In the logistics industry, these four factors are key to resilience against risks.

Highly uncertain supply chain relationships have become an inescapable challenge in the day-to-day operations of logistics enterprises. Shifting macroeconomic policies, rapidly evolving market demands, and insufficient supply chain coordination are presenting a cascade of mounting challenges. How logistics firms break through these obstacles not only determines their survival and growth but also constitutes a critical issue for ensuring the security, stability, and smooth functioning of China’s supply chains.

▍ Logistics Challenges in the Era of Globalization’s Transformation

In today’s wave of globalized economics, logistics enterprises—key nodes in the supply chain—find themselves operating in a world fraught with uncertainty and challenges. A highly volatile external environment coupled with relatively outdated internal management practices has become a major impediment to their growth.

From the perspective of the external environment, Western countries led by the United States have shifted to… “Group‑based,” “alliance‑driven,” and “collective” approaches to development, coupled with rising geopolitical tensions and the resurgence of trade protectionism, have led to frequent adjustments in national trade policies, profoundly reshaping the global economic and trade landscape. As a result, economic development models are shifting from a globally integrated framework to one centered on regional integration. Meanwhile, international logistics is fraught with uncertainty, driving up operating costs and risks for logistics firms.

Meanwhile, changes in policies and regulations are having a profound impact on logistics enterprises. On the one hand, environmental protection policies are becoming increasingly stringent; to reduce carbon emissions and improve air quality, many cities have imposed driving restrictions on freight vehicles. On the other hand, adjustments to tax policies are also placing significant pressure on logistics firms, posing serious challenges to cost management and business expansion.

Moreover, as consumer demand becomes increasingly personalized and diversified, emerging business models such as e‑commerce livestreaming and community group buying continue to emerge, and orders are showing… The characteristics of “small batches, multiple shipments, and high frequency” place greater demands on logistics enterprises in terms of rapid response, flexible scheduling, and efficient transportation and last-mile delivery.

From an industry perspective, first, some logistics companies have limited management capabilities, outdated management philosophies, and lack a scientifically sound supply chain management system. As a result, coordination across various links remains inefficient, and logistics costs remain persistently high. In 2024, China’s total social logistics costs as a share of GDP stood at 14.1%, down 0.3 percentage points from 2023. Although this marks the lowest level since official statistics were first compiled in 2006, the figure remains significantly higher than that of the United States (around 8%) and the European Union (about 9%).

Secondly, the industry as a whole suffers from insufficient investment in technological innovation; the share of revenue allocated to deep‑level technological R&D and comprehensive digital transformation remains low, leaving efficiency gains without a solid foundation. Data indicate that the number of logistics enterprises that have fully implemented digital hardware and software systems may be fewer than… Twenty percent—yet the share of logistics enterprises equipped with intelligent analytics systems remains in the single digits, and nearly 90% of small and medium-sized logistics firms continue to grapple with anxieties surrounding digital transformation.

Thirdly, focusing on emergency supply assurance. The “dual-use for routine and emergency situations” requirement underscores the need to address existing gaps in the logistics system and capabilities. At the production end, infrastructure deployment remains insufficient, and last-mile delivery coordination is still uneven. Emerging models such as forward‑stocking warehouses, instant delivery, and contactless delivery are also still in their early stages of development.

Finally, the industry suffers from an insufficient pool of high‑level talent, with a severe shortage of managerial professionals who possess an international outlook, are well-versed in global logistics regulations, and can navigate complex market environments, as well as of specialized experts proficient in cutting-edge technologies such as artificial intelligence, the Internet of Things, and big data.

In the current complex and rapidly evolving industry landscape, the logistics sector is at a critical juncture of profound transformation. From the perspective of the industry’s underlying dynamics, its resilience and growth potential have not been eroded; rather, amid mounting pressures, it is poised to unleash new momentum.

As the process of global economic integration accelerates, cross-border e‑commerce has surged ahead, emerging as a key driver of international trade growth. Customs data show that in recent years, the scale of cross-border e‑commerce transactions has continued to expand, with growth rates far outpacing those of traditional trade. Meanwhile, China has stepped up efforts to build major logistics corridors and sustained policies to boost consumption, with a series of measures delivering tangible results. The robust performance of the consumer market has directly fueled steady growth in logistics demand, opening up vast market prospects for the industry. On the other hand, technological innovation is providing the core impetus for transformation in the logistics sector. Emerging technologies such as artificial intelligence are rapidly reshaping the industry’s ecosystem at an unprecedented pace. Building on this foundation, new business models—such as service‑oriented manufacturing, digital trade, and smart supply chains—have emerged, offering fresh opportunities for the logistics industry to upgrade and transform.

▍ Building a Collaborative Supply Chain System

In recent years, the government has continuously introduced policies to ensure supply chain security and alleviate supply chain pressures from the perspective of logistics infrastructure development. In 2024, the General Office of the CPC Central Committee and the General Office of the State Council issued the “Action Plan for Effectively Reducing Society-Wide Logistics Costs,” which emphasizes “enhancing the organizational level and efficiency of logistics, fostering integrated innovation between logistics and industry, and strengthening coordination, connectivity, and factor‑supply guarantees.” In an increasingly complex and volatile market environment, logistics enterprises must take proactive measures to improve quality, reduce costs, and boost efficiency, thereby supporting the efficient allocation of resources and the smooth flow of production factors, and driving economic and social transformation and upgrading.

First, establish a supply chain system that fosters collaborative development. Against the backdrop of profound transformation and intensifying competition in the logistics industry, building a collaboratively developed supply chain system has become a critical pathway for logistics enterprises to capture market leadership and enhance their overall competitiveness. Logistics firms with the necessary resources should proactively establish integrated supply-chain service platforms, leveraging advanced information technologies to seamlessly integrate warehousing, transportation, last-mile delivery, and information processing, while deeply consolidating diverse resources, strategically planning and optimizing network layouts, and fully exercising their leading role in driving supply-chain innovation and improving application capabilities. Small and medium-sized logistics enterprises can actively forge long-term, stable, and flexible partnerships with upstream and downstream players, entering into cooperation agreements that balance flexibility with enforceable commitments. By adopting cutting-edge models such as vendor‑managed inventory and joint inventory management, they can strengthen collaboration with suppliers and customers, ensuring coordinated progress in an increasingly complex and volatile market environment. Additionally, participating in logistics alliances and sharing logistics resources can help reduce operating costs and bolster market competitiveness.

Second, we will accelerate digital transformation. For logistics enterprises that started their digital transformation relatively late, the immediate priority is to ground their efforts in their own realities, comprehensively assessing business objectives, market conditions, technological trends, and the diverse needs of customers. They should carefully craft a clear, actionable digital vision and strategy, ensuring that every digital initiative aligns closely with the company’s overall development plan and lays a solid foundation for the path ahead. Meanwhile, logistics firms with advanced digital capabilities should fully unlock the immense potential of data as a key production factor, leveraging big‑data technologies to conduct in-depth mining and precise analysis of vast volumes of logistics data. By using data‑driven decision‑making, they can continuously optimize business processes and service models, significantly enhancing customer satisfaction. At the same time, they should accelerate the on‑premises deployment of large‑scale AI models, build proprietary enterprise knowledge bases to provide robust intelligent support for operations, and employ blockchain technology to ensure the authenticity and immutability of supply‑chain data, thereby fostering trust among partners and strengthening collaborative relationships throughout the supply chain.

In deepening the application of intelligent technologies and equipment, logistics enterprises should prioritize end-to-end intelligent transformation and vigorously modernize their warehousing and transportation operations. Moreover, building an integrated smart logistics management platform is essential for achieving seamless integration between intelligent technologies and equipment, breaking down information silos between warehousing and transportation, enabling real-time sharing of information and logistics flows, and fostering coordinated operations—thereby comprehensively enhancing operational efficiency and service quality.

Third, enhance risk management and emergency response capabilities. In today’s environment of complex and volatile global supply chains and turbulent market conditions, logistics enterprises must establish robust risk management frameworks and… The “peacetime‑emergency conversion” mechanism has become a critical measure for breaking through developmental bottlenecks and mitigating risks. It is recommended that enterprises conduct regular, in-depth analyses of supply chain risks, leveraging cutting-edge technologies such as big data analytics and artificial intelligence to build intelligent risk‑early‑warning systems that can promptly detect potential hazards and issue timely alerts. For risks of different types and severities, companies should develop detailed, tailored response plans for peacetime‑emergency conversion, organize regular simulation exercises, and rigorously test the effectiveness and operational feasibility of these plans in real‑world scenarios, ensuring they remain aligned with the enterprise’s actual operational needs. At key links in the supply chain, establish resource‑backup mechanisms, maintaining a reserve of standby transport vehicles, storage capacity, and other redundant resources. Simultaneously, put in place a rapid‑response system and set up an emergency command center to ensure that, upon receiving an emergency assignment, contingency plans can be swiftly activated, resources mobilized, and logistics operations launched without delay.

Fourth, strengthen the pool of specialized talent. China’s high-quality economic and social development requires continuous innovation and practical application in business models. This calls for management approaches, organizational structures, and governance standards that are aligned with the pace of development. To meet these demands, it is essential to build robust management and service teams, refine talent-development mechanisms, and fully leverage the role of human capital. High-caliber management teams and professionals must possess a strong global outlook, a capacity for lifelong learning, and a pragmatic, execution‑driven mindset. Logistics enterprises should strengthen collaborative training programs and external talent recruitment, actively attracting top‑tier experts with deep industry experience and specialized knowledge—particularly in areas such as digital transformation and risk management. By deepening partnerships with universities and research institutions, they can establish talent‑development hubs to cultivate a pipeline of future leaders. At the same time, ongoing employee training—through regular internal workshops and seminars—should be prioritized to enhance staff expertise and overall competencies.

Looking ahead, the logistics industry will continue to pursue innovation amid a complex interplay of challenges and opportunities, making significant strides toward intelligence, sustainability, and internationalization, and solidifying its role as a vital cornerstone for high-quality economic development. (The author is Feng Gengzhong, Dean of the School of Management at Xi’an Jiaotong University and a member of the China Logistics 100 Experts (Think Tank); Liu Qi, an associate researcher at the Collaborative Innovation Center for Reform Pilot Exploration and Evaluation of Xi’an Jiaotong University, also contributed to this paper.