By Geoffrey Berselli Published on 5 mars 2026 4h00

While the energy transition is focusing on electric or hydrogen-powered engines, an obvious truth is still struggling to assert itself: the massive reduction of CO₂ emissions will not come primarily from changing engines, but from transforming the way logistics flows themselves are organized.

According to the 2024 transport report, the transport sector remains the largest emitter of greenhouse gases (34%), ahead of agriculture (21%) and industry (17%). Yet most political and industrial attention remains focused on technological solutions such as electric batteries or hydrogen for heavy vehicles.

However, when it comes to long-distance freight transport, these technologies face major obstacles: the weight of batteries, the scarcity of infrastructure, the high cost of hydrogen, and the enormous energy requirements needed to produce and distribute it. In this context, betting everything on new propulsion technologies risks creating a “green illusion” that diverts attention from more immediate and effective solutions.

Logistics flow reduction: intelligent sobriety

The decisive lever lies in eliminating unnecessary freight flows through better route optimization and the pooling of logistics operations, particularly through logistics pooling and Vendor Managed Inventory (VMI). These collaborative intelligence solutions attack waste at its root: partially loaded trucks (average load rates of 60–75%), empty return trips (20–40% of journeys, according to a study by the Union TLF), duplicate routes between competing suppliers.

In logistics pooling, a software “control tower” automatically generates optimization calculations using specialized software. These tools analyze stock levels and the needs of different actors to generate the orders to be placed and to plan optimal loading. Suppliers in the retail sector—often competitors in the market—become allies in logistics operations. By joining the same “pool,” they group their inventories in a shared warehouse so that their orders can be loaded from a single location. Logistics pooling therefore promotes cooperation rather than competition.

Retailers who pool their supply chains reduce their emissions by at least 25%. With Vendor Managed Inventory (VMI)—where the supplier manages the client’s inventory in order to optimize deliveries—truck load rates can reach 85–100% in large-scale retail, drastically reducing unnecessary trips and the carbon footprint. At the national level, eliminating just 10% of unnecessary journeys would already represent several million tonnes of CO₂ avoided—without massive subsidies and without waiting until 2030.

A European challenge

Digital platforms now make it possible to synchronize shippers, carriers, and industrial companies. They reduce empty trips, anticipate orders, and adjust freight flows to real needs. The enormous waste in the logistics chain is therefore not inevitable: intelligent management of flows is within reach. The challenge now is to convince Europe to adopt this pragmatic approach, which has already been tested and can be deployed immediately from our territories. Just as energy demand reduction in buildings has become a central lever of the energy transition, logistics flow reduction represents a model of efficient and sustainable sobriety, replacing the race toward new engines with a genuine collective project based on organizational intelligence.

Encouraging the fiscal incentives for pooling, opening data platforms, and promoting cooperation are structural efficiency levers that could accelerate decarbonization more effectively than any technological breakthrough. Investing in the control and optimization of logistics flows means choosing the fastest, most frugal, and most profitable lever for a truly sustainable transition.

Geoffrey Berselli
Deputy Managing Director– Interlog Group,
an Orléans-based mid-sized company specializing in the optimization of logistics flows, currently expanding internationally with the upcoming opening of an office in India.

Economie Matin Article

In recent years, a trend has emerged where large third-party logistics companies (3PLs) have begun offering white-labeled 4PL services. In this setup, the 3PL operates behind the scenes, providing services under the client’s brand name. To the outside world, it appears that the client is fully managing their supply chain, while in reality, the 3PL is calling the shots. At first glance, this arrangement sounds appealing. It promises simplicity, a seamless experience, and the appearance of having complete control. However, the truth is more complicated.

While white labeling might seem like a convenient shortcut, it comes with some significant disadvantages. In many cases, working with an independent 4PL provider delivers far greater transparency, accountability, and long-term value.  Here are some of the key reasons why relying on a white-labeled 4PL solution can actually create more problems than it solves.

The Conflict of Interest Problem

The most fundamental issue with white-labeled 4PL services is the built-in conflict of interest. A 3PL’s primary business revolves around moving goods using its own assets, technology platforms, and preferred partner network. These companies make money by selling their transportation services, warehousing space, and related offerings. When a 3PL also serves as a 4PL, it is expected to act as a neutral, strategic advisor. However, its financial incentives remain tied to its core business.

This creates a natural tension. Imagine asking a car dealership for unbiased advice on whether you really need a new vehicle. You might get some good suggestions, but odds are they’ll recommend a solution that involves you driving off the lot with one of their cars. In the same way, a 3PL posing as a 4PL may appear to present a wide range of options, but behind the curtain, it can be prioritizing its own services or its closest partners.

The client is left believing they are receiving an objective, data-driven strategy when in fact decisions may be influenced by what benefits the 3PL most. This hidden bias can lead to higher costs, missed opportunities, and logistics processes that serve the provider’s interests rather than the client’s.

An independent 4PL avoids this problem entirely. Because we do not own trucks, warehouses, or transportation networks, we have no reason to push a particular carrier or warehouse. Every recommendation is based on what delivers the best results for the client, whether that means lower costs, better performance, or faster delivery times. This independence allows companies to truly optimize their logistics without worrying about hidden agendas.

Accountability Gets Murky

Another major drawback of white-labeled services is the lack of clear accountability. When a 3PL operates invisibly under the client’s brand, it can become extremely difficult to identify where problems originate.

Picture this scenario: a shipment is delayed, a customer is upset, and your internal team needs answers fast. Who is actually responsible for resolving the issue? Is it your company, since the service is being presented as yours? Is it the white-labeled 3PL, who is actually running the show? Or is it a downstream carrier that dropped the ball? By the time you untangle the chain of responsibility, valuable time has been lost and frustration has escalated.

This confusion is not just inconvenient, it can have real business consequences. Delayed responses erode customer trust, and slow problem resolution can lead to additional costs. It also creates internal strain, as employees are forced to spend time chasing answers instead of focusing on strategic improvements.

Independent 4PL providers eliminate this problem by serving as a single point of accountability. This clarity makes it easier to address issues quickly and gives the client peace of mind knowing they have a true partner standing behind them.

Limited Access to Innovation

Large 3PLs are highly invested in their own systems, platforms, and technologies. When they offer white-labeled services, they naturally gravitate toward solutions that align with their existing network. This can severely limit the client’s access to new ideas or cutting-edge tools.

For instance, a 3PL might have its own transportation management system (TMS) or freight audit process that it insists on using. Even if there is a better, more advanced tool available on the market, the client may never see it. In some cases, the 3PL may not even mention that other options exist.

This kind of limitation can stifle innovation and prevent companies from exploring new ways to gain a competitive advantage. Over time, the client’s logistics strategy may start to feel outdated and inflexible, while competitors who work with independent 4PLs continue to evolve.

How white labeling limits innovation:

• Forced reliance on outdated or proprietary systems.
• Fewer opportunities to test emerging technologies or new carriers.
• Limited flexibility to adapt quickly to market changes.
• Reduced visibility into industry trends and best practices.

Independent 4PLs bring a much broader perspective. Because they are not tied to a single network or system, they can evaluate and integrate best-in-class solutions from across the industry. Whether it is implementing a new data analytics platform, testing a different carrier model, or adopting emerging technology, an independent 4PL can move quickly and creatively to deliver what the client truly needs. Think of it like being free to shop at multiple stores, rather than being locked into a single brand that may or may not have what you want.

The Illusion of Control

At first, white labeling might feel empowering. After all, the service operates under the client’s brand name, giving the impression that the company is fully managing its own supply chain. But this is often just an illusion.

When a 3PL controls operations behind the scenes, the client loses visibility into how decisions are made and what data is being collected. Key insights about performance, costs, and customer trends may remain hidden within the 3PL’s systems. Over time, the client becomes dependent on the provider, unable to fully understand or replicate the processes on their own.

This dependency can be dangerous, especially if the relationship ever needs to change. Transitioning away from a white-labeled service can be incredibly difficult because the client may not have access to the systems, data, or workflows that have been running under their brand. It’s a bit like renting a house for years, only to find out that you never really knew how the plumbing worked until you owned a place yourself.

By contrast, an independent 4PL works transparently, giving clients full access to their own data and a clear view of how decisions are made. This transparency empowers the client to build its own capabilities over time, creating true control rather than just the appearance of it.

The Branding Trap

There is also a subtle branding risk to consider. When a 3PL operates under your name, your company becomes closely tied to the quality of its services. If the 3PL underperforms, customers will not blame the 3PL because they never knew it was involved in the first place. They will blame you.

Imagine an important client experiencing repeated delivery problems. From their perspective, your company is directly responsible. Meanwhile, you may have very little control over the actual operations causing the issue. This disconnect can harm your reputation and strain relationships with key accounts.

Working with an independent 4PL protects against this scenario. Because the 4PL is openly identified as a partner, it is clear to everyone involved who is responsible for which aspects of the supply chain. This clarity helps protect your brand while still delivering high-quality service.

Why Independent 4PLs Stand Out

Independent 4PLs are designed to be objective, flexible, and client-focused. Their entire purpose is to serve as a trusted advisor and strategic partner. By staying free of asset ownership and network obligations, they can focus solely on optimizing performance and driving long-term value for the client.

What sets independent 4PLs apart:

• Unbiased recommendations based on performance and value, not internal interests.
• Freedom to work with any carrier, technology, or partner that fits your needs.
• Transparent processes and open access to data.
• Single point of accountability for all logistics functions.
• Flexible, innovative strategies that evolve with your business.

An independent 4PL understands that logistics is not just about moving freight from point A to point B. It is about building strong relationships, fostering innovation, and creating resilient systems that can withstand disruption. Sometimes that even means injecting a bit of humor into challenging conversations. After all, if we can’t laugh about a delayed shipment once in a while, we might just cry instead.

The Bottom Line

White-labeled 4PL services from large 3PLs may sound appealing at first. They promise simplicity, brand consistency, and an easy path to outsourcing logistics management. However, beneath the surface, they introduce serious risks: conflicts of interest, murky accountability, limited innovation, loss of control, and potential damage to your brand.

Key takeaways:

• White labeling hides conflicts of interest that can drive up costs.
• Accountability becomes unclear, slowing problem resolution.
• Innovation is restricted by reliance on a single provider’s systems.
• Your brand’s reputation is tied to a service you do not fully control.
• Independence ensures transparency and protects your long-term strategy.

Choosing an independent 4PL provides a different path. It offers transparency, flexibility, and a true partnership built on trust. With an independent provider, you gain not only a logistics expert but also a dedicated ally focused entirely on your success.

In logistics, there are no shortcuts to building a supply chain that is both efficient and resilient. While white labeling might seem like a clever workaround, the long-term costs often outweigh the short-term convenience. Working with an independent 4PL ensures that your strategy remains your own, your data stays in your hands, and your future remains firmly under your control.

And if you ever need someone to help sort out a freight bill, an independent 4PL will be there to untangle the mess, no white labels required.

Jim Gregor

VP North America

jgregor@interlogservices.com 

Freight Spend Management

Our 4PL model is a single point of contact for every logistics function. We are the conductor, orchestrating multiple 3PL providers, suppliers, and stakeholders, making coordination easier. Having all logistics functions at one location eliminates inefficiencies and improves visibility along the supply chain. Also, it makes decision making easier when you know what is happening in your supply chain.  We schedule meetings according to your schedule to monitor what is happening in all aspects of the supply chain.

• Freight Audit & Payment

By examining the data and market trends of your company, we uncover savings opportunities, negotiate better contracts, and optimize shipping routes. We also mitigate risks by proactively addressing disruptions, and maintaining the integrity of your supply chain despite factors like global supply shortages, pandemics, and economic recessions.

• Logistics Operations

One of the biggest challenges to logistics is managing many vendors and service providers. Our 4PL model streamlines all the players, from manufacturers to distribution partners, for optimal communication and coordination. This integrated strategy reduces bottlenecks and overall inefficiencies.  We have also developed specific tools that optimize your flows and streamline your operations, reducing time inefficiencies and increasing customer satisfaction.

• Business Intelligence & Consulting

Utilising daily visibility and key performance indicators (KPIs), we provide complete reporting and analysis to track your supply chain performance. Analysis and consultations become a daily part of our work.  You have a team of experts you can call anytime you need them. Our commitment to constant improvement allows us to work together to continually optimize your processes, keeping your business competitive in an evolving market, and making your supply chain as effective as possible.

• Supply Chain IT Solutions

Our team of developers are working daily on cutting-edge technology, including analytics and cloud-based platforms, to deliver end-to-end supply chain visibility and the tools to optimize it. With our data driven approach, businesses can make informed decisions, predict demand uncertainty, and optimize inventory levels to lower costs and delays. Since our platforms have been created by professional developers, hand-in-hand with logistic professionals who are in the field daily, our tools are precise and effective.

Why Use Our 4PL Model?

By using our services, your supply chain will be transformed into a smarter, quicker supply chain that optimizes efficiency, reduces costs, and increases customer satisfaction. Our expertise in logistics management, freight audit and payment, and consulting and IT solutions ensures your supply chain is operating at its peak at all times, allowing you to focus on your core business operations.

Are you ready to transform your supply chain? Contact us today to learn more about how our 4PL solutions are helping the growth and efficiency for our customers with:

Freight Spend Management

• Freight Audit and Payment
• Logistic Operations
• Business Intelligence & Consulting
• Supply Chain IT Solutions

Based on the GLEC (Global logistics emissions council) method, an international standard for calculating greenhouse gas emissions in the logistics sector, Interlog is able to manage CO2 measurements on a global or local scale, depending on its customers’ needs.

Its solution precisely calculates the breakdown of emissions according to the modes of transport used, the regions crossed and the final destinations. Interlog goes beyond the simple measurement of CO2 emissions and now offers in-depth analysis of this information,” explains Ludovic Knysz, Director of Transport at Interlog Group.

Thanks to advanced data analysis tools, our service and consulting offering is expanding to help our customers identify inefficiencies in their supply chains and explore more sustainable transport solutions. This approach not only reduces operational costs, but also lowers companies’ overall carbon footprint.

Source: https://www.voxlog.fr/actualite/8784/interlog-elargit-son-offre-de-gestion-des-emissions-de-co2-liees-au-transport