For years, logistics has been viewed as a sector waiting to be disrupted. Tech startups have circled the industry, armed with sleek interfaces and lofty promises. But they’ve underestimated the complexity of this space—and overestimated their ability to transform it from the outside.
At C.H. Robinson, we’ve taken a different approach. We’re engineering disruption from within. By integrating advanced technology and AI into our disciplined operating model— grounded in a Lean mindset of continuous improvement and led by world-class logisticians— we’re creating real, measurable value for our customers and reinventing the rules of logistics.
The shift to agentic AI
Over the past 18 months, we’ve initiated a transformation that’s deeper than digital. Building on our experience deploying machine learning and Gen AI, we’re rearchitecting our operations with agentic AI—intelligence that doesn’t just automate tasks, but drives decisions, adapts in real time, and scales with complexity.
This isn’t about bolting on technology. It’s about reengineering the core. Our systems are becoming self-learning. Our workflows are becoming self-optimizing. Our people are being supercharged by AI that understands context, nuance, and intent.
Intelligence at scale
We don’t just have leading AI capabilities and powerful tech. We have scale—and that changes everything.
We manage over 37 million shipments a year. That’s more than 100,000 loads a day. One every second. That’s not just volume. That’s velocity. And it’s the foundation of our AI advantage.
Our models aren’t trained on theoretical assumptions. They’re trained on the complexity of real-world logistics—across modes, geographies, industries, and customer nuances. That means our predictions are sharper, our automation is smarter, and our insights are more actionable.
This scale gives us a unique ability to see patterns others can’t, respond faster than competitors, and deliver precision at speed. It’s how we help our customers move with confidence—whether they’re navigating volatility, optimizing cost, or accelerating growth.
Proof in performance
This transformation is foundational, not theoretical. It’s about real impact, not pilots or promises. We see real results in our customer service and our numbers.
Since 2023, we’ve achieved over 35% productivity gains—delivering more for our customers while decisively decoupling headcount growth from volume growth. That’s not just efficiency, it’s scalability. That’s Lean AI in action: smarter systems, sharper execution, better outcomes and the scalability to deliver them consistently across a complex, global supply chain.
We were a first-mover deploying Gen AI at scale, pioneered the automation of the entire shipment lifecycle, and now operate a fleet of 30+ AI agents that have performed millions of tasks. These agents are giving our customers faster speed-to-market, better service, and more strategic support—while freeing up our people to focus on high-value work.
This is the kind of reinvention needed as global supply chains become increasingly complex and disrupted. It’s why we’ve outgrown the market for six consecutive quarters—even during an elongated freight recession.
And that’s why Deutsche Bank is calling us “an undervalued AI play,” noting that few companies—across any industry—are demonstrating such tangible business benefits at scale. Wells Fargo’s Chris Wetherbee echoed that sentiment, saying we’re “disrupting from within” and delivering “dynamically improving results” through constructive AI implementation. First Eagle’s Manish Gupta went further, naming us one of four “AI stocks to watch,” citing our scale and discipline as key drivers of long-term competitive advantage.
The power of real-world data
Our advantage isn’t just in algorithms. It’s in the data that powers them. We move more freight than any other company in North America, and our data reflects the full spectrum of logistics complexity—from the granular to the global.
This gives us a level of insight and predictive power that others simply can’t match. It’s not just about knowing what’s happening. It’s about knowing what’s next—and helping our customers act on it before it becomes a problem.
Tech-powered, relationship-rooted
In logistics, relationships still matter. So does know-how. What’s changing is how those strengths are deployed. Our account managers, planners, and strategists are now supported by intelligent systems that learn, adapt, and act—allowing our people to focus on what they do best.
This isn’t automation for its own sake. It’s augmentation with purpose. It’s Lean AI meeting human ingenuity to deliver smarter service, faster decisions, and better outcomes.
The disruptor is already inside
Others are still trying to look like tech companies. We’ve already become one.
We’re not waiting for disruption to arrive. We’re engineering it. And we’re doing it from the inside out, with unlimited potential. Our runway is powered by the depth of our technology, the scale of our AI capabilities, and an operating model built to activate both. Combine that with expert logisticians and deep, trusted relationships, and you get a formula no one else can replicate.
