To fully understand the evolution of roles within logistics and freight transport, it is essential to start with some basic definitions. Logistics is the process that includes the planning, implementation, and control of the flow of goods, services, and information from the point of origin to the point of consumption, with the goal of meeting customer requirements. This broad concept encompasses not only the distribution of finished products but also the procurement of raw materials, internal company movements, and external flows. Transport, on the other hand, refers to the physical movement of people or goods from one place to another through suitable infrastructure and means of transport.
It is important to clarify that transport is a component of logistics but does not encompass it entirely. While logistics can be considered part of the secondary sector, as it directly participates in the production of goods, transport falls fully within the tertiary sector, since it is a service. This is especially true today, as most transport operations are outsourced to specialized operators.
Traditionally, shippers—i.e., goods producers—were often also owners of transport means and logistics infrastructures such as warehouses. In such cases, they internally managed the entire distribution chain. However, over time, there has been a growing trend towards outsourcing logistics activities, particularly transport, thereby reducing the scope of operations managed directly within the secondary sector. This process has led to increasing specialization and tertiarization of logistics services, which now involve different actors for the “static” phases, such as storage, and the “dynamic” ones, such as actual transport. Additionally, a distinction has emerged between “asset-based” operators, who physically own the means and infrastructure, and “service-based” operators, who provide services without necessarily owning the physical assets.
A typical traditional scheme in an import/export operation includes multiple actors: the shipper, the warehouse, land and maritime transport operators, terminal operators, freight forwarders, shipping agents, and customs brokers. All these players have well-defined and limited roles. In recent years, however, we have been witnessing a profound evolution of these roles, changing in line with two main strategies: development focused on core business and horizontal integration on one hand, and development based on function integration along the supply chain, or vertical integration, on the other.
The first strategy is based on the principle that each actor should focus on their core business and grow through horizontal expansion, i.e., strengthening their presence within the same link of the logistics chain. This can be achieved through organic growth, mergers and acquisitions, or commercial and operational agreements such as slot agreements. In an import/export scenario, this approach leads actors to consolidate their specific role—for example, focusing solely on transport or warehousing—while maintaining clear functional boundaries.
The second strategy, instead, aims at vertical integration along the supply chain. Many logistics players have started to integrate multiple functions, offering a full-service package. This phenomenon, known as contract logistics, has developed over the past thirty years and is now widely predominant. In this context, not only transport but the entire logistics function is outsourced to third-party operators, who take full operational responsibility. A logistics provider can now manage the production warehouse, primary transport, distribution centers, and final delivery, all under a single integrated contract with the shipper.
Vertical integration is also evident in the intermodal sector, where some actors unify both land and maritime logistics operations under a single management system, making it possible to offer fully integrated door-to-door services. Synergies between inland and port terminals, and between road, rail, and maritime transport, help reduce time, cost, and complexity, increasing overall supply chain efficiency.
In summary, the traditional roles of logistics and transport are evolving towards more integrated, flexible, and specialized models. Outsourcing and the adoption of vertical and horizontal integration strategies are redefining the boundaries between producers and service providers, aiming to optimize time, cost, and performance. Supply chain companies are no longer mere suppliers but strategic partners actively contributing to the competitiveness of the production system.
