKET OVERVIEW

3.1.Market definition and scope
3.2.Key findings

3.2.1.Top impacting factors
3.2.2.Top investment pockets
3.2.3.Top winning strategies

3.3.Porter’s five forces analysis
3.4.Key player positioning (2020)
3.5.Market dynamics

3.5.1.Drivers

3.5.1.1.Development of e-commerce industry
3.5.1.2.Increase in efficiency of supply chain management systems
3.5.1.3.Rise in international trade

3.5.2.Restraints

3.5.2.1.Complex supply chain
3.5.2.2.Government barriers for logistics companies

3.5.3.Opportunities

3.5.3.1.Technological advancements
3.5.3.2.Introduction of blockchain technology

3.6.Impact of COVID-19 on the market

3.6.1.Evolution of outbreaks

3.6.1.1.COVID-19

3.6.2.Micro-economic impact analysis

3.6.2.1.Consumer trend

3.6.2.2.Technology trends
3.6.2.3.Regulatory trend

3.6.3.COVID-19 impact analysis

CHAPTER 4:FIFTH-PARTY LOGISTICS MARKET, TYPE

4.1.Overview
4.2.Transportation

4.2.1.Key market trends, growth factors, and opportunities
4.2.2.Market size and forecast, by region
4.2.3.Market analysis, by country

4.3.Warehousing

4.3.1.Key market trends, growth factors, and opportunities
4.3.2.Market size and forecast, by region
4.3.3.Market analysis, by country

4.4.Other service

4.4.1.Key market trends, growth factors, and opportunities
4.4.2.Market size and forecast, by region
4.4.3.Market analysis, by country

CHAPTER 5:FIFTH-PARTY LOGISTICS MARKET, APPLICATION

5.1.Overview
5.2.E-commerce

5.2.1.Key market trends, growth factors, and opportunities
5.2.2.Market size and forecast, by region
5.2.3.Market analysis, by country

5.3.Traders

5.3.1.Key market trends, growth factors, and opportunities
5.3.2.Market size and forecast, by region
5.3.3.Market analysis, by country

5.4.Logistics company

5.4.1.Key market trends, growth factors, and opportunities
5.4.2.Market size and forecast, by region
5.4.3.Market analysis, by country

5.5.Others

5.5.1.Key market trends, growth factors, and opportunities
5.5.2.Market size and forecast, by region
5.5.3.Market analysis, by country

CHAPTER 6:FIFTH-PARTY LOGISTICS MARKET, BY REGION

6.1.Overview
6.2.North America

6.2.1.Key market trends, growth factors, and opportunities
6.2.2.Market size and forecast, by type
6.2.3.Market size and forecast, by application
6.2.4.Market size and forecast, by country

6.2.4.1.U.S.

6.2.4.1.1.Market size and forecast, by type
6.2.4.1.2.Market size and forecast, by application

6.2.4.2.Canada

6.2.4.2.1.Market size and forecast, by type
6.2.4.2.2.Market size and forecast, by application

6.2.4.3.Mexico

6.2.4.3.1.Market size and forecast, by type
6.2.4.3.2.Market size and forecast, by application

6.3.Europe

6.3.1.Key market trends, growth factors, and opportunities
6.3.2.Market size and forecast, by type
6.3.3.Market size and forecast, by application
6.3.4.Market size and forecast, by country

6.3.4.1.UK

6.3.4.1.1.Market size and forecast, by type
6.3.4.1.2.Market size and forecast, by application

6.3.4.2.Germany

6.3.4.2.1.Market size and forecast, by type
6.3.4.2.2.Market size and forecast, by application

6.3.4.3.France

6.3.4.3.1.Market size and forecast, by type
6.3.4.3.2.Market size and forecast, by application

6.3.4.4.Italy

6.3.4.4.1.Market size and forecast, by type
6.3.4.4.2.Market size and forecast, by application

6.3.4.5.Rest of Europe

6.3.4.5.1.Market size and forecast, by type
6.3.4.5.2.Market size and forecast, by application

6.4.Asia-Pacific

6.4.1.Key market trends, growth factors, and opportunities
6.4.2.Market size and forecast, by type
6.4.3.Market size and forecast, by application
6.4.4.Market size and forecast, by country

6.4.4.1.China

6.4.4.1.1.Market size and forecast, by type
6.4.4.1.2.Market size and forecast, by application

6.4.4.2.Japan

6.4.4.2.1.Market size and forecast, by type
6.4.4.2.2.Market size and forecast, by application

6.4.4.3.India

6.4.4.3.1.Market size and forecast, by type
6.4.4.3.2.Market size and forecast, by application

6.4.4.4.South Korea

6.4.4.4.1.Market size and forecast, by type
6.4.4.4.2.Market size and forecast, by application

6.4.4.5.Rest of Asia-Pacific

6.4.4.5.1.Market size and forecast, by type
6.4.4.5.2.Market size and forecast, by application

6.5.LAMEA

6.5.1.Key market trends, growth factors, and opportunities
6.5.2.Market size and forecast, by type
6.5.3.Market size and forecast, by application
6.5.4.Market size and forecast, by country

6.5.4.1.Latin America

6.5.4.1.1.Market size and forecast, by type
6.5.4.1.2.Market size and forecast, by application

6.5.4.2.Middle East

6.5.4.2.1.Market size and forecast, by type
6.5.4.2.2.Market size and forecast, by application

6.5.4.3.Africa

6.5.4.3.1.Market size and forecast, by type
6.5.4.3.2.Market size and forecast, by application

CHAPTER 7:COMPANY PROFILES

7.1.5PL Logistics Solutions

7.1.1.Company overview
7.1.2.Key executives
7.1.3.Company snapshot
7.1.4.Service portfolio

7.2.Bain & Company Inc.

7.2.1.Company overview
7.2.2.Key executives
7.2.3.Company snapshot
7.2.4.Service portfolio
7.2.5.Key strategic moves and developments

7.3.Boston Consulting Group (BCG)

7.3.1.Company overview
7.3.2.Key executives
7.3.3.Company snapshot
7.3.4.Service portfolio
7.3.5.Key strategic moves and developments

7.4.Deloitte

7.4.1.Company overview
7.4.2.Key executives
7.4.3.Company snapshot
7.4.4.Operating business segments
7.4.5.Service portfolio
7.4.6.Business performance
7.4.7.Key strategic moves and developments

7.5.DHL International

7.5.1.Company overview
7.5.2.Key executives
7.5.3.Company snapshot
7.5.4.Operating business segments
7.5.5.Service portfolio
7.5.6.Business performance
7.5.7.Key strategic moves and developments

7.6.Maine Pointe

7.6.1.Company overview
7.6.2.Key executives
7.6.3.Company snapshot
7.6.4.Service portfolio
7.6.5.Business performance

7.7.McKinsey & Company

7.7.1.Company overview
7.7.2.Key executives
7.7.3.Company snapshot
7.7.4.Service portfolio
7.7.5.Key strategic moves and developments

7.8.MGL Global Logistics

7.8.1.Company overview
7.8.2.Key executives
7.8.3.Company snapshot
7.8.4.Service portfolio

7.9.Renaissance Network Reinvent

7.9.1.Company overview
7.9.2.Key executives
7.9.3.Company snapshot
7.9.4.Service portfolio
7.9.5.Key strategic moves and developments

7.10.Toll Holdings Limited

7.10.1.Company overview
7.10.2.Key executives
7.10.3.Company snapshot
7.10.4.Service portfolio
7.10.5.Business performance
7.10.6.Key strategic moves and developments

 LIST OF TABLES

TABLE 01.FIFTH PARTY LOGISTICSMARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 02.FIFTH-PARTY LOGISTICS MARKET FOR TRANSPORTATION, BY REGION, 2025–2035 ($MILLION)
TABLE 03.FIFTH-PARTY LOGISTICS MARKET FOR WAREHOUSING, BY REGION, 2025–2035 ($MILLION)
TABLE 04.FIFTH-PARTY LOGISTICS MARKET FOR OTHER SERVICES, BY REGION, 2025–2035 ($MILLION)
TABLE 05.FIFTH PARTY LOGISTICSMARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 06.FIFTH-PARTY LOGISTICS MARKET FOR E-COMMERCE, BY REGION, 2025–2035 ($MILLION)
TABLE 07.FIFTH-PARTY LOGISTICS MARKET FOR TRADERS, BY REGION, 2025–2035 ($MILLION)
TABLE 08.FIFTH-PARTY LOGISTICS MARKET FOR LOGISTICS COMPANY, BY REGION, 2025–2035 ($MILLION)
TABLE 09.FIFTH-PARTY LOGISTICS MARKET FOR OTHERS, BY REGION, 2025–2035 ($MILLION)
TABLE 10.FIFTH-PARTY LOGISTICS MARKET, BY REGION, 2025–2035 ($MILLION)
TABLE 11.NORTH AMERICA FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 12.NORTH AMERICA FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 13.U.S. FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 14.U.S. FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 15.CANADA FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 16.CANADA FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 17.MEXICO FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 18.MEXICO FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 19.EUROPE FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 20.EUROPE FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 21.UK FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 22.UK FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 23.GERMANY FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 24.GERMANY FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 25.FRANCE FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 26.FRANCE FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 27.ITALY FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 28.ITALY FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 29.REST OF EUROPE FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 30.REST OF EUROPE FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 31.ASIA-PACIFIC FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 32.ASIA-PACIFIC FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 33.CHINA FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 34.CHINA FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 35.JAPAN FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 36.JAPAN FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 37.INDIA FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 38.INDIA FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 39.SOUTH KOREA FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 40.SOUTH KOREA FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 41.REST OF ASIA-PACIFIC FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 42.REST OF ASIA-PACIFIC FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 43.LAMEA FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 44.LAMEA FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 45.LATIN AMERICA FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 46.LATIN AMERICA FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 47.MIDDLE EAST FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 48.MIDDLE EAST FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 49.AFRICA FIFTH-PARTY LOGISTICS MARKET, BY TYPE, 2025–2035 ($MILLION)
TABLE 50.AFRICA FIFTH-PARTY LOGISTICS MARKET, BY APPLICATION, 2025–2035 ($MILLION)
TABLE 51.5PL LOGISTICS SOLUTIONS LLC: KEY EXECUTIVES
TABLE 52.5PL LOGISTICS SOLUTIONS LLC: COMPANY SNAPSHOT
TABLE 53.5PL LOGISTICS SOLUTIONS LLC: SERVICE PORTFOLIO
TABLE 54.BAIN AND COMPANY: KEY EXECUTIVES
TABLE 55.BAIN AND COMPANY: COMPANY SNAPSHOT
TABLE 56.BAIN AND COMPANY: SERVICE PORTFOLIO
TABLE 57.BOSTON CONSULTING GROUP: KEY EXECUTIVES
TABLE 58.BOSTON CONSULTING GROUP: COMPANY SNAPSHOT
TABLE 59.BOSTON CONSULTING GROUP: SERVICE PORTFOLIO
TABLE 60.DELOITTE: KEY EXECUTIVES
TABLE 61.DELOITTE: COMPANY SNAPSHOT
TABLE 62.DELOITTE: OPERATING SEGMENTS
TABLE 63.DELOITTE: SERVICE PORTFOLIO
TABLE 64.DELOITTE: NET SALES, 2018–2020 ($MILLION)
TABLE 65.DHL INTERNATIONAL: KEY EXECUTIVES
TABLE 66.DHL INTERNATIONAL: COMPANY SNAPSHOT
TABLE 67.DHL INTERNATIONAL: OPERATING SEGMENTS
TABLE 68.DHL INTERNATIONAL: SERVICE PORTFOLIO
TABLE 69.DHL INTERNATIONAL: NET SALES, 2018–2020 ($MILLION)
TABLE 70.MAINE POINTE: KEY EXECUTIVES
TABLE 71.MAINE POINTE: COMPANY SNAPSHOT
TABLE 72.MAINE POINTE: SERVICE PORTFOLIO
TABLE 73.SGS GROUP: NET SALES, 2018–2020 ($MILLION)
TABLE 74.MCKINSEY & COMPANY: KEY EXECUTIVES
TABLE 75.MCKINSEY & COMPANY: COMPANY SNAPSHOT
TABLE 76.MCKINSEY & COMPANY: SERVICE PORTFOLIO
TABLE 77.MGL GLOBAL LOGISTICS: KEY EXECUTIVES
TABLE 78.MGL GLOBAL LOGISTICS: COMPANY SNAPSHOT
TABLE 79.MGL GLOBAL LOGISTICS: SERVICE PORTFOLIO
TABLE 80.RENAISSANCE NETWORK REINVENT: KEY EXECUTIVES
TABLE 81.RENAISSANCE NETWORK REINVENT: COMPANY SNAPSHOT
TABLE 82.RENAISSANCE NETWORK REINVENT: SERVICE PORTFOLIO
TABLE 83.TOLL HOLDINGS LTD.: KEY EXECUTIVE
TABLE 84.TOLL HOLDINGS LTD.: COMPANY SNAPSHOT
TABLE 85.TOLL HOLDINGS LTD.: SERVICE PORTFOLIO
TABLE 86.JAPAN POST GROUP: NET SALES, 2018–2020 ($MILLION)

LIST OF FIGURES

FIGURE 01.KEY MARKET SEGMENTS
FIGURE 02.GLOBAL FIFTH-PARTY LOGISTICS MARKET SNAPSHOT, BY SEGMENTATION, 2025–2035
FIGURE 03.FIFTH-PARTY LOGISTICS MARKET SNAPSHOT, BY REGION, 2025–2035
FIGURE 04.TOP IMPACTING FACTORS
FIGURE 05.TOP INVESTMENT POCKETS
FIGURE 06.TOP WINNING STRATEGIES, BY YEAR, 2019–2022*
FIGURE 07.TOP WINNING STRATEGIES, BY YEAR, 2019–2022*
FIGURE 08.TOP WINNING STRATEGIES, BY COMPANY, 2019–2022*
FIGURE 09.LOW TO MODERATE BARGAINING POWER OF SUPPLIERS
FIGURE 10.LOW-TO-MODERATE BARGAINING POWER OF BUYERS
FIGURE 11.LOW-TO- MODERATE OF NEW ENTRANTS
FIGURE 12.LOW-TO-MODERATE OF SUBSTITUTES
FIGURE 13.LOW-TO-HIGH COMPETITIVE RIVALARY
FIGURE 14.KEY PLAYER POSITINING (2020)
FIGURE 15.FIFTH-PARTY LOGISTICS MARKET SHARE, BY TYPE, 2025–2035 (%)
FIGURE 16.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET FOR TRANSPORTATION, BY COUNTRY, 2025 & 2035 ($MILLION)
FIGURE 17.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET FOR WAREHOUSING, BY COUNTRY, 2025 & 2035 ($MILLION)
FIGURE 18.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET FOR OTHER SERVICES, BY COUNTRY, 2025 & 2035 ($MILLION)
FIGURE 19.FIFTH-PARTY LOGISTICS MARKET SHARE, BY APPLICATION, 2025–2035 (%)
FIGURE 20.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET FOR E-COMMERCE, BY COUNTRY, 2025 & 2035 ($MILLION)
FIGURE 21.COMPARATIVE SHARE ANALYSIS OF FIFTH PARTY LOGISTIC SMARKET FOR TRADERS, BY COUNTRY, 2025 & 2035 ($MILLIION)
FIGURE 22.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET FOR LOGISTICS COMPANY, BY COUNTRY, 2025 & 2035 ($MILLION)
FIGURE 23.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET FOR OTHERS, BY COUNTRY, 2025 & 2035 ($MILLION)
FIGURE 24.FIFTH-PARTY LOGISTICS MARKET, BY REGION, 2025–2035 (%)
FIGURE 25.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET, BY COUNTRY, 2025–2035 (%)
FIGURE 26.U.S. FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 27.CANADA FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 28.MEXICO FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 29.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET, BY COUNTRY, 2025–2035 (%)
FIGURE 30.UK FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 31.GERMANY FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 32.FRANCE FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 33.ITALY FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 34.REST OF EUROPE FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 35.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET, BY COUNTRY, 2025–2035 (%)
FIGURE 36.CHINA FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 37.JAPAN FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 38.INDIA FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 39.SOUTH KOREA FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 40.REST OF ASIA-PACIFIC FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 41.COMPARATIVE SHARE ANALYSIS OF FIFTH-PARTY LOGISTICS MARKET, BY COUNTRY, 2025–2035 (%)
FIGURE 42.LATIN AMERICA FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 43.MIDDLE EAST FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 44.AFRICA FIFTH-PARTY LOGISTICS MARKET, 2025–2035 ($MILLION)
FIGURE 45.DELOITTE: NET SALES, 2018–2020 ($MILLION)
FIGURE 46.DELOITTE: REVENUE SHARE BY SEGMENT, 2020 (%)
FIGURE 47.DHL INTERNATIONAL: NET SALES, 2018–2020 ($MILLION)
FIGURE 48.DHL INTERNATIONAL: REVENUE SHARE BY SEGMENT, 2020 (%)
FIGURE 49.DHL INTERNATIONAL: REVENUE SHARE BY REGION, 2020 (%)
FIGURE 50.SGS GROUP: NET SALES, 2018–2020 ($MILLION)
FIGURE 51.SGS GROUP: REVENUE SHARE BY REGION, 2020 (%)
FIGURE 52.JAPAN POST GROUP: NET SALES, 2018–2020 ($MILLION)