Third-party Logistics (3PL) Market Report, Global Industry Analysis, Market Size, Share, Growth Trends, Regional Outlook, Competitive Strategies and Segment Forecasts 2023 - 2030

  • Published Date: Jan, 2024
  • Report ID: CR0187246
  • Format: Electronic (PDF)
  • Number of Pages: 183
  • Author(s): Joshi, Madhavi

Report Overview

The Third-party Logistics (3PL) Market size was estimated at USD 1050 billion in 2023 and is projected to reach USD 1800 billion by 2030, exhibiting a compound annual growth rate (CAGR) of 8.00% during the forecast period (2024-2030).

Third-party Logistics (3PL) Market

(Market Size)
$1050 billion
$1800 billion
2023
2030
Source: Citius Research
Study Period 2018 - 2030
Base Year For Estimation 2023
Forecast Data Period 2024 - 2030
CAGR (2024-2030) 8.00%
2023 Market Size USD 1050 billion
2030 Market Size USD 1800 billion
Key Players DHL, Kuehne + Nagel, DB Schenker, XPO Logistics, UPS

Market Summary

The Third-party Logistics (3PL) market within the Automotive and Transportation industry represents a critical and expanding segment of the global supply chain ecosystem. These specialized providers offer comprehensive outsourced logistics services, encompassing transportation, warehousing, distribution, and value-added services tailored to the complex needs of automotive manufacturers and parts suppliers. The market is characterized by its indispensable role in streamlining operations, reducing overhead costs, and enhancing overall supply chain agility and resilience for automotive clients. Companies leverage 3PL partnerships to navigate the intricacies of just-in-time manufacturing, parts sequencing, and finished vehicle logistics, allowing them to concentrate on their core competencies of design, engineering, and assembly. The evolution of this market is intrinsically linked to global trade patterns, automotive production volumes, and the relentless pursuit of efficiency within industrial operations. As automotive supply chains become more globalized and consumer demand for customization increases, the reliance on sophisticated 3PL providers who can manage cross-border complexities and provide real-time visibility has become paramount for maintaining a competitive edge.

Key Highlights

Several pivotal factors define the current landscape of the 3PL market for automotive and transportation. A primary highlight is the rapid integration of advanced technologies such as artificial intelligence, machine learning, and the Internet of Things (IoT) into logistics operations. These technologies empower 3PL providers to offer predictive analytics for demand forecasting, optimize route planning in real-time to avoid delays, and provide unprecedented levels of shipment visibility and inventory management through smart warehousing solutions. Another significant highlight is the growing emphasis on sustainability and green logistics initiatives. Leading providers are investing in eco-friendly transportation modes, electric vehicle fleets, and carbon-neutral warehousing to help automotive companies meet their environmental, social, and governance (ESG) targets. Furthermore, the market is witnessing a trend towards the provision of more integrated and customized 4PL-like services, where the 3PL acts as a strategic partner managing the entire logistics function rather than just executing specific tasks. The ability to ensure supply chain resilience and mitigate risks associated with disruptions, such as those experienced during recent global events, has also become a critical differentiator and a key highlight of top-tier service offerings.

Drivers, Opportunities & Restraints

The growth of the automotive 3PL market is propelled by a confluence of powerful drivers. The relentless pressure on automotive original equipment manufacturers to reduce operational costs and enhance capital efficiency is a fundamental driver, making outsourcing to specialized logistics firms an attractive proposition. The globalization of automotive supply chains, requiring intricate management of parts and components across continents, further fuels demand for expert 3PL services. The increasing complexity of automotive logistics, including parts sequencing for assembly lines and finished vehicle distribution, necessitates specialized expertise that 3PL providers offer. Significant opportunities lie in the expansion of the electric vehicle sector, which presents unique logistics challenges for batteries and components, and the burgeoning aftermarket parts business, requiring robust reverse logistics capabilities. The adoption of digital supply chain solutions and the potential for expansion in emerging markets with growing automotive production also present substantial growth avenues. However, the market faces notable restraints, including the high initial investment required for technology adoption and infrastructure development, which can be a barrier for some providers. Intense market competition often pressures profit margins, and the industry remains vulnerable to economic fluctuations that directly impact automotive production and sales volumes. Additionally, navigating the complex web of international trade regulations and customs procedures continues to pose a significant challenge.

Concentration Insights

The global 3PL market for automotive and transportation exhibits a moderately concentrated landscape. It is populated by a mix of massive, diversified global players, large regional specialists, and smaller niche operators. Prominent international companies such as DHL Supply Chain, Kuehne + Nagel, DB Schenker, XPO Logistics, and DSV hold significant market share due to their extensive global networks, vast resources, and ability to offer end-to-end solutions across multiple continents. These giants compete fiercely on the basis of their technological capabilities, service reliability, and geographical reach. Alongside them, strong regional players and specialized automotive logistics firms like CEVA Logistics (a CMA CGM company) and Gefco have carved out substantial positions by offering deep expertise and dedicated services within specific geographic areas or for particular automotive clients. The market also includes a long tail of smaller, agile providers that compete by offering highly customized services, focusing on last-mile delivery, or serving specific niches within the automotive sector. This structure creates a competitive environment where scale, technology, and specialization are key to success, and consolidation through mergers and acquisitions remains a persistent trend as companies seek to expand their service portfolios and geographic footprint.

Type Insights

Services within the automotive 3PL market are broadly categorized based on the function provided, with each type addressing a specific segment of the supply chain. Dedicated Contract Carriage (DCC) involves a 3PL provider supplying dedicated vehicles and drivers for a client's exclusive use, often for regular, predictable routes such as moving components between a supplier and an assembly plant. Domestic Transportation Management (DTM) focuses on the planning, execution, and optimization of freight movement within a single country, utilizing various modes like truckload, less-than-truckload, and intermodal rail. International Transportation Management (ITM) is a more complex service managing the movement of goods across international borders, including ocean freight, air freight, and compliance with customs brokerage. Warehousing and Distribution services include the operation of storage facilities, inventory management, cross-docking, pick-and-pack operations, and the fulfillment of orders for aftermarket parts. Finally, Value-Added Logistics Services (VALS) encompass specialized activities performed on the goods, such as sub-assembly, kitting, sequencing, labeling, quality inspections, and packaging, which are particularly critical in the automotive industry for supplying assembly lines directly.

Application Insights

The application of 3PL services in the automotive sector is segmented by the type of goods being handled, each with distinct logistical requirements. Automotive Parts and Components logistics is the largest application segment, involving the management of a vast array of parts from thousands of suppliers. This requires precise just-in-time and just-in-sequence delivery to assembly plants to avoid production stoppages, demanding high accuracy and reliability. Finished Vehicle Logistics (FVL) is another critical application, dealing with the transportation and storage of new cars, trucks, and motorcycles from manufacturing plants to dealerships. This complex process involves multi-modal transport, including specialized car carriers, rail wagons, and Ro-Ro (roll-on/roll-off) ships, and requires careful handling to prevent damage. The Aftermarket Parts segment involves the distribution of replacement parts to retailers, repair shops, and distributors, necessitating a widespread and efficient reverse logistics network for returns and recalls. Additionally, 3PLs serve the specific needs of the electric vehicle segment, which includes handling sensitive and potentially hazardous materials like lithium-ion batteries, requiring specialized packaging, storage, and transport protocols.

Regional Insights

The demand and sophistication of automotive 3PL services vary significantly across different global regions. The Asia Pacific region stands as the dominant and fastest-growing market, driven primarily by its status as the world's largest automotive manufacturing hub, with China, Japan, South Korea, and India being major centers. The region's expanding manufacturing output, rising domestic consumption, and extensive export activities create immense demand for efficient logistics networks. North America and Europe represent mature and highly advanced markets characterized by the presence of leading global 3PL providers and sophisticated automotive OEMs. These regions are at the forefront of adopting automation, digitalization, and sustainable logistics practices. The markets here are driven by a strong focus on supply chain optimization, resilience, and the management of complex cross-border trade within regions like the USMCA and the European Union. Other regions, including Latin America and the Middle East & Africa, are emerging markets where growth is linked to increasing automotive production, investments in infrastructure development, and the gradual formalization of logistics services, though they may face challenges related to infrastructure and economic volatility.

Company Insights

The competitive arena features a blend of global powerhouses and specialized firms. DHL Supply Chain, a division of Deutsche Post DHL, is frequently recognized as a global leader due to its immense scale, comprehensive service portfolio, and strong focus on technology and innovation in automotive logistics. Kuehne + Nagel International AG is another major force, renowned for its strong seafreight and airfreight capabilities, which are crucial for international automotive supply chains. DB Schenker, the logistics wing of Deutsche Bahn, leverages its strong European rail and road network to provide robust land transport solutions. XPO Logistics, Inc. is a significant player in North America and Europe, known for its asset-light transportation and contract logistics model. DSV A/S has grown substantially through acquisitions to become a top-tier global supplier offering integrated solutions. Beyond these giants, companies like GEODIS excel in contract logistics and supply chain optimization, while specialized players like Jack Cooper Holdings focus intensely on finished vehicle transportation. The strategic focus for all these companies is on investing in digital transformation, expanding their value-added service capabilities, and building resilient, flexible networks to serve the evolving needs of the automotive industry.

Recent Developments

The automotive 3PL market is dynamic, with recent developments centered on technological adoption, strategic expansion, and sustainability. A prominent trend is the accelerated deployment of automation and robotics within warehouses and distribution centers. Companies are investing in autonomous mobile robots (AMRs) for goods-to-person picking, automated storage and retrieval systems (AS/RS), and AI-powered sortation systems to boost efficiency, accuracy, and labor productivity. Another key development is the heightened focus on data analytics and visibility platforms. Providers are launching advanced control towers that offer clients end-to-end supply chain visibility, predictive analytics for potential disruptions, and actionable insights for continuous improvement. Sustainability initiatives have moved to the forefront, with leading 3PLs announcing ambitious targets for carbon-neutral operations, introducing electric trucks into their fleets, and developing eco-friendly packaging solutions for automotive parts. Furthermore, the market continues to see strategic mergers, acquisitions, and partnerships as firms seek to fill geographic or service gaps, enhance their technological offerings, and achieve greater economies of scale to better serve global automotive clients in a post-pandemic environment.

Report Segmentation

This comprehensive market research report on the Third-party Logistics (3PL) Market for the Automotive and Transportation industry provides a detailed analysis structured through meticulous segmentation. The segmentation offers a multi-faceted view of the market dynamics, allowing for a deep understanding of specific trends and opportunities. The report is segmented by service type, which includes Dedicated Contract Carriage (DCC), Domestic Transportation Management (DTM), International Transportation Management (ITM), Warehousing & Distribution, and Value-Added Logistics Services (VALS). This analysis reveals the demand and growth patterns for each service type. Further segmentation is provided by application, distinguishing between the logistics needs for Automotive Parts & Components, Finished Vehicles, and Aftermarket Parts & Services. Each application segment is examined for its unique drivers and challenges. Geographically, the report provides thorough insights into regional markets including North America, Europe, Asia Pacific, Latin America, and the Middle East & Africa, highlighting regional specificities, growth hotspots, and competitive landscapes. This structured segmentation ensures that the report delivers targeted and actionable intelligence for stakeholders across the ecosystem.

FAQs

What is the difference between 3PL and 4PL?

A 3PL, or third-party logistics provider, focuses on the execution and operation of specific logistics functions such as transportation and warehousing. A 4PL, or fourth-party logistics provider, acts as a strategic integrator that manages and orchestrates the entire supply chain, often overseeing multiple 3PLs and providing comprehensive oversight and technology solutions.

What are the benefits of using a 3PL?

Businesses utilize 3PLs to achieve significant cost savings through shared resources, gain access to specialized expertise and established transportation networks, enhance scalability to handle fluctuating demand, improve flexibility in operations, and leverage advanced technology for better supply chain visibility and efficiency without major capital investment.

How does 3PL work?

A company partners with a 3PL provider by outsourcing part or all of its logistics operations. The 3PL then manages these functions using its own assets, technology, and personnel. This typically involves receiving goods, storing them in warehouses, managing inventory, processing orders, picking and packing products, arranging transportation, and delivering them to the end customer, all while providing the client with data and updates.

What is a 3PL warehouse?

A 3PL warehouse is a distribution center operated by a third-party logistics company. It provides storage, inventory management, and order fulfillment services for multiple client businesses. These facilities are often equipped with advanced technology like warehouse management systems (WMS) and may offer value-added services such as kitting, labeling, and packaging.

What are the biggest challenges in the 3PL industry?

The industry grapples with several challenges including maintaining profitability amid intense competition and rising costs, navigating persistent capacity constraints in transportation, adapting to rapidly evolving technological demands, managing the complexity of global supply chains and compliance, and mitigating risks associated with supply chain disruptions and economic volatility.

How to choose a 3PL provider?

Selecting a 3PL requires careful evaluation of their industry-specific experience and expertise, the technological capabilities of their platform for visibility and integration, the geographic coverage and strength of their network, their proven track record for reliability and performance, their scalability to support business growth, and the overall cost structure and transparency of their pricing model.

Citius Research has developed a research report titled “Third-party Logistics (3PL) Market Report - Global Industry Analysis, Size, Share, Growth Trends, Regional Outlook, Competitive Strategies and Segment Forecasts 2024 - 2030” delivering key insights regarding business intelligence and providing concrete business strategies to clients in the form of a detailed syndicated report. The report details out the factors such as business environment, industry trend, growth opportunities, competition, pricing, global and regional market analysis, and other market related factors.

Details included in the report for the years 2024 through 2030

• Third-party Logistics (3PL) Market Potential
• Segment-wise breakup
• Compounded annual growth rate (CAGR) for the next 6 years
• Key customers and their preferences
• Market share of major players and their competitive strength
• Existing competition in the market
• Price trend analysis
• Key trend analysis
• Market entry strategies
• Market opportunity insights

The report focuses on the drivers, restraints, opportunities, and challenges in the market based on various factors geographically. Further, key players, major collaborations, merger & acquisitions along with trending innovation and business policies are reviewed in the report. The Third-party Logistics (3PL) Market report is segmented on the basis of various market segments and their analysis, both in terms of value and volume, for each region for the period under consideration.

Third-party Logistics (3PL) Market Segmentation

Market Segmentation

Regions Covered

• North America
• Latin America
• Europe
• MENA
• Asia Pacific
• Sub-Saharan Africa and
• Australasia

Third-party Logistics (3PL) Market Analysis

The report covers below mentioned analysis, but is not limited to:

• Overview of Third-party Logistics (3PL) Market
• Research Methodology
• Executive Summary
• Market Dynamics of Third-party Logistics (3PL) Market
  • Driving Factors
  • Restraints
  • Opportunities
• Global Market Status and Forecast by Segment A
• Global Market Status and Forecast by Segment B
• Global Market Status and Forecast by Segment C
• Global Market Status and Forecast by Regions
• Upstream and Downstream Market Analysis of Third-party Logistics (3PL) Market
• Cost and Gross Margin Analysis of Third-party Logistics (3PL) Market
• Third-party Logistics (3PL) Market Report - Global Industry Analysis, Size, Share, Growth Trends, Regional Outlook, Competitive Strategies and Segment Forecasts 2024 - 2030
  • Competition Landscape
  • Market Share of Major Players
• Key Recommendations

The “Third-party Logistics (3PL) Market Report - Global Industry Analysis, Size, Share, Growth Trends, Regional Outlook, Competitive Strategies and Segment Forecasts 2024 - 2030” report helps the clients to take business decisions and to understand strategies of major players in the industry. The report delivers the market driven results supported by a mix of primary and secondary research. The report provides the results triangulated through authentic sources and upon conducting thorough primary interviews with the industry experts. The report includes the results on the areas where the client can focus and create point of parity and develop a competitive edge, based on real-time data results.

Third-party Logistics (3PL) Market Key Stakeholders

Below are the key stakeholders for the Third-party Logistics (3PL) Market:

• Manufacturers
• Distributors/Traders/Wholesalers
• Material/Component Manufacturers
• Industry Associations
• Downstream vendors

Third-party Logistics (3PL) Market Report Scope

Report AttributeDetails
Base year2023
Historical data2018 – 2023
Forecast2024 - 2030
CAGR2024 - 2030
Quantitative UnitsValue (USD Million)
Report coverageRevenue Forecast, Competitive Landscape, Growth Factors, Trends and Strategies. Customized report options available on request
Segments coveredProduct type, technology, application, geography
Regions coveredNorth America, Latin America, Europe, MENA, Asia Pacific, Sub-Saharan Africa and Australasia
Countries coveredUS, UK, China, Japan, Germany, India, France, Brazil, Italy, Canada, Russia, South Korea, Australia, Spain, Mexico and others
Customization scopeAvailable on request
PricingVarious purchase options available as per your research needs. Discounts available on request

COVID-19 Impact Analysis

Like most other markets, the outbreak of COVID-19 had an unfavorable impact on the Third-party Logistics (3PL) Market worldwide. This report discusses in detail the disruptions experienced by the market, the impact on flow of raw materials, manufacturing operations, production trends, consumer demand and the projected future of this market post pandemic.

The report has helped our clients:

• To describe and forecast the Third-party Logistics (3PL) Market size, on the basis of various segmentations and geography, in terms of value and volume
• To measure the changing needs of customers/industries
• To provide detailed information regarding the drivers, restraints, opportunities, and challenges influencing the growth of the market
• To gain competitive intelligence and uncover new opportunities
• To analyse opportunities in the market for stakeholders by identifying high-growth segments in Third-party Logistics (3PL) Market
• To strategically profile key players and provide details of the current competitive landscape
• To analyse strategic approaches adopted by players in the market, such as product launches and developments, acquisitions, collaborations, contracts, expansions, and partnerships

Report Customization

Citius Research provides free customization of reports as per your need. This report can be personalized to meet your requirements. Get in touch with our sales team, who will guarantee you to get a report that suits your necessities.

Customize This Report

Frequently Asked Questions

The Global Third-party Logistics (3PL) Market size was valued at $XX billion in 2023 and is anticipated to reach $XX billion by 2030 growing at a CAGR of XX%
The global Third-party Logistics (3PL) Market is expected to grow at a CAGR of XX% from 2023 to 2030.
For further details request a free sample copy of this report here.
For further details request a free sample copy of this report here.
For further details request a free sample copy of this report here.
For further details request a free sample copy of this report here.

Table of Contents

Chapter 1. Introduction
  1.1. Market Scope
  1.2. Key Segmentations
  1.3. Research Objective
Chapter 2. Research Methodology & Assumptions
Chapter 3. Executive Summary
Chapter 4. Market Background
  4.1. Dynamics
    4.1.1. Drivers
    4.1.2. Restraints
    4.1.3. Opportunity
    4.1.4. Challenges
  4.2. Key Trends in the Impacting the Market
    4.2.1. Demand & Supply
  4.3. Industry SWOT Analysis
  4.4. Porter’s Five Forces Analysis
  4.5. Value and Supply Chain Analysis
  4.6. Macro-Economic Factors
  4.7. COVID-19 Impact Analysis
    4.7.1. Global and Regional Assessment
  4.8. Profit Margin Analysis
  4.9. Trade Analysis
    4.9.1. Importing Countries
    4.9.2. Exporting Countries
  4.10. Market Entry Strategies
  4.11. Market Assessment (US$ Mn and Units)
Chapter 5. Global Third-party Logistics (3PL) Market Size (US$ Mn and Units), Forecast and Trend Analysis, By Segment A
  5.1. By Segment A, 2024 - 2030
    5.1.1. Sub-Segment A
    5.1.2. Sub-Segment B
  5.2. Opportunity Analysis
Chapter 6. Global Third-party Logistics (3PL) Market Size (US$ Mn and Units), Forecast and Trend Analysis, By Segment B
  6.1. By Segment B, 2024 - 2030
    6.1.1. Sub-Segment A
    6.1.2. Sub-Segment B
  6.2. Opportunity Analysis
Chapter 7. Global Third-party Logistics (3PL) Market Size (US$ Mn and Units), Forecast and Trend Analysis, By Segment C
  7.1. By Segment C, 2024 - 2030
    7.1.1. Sub-Segment A
    7.1.2. Sub-Segment B
  7.2. Opportunity Analysis
Chapter 8. Global Third-party Logistics (3PL) Market Size (US$ Mn and Units), Forecast and Trend Analysis, By Region
  8.1. By Region, 2024 - 2030
    8.1.1. North America
    8.1.2. Latin America
    8.1.3. Europe
    8.1.4. MENA
    8.1.5. Asia Pacific
    8.1.6. Sub-Saharan Africa
    8.1.7. Australasia
  8.2. Opportunity Analysis
Chapter 9. North America Third-party Logistics (3PL) Market Forecast and Trend Analysis
  9.1. Regional Overview
  9.2. Pricing Analysis
  9.3. Key Trends in the Region
    9.3.1. Supply and Demand
  9.4. Demographic Structure
  9.5. By Segment A , 2024 - 2030, (US$ Mn and Units)
    9.5.1. Sub-Segment A
    9.5.2. Sub-Segment B
  9.6. By Segment B, 2024 - 2030, (US$ Mn and Units)
    9.6.1. Sub-Segment A
    9.6.2. Sub-Segment B
  9.7. By Segment C, 2024 - 2030, (US$ Mn and Units)
    9.7.1. Sub-Segment A
    9.7.2. Sub-Segment B
  9.8. By Country, 2024 - 2030, (US$ Mn and Units)
    9.8.1. U.S.
    9.8.2. Canada
    9.8.3. Rest of North America
  9.9. Opportunity Analysis
Chapter 10. Latin America Third-party Logistics (3PL) Market Forecast and Trend Analysis
  10.1. Regional Overview
  10.2. Pricing Analysis
  10.3. Key Trends in the Region
    10.3.1. Supply and Demand
  10.4. Demographic Structure
  10.5. By Segment A , 2024 - 2030, (US$ Mn and Units)
    10.5.1. Sub-Segment A
    10.5.2. Sub-Segment B
  10.6. By Segment B, 2024 - 2030, (US$ Mn and Units)
    10.6.1. Sub-Segment A
    10.6.2. Sub-Segment B
  10.7. By Segment C, 2024 - 2030, (US$ Mn and Units)
    10.7.1. Sub-Segment A
    10.7.2. Sub-Segment B
  10.8. By Country, 2024 - 2030, (US$ Mn and Units)
    10.8.1. Brazil
    10.8.2. Argentina
    10.8.3. Rest of Latin America
  10.9. Opportunity Analysis
Chapter 11. Europe Third-party Logistics (3PL) Market Forecast and Trend Analysis
  11.1. Regional Overview
  11.2. Pricing Analysis
  11.3. Key Trends in the Region
    11.3.1. Supply and Demand
  11.4. Demographic Structure
  11.5. By Segment A , 2024 - 2030, (US$ Mn and Units)
    11.5.1. Sub-Segment A
    11.5.2. Sub-Segment B
  11.6. By Segment B, 2024 - 2030, (US$ Mn and Units)
    11.6.1. Sub-Segment A
    11.6.2. Sub-Segment B
  11.7. By Segment C, 2024 - 2030, (US$ Mn and Units)
    11.7.1. Sub-Segment A
    11.7.2. Sub-Segment B
  11.8. By Country, 2024 - 2030, (US$ Mn and Units)
    11.8.1. UK
    11.8.2. Germany
    11.8.3. France
    11.8.4. Spain
    11.8.5. Rest of Europe
  11.9. Opportunity Analysis
Chapter 12. MENA Third-party Logistics (3PL) Market Forecast and Trend Analysis
  12.1. Regional Overview
  12.2. Pricing Analysis
  12.3. Key Trends in the Region
    12.3.1. Supply and Demand
  12.4. Demographic Structure
  12.5. By Segment A , 2024 - 2030, (US$ Mn and Units)
    12.5.1. Sub-Segment A
    12.5.2. Sub-Segment B
  12.6. By Segment B, 2024 - 2030, (US$ Mn and Units)
    12.6.1. Sub-Segment A
    12.6.2. Sub-Segment B
  12.7. By Segment C, 2024 - 2030, (US$ Mn and Units)
    12.7.1. Sub-Segment A
    12.7.2. Sub-Segment B
  12.8. By Country, 2024 - 2030, (US$ Mn and Units)
    12.8.1. Egypt
    12.8.2. Algeria
    12.8.3. GCC
    12.8.4. Rest of MENA
  12.9. Opportunity Analysis
Chapter 13. Asia Pacific Third-party Logistics (3PL) Market Forecast and Trend Analysis
  13.1. Regional Overview
  13.2. Pricing Analysis
  13.3. Key Trends in the Region
    13.3.1. Supply and Demand
  13.4. Demographic Structure
  13.5. By Segment A , 2024 - 2030, (US$ Mn and Units)
    13.5.1. Sub-Segment A
    13.5.2. Sub-Segment B
  13.6. By Segment B, 2024 - 2030, (US$ Mn and Units)
    13.6.1. Sub-Segment A
    13.6.2. Sub-Segment B
  13.7. By Segment C, 2024 - 2030, (US$ Mn and Units)
    13.7.1. Sub-Segment A
    13.7.2. Sub-Segment B
  13.8. By Country, 2024 - 2030, (US$ Mn and Units)
    13.8.1. India
    13.8.2. China
    13.8.3. Japan
    13.8.4. ASEAN
    13.8.5. Rest of Asia Pacific
  13.9. Opportunity Analysis
Chapter 14. Sub-Saharan Africa Third-party Logistics (3PL) Market Forecast and Trend Analysis
  14.1. Regional Overview
  14.2. Pricing Analysis
  14.3. Key Trends in the Region
    14.3.1. Supply and Demand
  14.4. Demographic Structure
  14.5. By Segment A , 2024 - 2030, (US$ Mn and Units)
    14.5.1. Sub-Segment A
    14.5.2. Sub-Segment B
  14.6. By Segment B, 2024 - 2030, (US$ Mn and Units)
    14.6.1. Sub-Segment A
    14.6.2. Sub-Segment B
  14.7. By Segment C, 2024 - 2030, (US$ Mn and Units)
    14.7.1. Sub-Segment A
    14.7.2. Sub-Segment B
  14.8. By Country, 2024 - 2030, (US$ Mn and Units)
    14.8.1. Ethiopia
    14.8.2. Nigeria
    14.8.3. Rest of Sub-Saharan Africa
  14.9. Opportunity Analysis
Chapter 15. Australasia Third-party Logistics (3PL) Market Forecast and Trend Analysis
  15.1. Regional Overview
  15.2. Pricing Analysis
  15.3. Key Trends in the Region
    15.3.1. Supply and Demand
  15.4. Demographic Structure
  15.5. By Segment A , 2024 - 2030, (US$ Mn and Units)
    15.5.1. Sub-Segment A
    15.5.2. Sub-Segment B
  15.6. By Segment B, 2024 - 2030, (US$ Mn and Units)
    15.6.1. Sub-Segment A
    15.6.2. Sub-Segment B
  15.7. By Segment C, 2024 - 2030, (US$ Mn and Units)
    15.7.1. Sub-Segment A
    15.7.2. Sub-Segment B
  15.8. By Country, 2024 - 2030, (US$ Mn and Units)
    15.8.1. Australia
    15.8.2. New Zealand
    15.8.3. Rest of Australasia
  15.9. Opportunity Analysis
Chapter 16. Competition Analysis
  16.1. Competitive Benchmarking
    16.1.1. Top Player’s Market Share
    16.1.2. Price and Product Comparison
  16.2. Company Profiles
    16.2.1. Company A
      16.2.1.1. Company Overview
      16.2.1.2. Segmental Revenue
      16.2.1.3. Product Portfolio
      16.2.1.4. Key Developments
      16.2.1.5. Strategic Outlook
    16.2.2. Company B
      16.2.2.1. Company Overview
      16.2.2.2. Segmental Revenue
      16.2.2.3. Product Portfolio
      16.2.2.4. Key Developments
      16.2.2.5. Strategic Outlook
    16.2.3. Company C
      16.2.3.1. Company Overview
      16.2.3.2. Segmental Revenue
      16.2.3.3. Product Portfolio
      16.2.3.4. Key Developments
      16.2.3.5. Strategic Outlook
    16.2.4. Company D
      16.2.4.1. Company Overview
      16.2.4.2. Segmental Revenue
      16.2.4.3. Product Portfolio
      16.2.4.4. Key Developments
      16.2.4.5. Strategic Outlook
    16.2.5. Company E
      16.2.5.1. Company Overview
      16.2.5.2. Segmental Revenue
      16.2.5.3. Product Portfolio
      16.2.5.4. Key Developments
      16.2.5.5. Strategic Outlook
    16.2.6. Company F
      16.2.6.1. Company Overview
      16.2.6.2. Segmental Revenue
      16.2.6.3. Product Portfolio
      16.2.6.4. Key Developments
      16.2.6.5. Strategic Outlook
    16.2.7. Company G
      16.2.7.1. Company Overview
      16.2.7.2. Segmental Revenue
      16.2.7.3. Product Portfolio
      16.2.7.4. Key Developments
      16.2.7.5. Strategic Outlook
    16.2.8. Company H
      16.2.8.1. Company Overview
      16.2.8.2. Segmental Revenue
      16.2.8.3. Product Portfolio
      16.2.8.4. Key Developments
      16.2.8.5. Strategic Outlook
    16.2.9. Company I
      16.2.9.1. Company Overview
      16.2.9.2. Segmental Revenue
      16.2.9.3. Product Portfolio
      16.2.9.4. Key Developments
      16.2.9.5. Strategic Outlook
    16.2.10. Company J
      16.2.10.1. Company Overview
      16.2.10.2. Segmental Revenue
      16.2.10.3. Product Portfolio
      16.2.10.4. Key Developments
      16.2.10.5. Strategic Outlook
Chapter 17. Go-To-Market Strategy

Research Methodology

We follow a robust research methodology to analyze the market in order to provide our clients with qualitative and quantitative analysis which has a very low or negligible deviance. Extensive secondary research supported by primary data collection methods help us to thoroughly understand and gauge the market. We incorporate both top-down and bottom-up approach for estimating the market. The below mentioned methods are then adopted to triangulate and validate the market.

Secondary data collection and interpretation

Secondary research includes sources such as published books, articles in journals, news media and published businesses, government and international body publications, and associations. Sources also include paid databases such as Hoovers, Thomson Reuters, Passport and others. Data derived through secondary sources is further validated through primary sources. The secondary sources also include major manufacturers mapped on the basis of revenues, product portfolios, and sales channels.

Primary data collection

Primary data collection methods include conducting interviews with industry experts and various stakeholders across the supply chain, such as raw material suppliers, manufacturers, product distributors and customers. The interviews are either telephonic or face-to-face, or even a combination of both. Prevailing trends in the industry are gathered by conducting surveys. Primary interviews also help us to understand the market drivers, restraints and opportunities, along with the challenges in the market. This method helps us in validating the data gathered through secondary sources, further triangulating the data and developing it through our statistical tools. We generally conduct interviews with -

  • CEOs, Directors, and VPs
  • Sales and Marketing Managers
  • Plant Heads and Manufacturing Department Heads
  • Product Specialists

Supply Side and Demand Side Data Collection

Supply side analysis is based on the data collected from the manufacturers and the product providers in terms of their segmental revenues. Secondary sources for this type of analysis include company annual reports and publications, associations and organisations, government publications and others.

Demand side analysis is based upon the consumer insights who are the end users of the particular product in question. They could be an individual user or an organisation. Such data is gathered through consumer surveys and focused group interviews.

Market Engineering

As a primary step, in order to develop the market numbers we follow a vigorous methodology that includes studying the parent market of the niche product and understanding the industry trends, acceptance among customers of the product, challenges, future growth, and others, followed by further breaking down the market under consideration into various segments and sub-markets. Additionally, in order to cross-validate the market, we also determine the top players in the market, along with their segmental revenues for the said market. Our secondary sources help us to validate the market share of the top players. Using both the qualitative and quantitative analysis of all the possible factors helps us determine the market numbers which are inclined towards accuracy.

Request a detailed Research Methodology for the market.

Request Customization or Sample Report

To request a sample report or for any inquiry regarding this report, please fill out the form below

Yes, I have read the Privacy Policy.

Related Reports






latest reports