Logistics as a competitive advantage

Supply chains haven't just become more complex; they have also become a defining source of competitive advantage. In this environment, logistics is no longer a back-office function focused on cost control, but rather a strategic capability shaping how companies grow, adapt, and compete.

That shift is accelerating a fundamental rethink of outsourcing. What was once seen primarily as a cost decision is now increasingly a strategic lever, one that enables resilience, speed and access to capabilities that are difficult to replicate internally.

These themes were explored by GXO leaders Jacek Mysiński and Maciej Szczurek at Warsaw's Retail Summit, where their shared perspective reflected nearly three decades of frontline industry evolution.

From manual execution to intelligent orchestration

The transformation of logistics is best understood through its starting point.

"A pencil and a sheet of paper. Five pieces of this per pallet, six of that… That's how it was done 30 years ago," Jacek recalled.

That world manual, experience-led, and largely reactive has been replaced by something fundamentally different: logistics powered by data, automation and system-wide visibility. Today's operations are not simply more efficient; they are interconnected, predictive and increasingly autonomous.

This shift matters because it changes the role logistics plays in business performance. Modern supply chains influence everything from customer experience to working capital, from speed-to-market to sustainability outcomes. They are no longer just supporting the business, they are shaping it.

Outsourcing as a capability strategy

As logistics has evolved, so too has the role of outsourcing.

"I've had the opportunity to observe how clients evolved after making the decision to outsource," Maciej noted. "In many cases, that development was only possible because of it."

This reflects a broader market reality: companies are not outsourcing to step away from logistics. They are doing so to assess capabilities they cannot build fast enough on their own. Advanced automation, scalable labor models, integrated IT systems and continuous improvement disciplines require sustained investment and specialized expertise.

In that context, outsourcing becomes a way to accelerate transformation, not defer it.

Addressing the persistent tension: control vs. performance

Despite this shift, tension persists. Companies can sometimes associate outsourcing with loss of control, cost uncertainty and operational risk.

In practice, the opposite is increasingly true.

Well-executed transitions, particularly takeover-in-place models, where a partner smoothly steps into an existing operation and assumes responsibility for people, processes, and systems, are designed to protect continuity from day one.

From there, the focus moves quickly to performance: unlocking efficiencies, improving flows and introducing technology that enhances both visibility and control.

The result is a different kind of operating model, one where control is not diminished, but redefined through data transparency, governance and shared accountability.

Value beyond cost: unlocking structural gains

One of the most persistent misconceptions about logistics is its perceived weight in the P&L. While there is often a relatively small percentage of total costs, its impact is disproportionately large.

When optimized, logistics drives structural improvements across the business.

In one GXO partnership with a food manufacturer, a targeted operational reset reduced factory logistics costs by 33% in the short term. More importantly, it laid the foundation for sustained performance: higher throughput without additional cost, and significantly faster inventory cycles.

This illustrates a broader point: the real value of logistics transformation lies not in immediate savings, but in enabling scalability, agility and capital efficiency over time.

The human factor in a technology-driven industry

Amid the focus on systems and automation, one constant remains: people.

"An engaged team is the most important factor," Jacek emphasized.

Successful outsourcing is not a technical handover, it is a human transition. Trust, communication and transparency are critical, particularly in on-site transformations where employees move into new operating models.

When handled well, the results are tangible: higher retention, increased engagement and improved operational stability. These are not soft measures as they directly impact performance.

Continuous transformation, not one-time change

Perhaps the most important shift is how logistics transformation is sustained.

Go-live is no longer the finish line. It is the starting point. The most effective partnerships are built around continuous improvement, where automation, process optimization and design innovations are introduced over time.

From automated pallet handling that reduces processing time by up to 90%, to space optimization solutions that increase capacity without expanding physical footprint, these advancements illustrate how logistics increasingly create value beyond its traditional scope.

A strategic inflection point

The logistics industry is at an inflection point. What was once operational is now strategic. What was once transactional is now transformational.

For companies navigating volatility and growth simultaneously, the question is no longer whether logistics matters. It is whether their current model is equipped to deliver the speed, flexibility and intelligence required to compete.

Outsourcing, in this context, is not about handing over responsibility. It is about gaining a partner capable of advancing capability.

And in today's market, that capability may well be the difference between keeping pace and pulling ahead.