New study: Logistics as a sales pitch in the chemical industry
By Prof. Dr. Christian Kille I 7 minute read
16/03/2026
What potential can innovative supply chain solutions help tap into? A current study entitled “Logistics as a sales pitch in the chemical industry” provides answers. Authors Prof. Christian Kille and Dr. Andreas Backhaus analyze how logistics is being repositioned as a success factor and competitive advantage for chemical companies.
The chemical industry is facing fundamental changes. Geopolitical fragmentation, the energy transition, technological innovation, and the circular economy are shaping an environment in which traditional competitive advantages are increasingly being lost. In this context, logistics, which until now has often been seen solely as a supporting function, is gaining strategic importance.
A recent study examined 69 new logistics services that can offer customers of chemical companies significant added value. When examining these services, the focus was on highlighting the concrete potential of logistics to move chemical companies beyond competing solely on the basis of product specifications or prices; instead, they can differentiate themselves on the market through supply chain expertise and concrete added value in customer service.
Logistics as a competitive advantage in the chemical industry
Today, the question “Can you deliver?” is long outdated. In times of dynamic change and numerous risks along the supply chain, the question is instead: “Do you have the expertise to deliver reliably, transparently, and sustainably?” If a logistics provider can answer “yes” to this question, it has the potential to give its customers in the chemical industry a competitive advantage.
In the best-case scenario, not only can logistics support chemical companies in the face of current challenges, but it can also play a key role in overcoming them.
The challenges listed above don’t arise in isolation, but are direct consequences of the far-reaching structural changes that are currently shaping the chemical industry. Eight megatrends identified in the study—from raw material security to changing regulatory requirements—influence logistics processes and therefore have a direct impact on the performance of the entire supply chain. These megatrends give rise to 21 specific challenges that chemical companies and their logistics partners must face, which can be grouped into eight clusters: capacity availability, sustainability and regulatory compliance, process quality in the supply chain, process quality in operational logistics, pricing and cost pressure, network transparency, forecast accuracy, and customer service. If logistics addresses precisely these points, it will move away from being a pure cost center and increasingly become a strategic differentiator.
69
new logistics services were examined by the study that can offer significant added value to customers of chemical companies.
In the best-case scenario, not only can logistics support chemical companies in the face of current challenges, but it can also play a key role in overcoming them.
Paradigm shift through technological progress
Overcoming these challenges requires a paradigm shift. Technologies such as artificial intelligence, digital twins, and the internet of things open up possibilities that were unattainable to this extent just a few years ago. The abovementioned 69 logistics services have emerged based on this new potential and the growing challenges. Of those services, the ten most relevant were evaluated in more detail. They include digital twins, AI-powered demand forecasting, and real-time visibility platforms.
These innovations shouldn’t be seen as isolated standalone solutions, but should be developed as part of a move toward an integrated ecosystem. As a result, logistics is taking on a new role and establishing itself as a sales pitch in the chemical industry.
The “Logistics as a sales pitch in the chemical industry” study by Christian Kille, Professor of Trade Logistics and Operations Management at the Technical University of Applied Sciences Würzburg-Schweinfurt, and Dr. Andreas Backhaus, freelance lecturer and chemical logistics expert, was conducted in cooperation with DACHSER Chem Logistics.
Six specific recommendations for action can be derived from this idea, which logistics managers in chemical companies as well as at logistics service providers would do well to take into account:
1. Implement collaborative planning: Integrated planning systems that connect chemical companies, customers, and logistics service providers are the basis for improved transport utilization and reliability. Investing in shared platforms pays off not only through reduced empty runs, optimized inventory flows, and higher delivery reliability, but also through realizing resilience in the supply chains by means of joint coordination. The decisive factor here is the willingness of all those involved to share relevant data and establish a cultural change with regard to collaboration.
2. Systematize scenario planning: The dynamics in individual markets require a robust planning basis, ideally built on different strategies. Logistics service providers have a wealth of experience and data, which can be used to develop scenarios that run through various future projections on a broad basis of input factors. This creates the ability to act even in turbulent times, as different scenarios have ideally already been simulated or prepared.
3. Create supply chain transparency: End-to-end visibility has become a necessity in order to be able to assess the numerous risks along the supply chain and react to them if needed. This makes it possible to proactively adapt not only transport routes but also production processes in particular.
4. Strengthen customer service through technical expertise: It is common knowledge that chemical logistics is subject to numerous requirements, regulations, and safety needs. Embedding perfectly tailored expertise in customer service speeds up problem-solving considerably. Centers of expertise that bundle specific technical, regulatory, and logistical know-how for the chemical segments will become a differentiating feature in supporting customers on any challenges along the supply chain.
5. Proactively manage regulatory compliance: The regulatory landscape is constantly changing. Industry-specific expertise for monitoring regulatory changes and aligning with compliance frameworks is complex and time-consuming, but indispensable. Future requirements should be recognized at an early stage and implemented in good time.
6. Operationalize sustainability goals: In logistics, economy and ecology are not mutually exclusive. Partnerships with logistics service providers to evaluate multimodal transport and warehousing options open up low-carbon alternatives that can also be more cost-effective if all influencing factors can be taken into account and adapted. This should lead to sustainability activities and results that are comprehensible and create transparency for customers and investors.
DACHSER Chem Logistics offers safe and efficient logistics solutions for packaged chemical products, including dangerous goods. With a globally integrated network of land, air, and sea freight as well as comprehensive expertise in dangerous goods and hazardous materials, DACHSER Chem Logistics meets the highest safety and quality standards in the chemical industry. This is rounded off by country-specific expertise with experienced teams in the individual countries and close cooperation with various industry associations.
From cost center to strategic enabler
The fundamental challenge lies not so much in the technological implementation, but rather in changing the overall perception of logistics among chemical companies, their customers, and especially in sales. Logistics is no longer just a cost center that’s cited as a necessity in discussions with customers; instead, it has become a strategic enabler for greater customer competitiveness.
In light of this, a chemical company’s logistics managers and their contracted logistics service providers ought to see themselves more as architects for increasing the competitiveness of the chemical company’s customer than as a mere operational unit. Companies that perceive logistics as a strategic instrument and systematically expand it will consistently set themselves apart from the competition.
