# Anthony Jasso

Anthony Jasso writes about transportation, logistics, and supply-chain strategy, with a focus on connecting freight decisions to a company’s wider business goals.

- Profile: https://b2binfluencer.marketing/creators/anthony-jasso/
- LinkedIn: https://www.linkedin.com/in/ajasso2025
- LinkedIn followers: 1,434
- Topics: supply-chain, supply-chain-resilience
- Based on 11 dated posts, latest 2026-09-29

## Summary

Anthony Jasso is most useful for turning transportation and logistics questions into wider business strategy content.

- Best for: A B2B logistics technology or managed transportation brand wanting thought-leadership for operations and network leaders.
- Not for: A consumer-facing brand or broad-reach B2B campaign needing mass reach, viral engagement, or direct response.
- Check first: Confirm audience reach, engagement results, and available collaboration format before contacting them.

### Takeaways

- Prospecting starts with observation and research, not a cold call.
- Ask a growing company founder what might break if the business doubled.
- Transportation metrics need operational context, because a late shipment could stop production.

## Main ideas

- **Understand the customer's business before proposing transportation**: This is the clearest recurring priority. Anthony Jasso describes a first meeting focused not on carrier capabilities but on what the customer was trying to build. The conversation covered growth, customers, demand, expansion, and the future; transportation barely came up. The lesson: transportation is one piece of a larger business strategy, not the starting point. A related post makes the same point at the company level: customers rarely call when everything is working, and opportunities usually begin when a company is growing, expanding, redesigning its network, or solving service challenges.
- **Prospecting starts with observation and research, not a cold call**: Anthony Jasso treats prospecting as a preparation exercise. A visible signal is a reason to learn what the business does, where its market is going, what pressures it faces, and how its supply chain could support or limit growth—not to walk in or call immediately. Only then does outreach become a business conversation.
- **Transportation metrics need operational context**: Anthony Jasso distinguishes easy-to-measure transportation performance from a shipment's meaning to the business. On-time arrival, cost, and transit time do not capture what a late or missed shipment does to a production line, inventory, or the wider operation. Rather than deciding in isolation, ask what the business needs the freight to accomplish.
- **Resilient supply chains connect transportation, warehousing, visibility, and execution**: Anthony Jasso argues that transportation alone does not solve supply-chain challenges. Organizations with the most resilient supply chains connect transportation, warehousing, visibility, and execution in a single strategy. This framing makes transportation part of a business strategy, not a standalone service.
- **Four market shifts are changing the logistics playbook**: In the most industry-level post, Anthony Jasso describes a shift from volume-first to profitability-first and names four realities: LTL and parcel carriers becoming technology platforms, autonomous technology reshaping long-haul truckload economics, nearshoring and multimodal growth with Mexico as a resiliency requirement, and sustainability influencing carrier selection rather than serving only as a public-relations metric. The post frames resilient, agile supply chains as a competitive advantage. Ask for data, links, or case examples to assess these claims.

## Work to read

- [The best transportation conversations didn't start with transportation](https://www.linkedin.com/posts/ajasso2025_the-best-transportation-conversations-ive-activity-7482885535020052480-GHpu)
- [The best prospecting didn't start with a phone call](https://www.linkedin.com/posts/ajasso2025_the-best-prospecting-ive-ever-done-didn-activity-7485097639013937153-GSRs)
- [The logistics playbook has officially changed](https://www.linkedin.com/posts/ajasso2025_the-logistics-playbook-has-officially-changed-activity-7465448246581080065-YKcM)
- [Transportation alone doesn't solve supply chain challenges](https://www.linkedin.com/posts/ajasso2025_one-thing-ive-learned-throughout-my-career-activity-7472412695997202432-2UxY)
- [Transportation performance is relatively easy to measure](https://www.linkedin.com/posts/ajasso2025_transportation-performance-is-relatively-activity-7509735651408494593-l1Vh)

## Brand relationships

- **Leverage Supply Chain Group, LLC** (disclosed_partnership)

## Partnerships

Anthony Jasso's posts describe supply-chain and transportation strategy and end with a question to readers; they do not document a partnership, sponsorship, paid-collaboration format, media kit, rate card, or sponsor disclosure. One post identifies them with Leverage Supply Chain Group, LLC, a business affiliation rather than an offer of sponsored placements. Campaign planners would need to negotiate directly and confirm the available format, deliverables, and operational requirements before planning a paid arrangement.

## Alternatives

- Alain Borri: Choose Alain Borri when the campaign’s centre of gravity is technology-driven change rather than the buyer’s discovery conversation. Both posts argue at market level. In one, Borri asks what happens once AI cuts freight-forwarding costs: if productivity gains are real in a competitive industry, how much stays in the forwarder’s margin and how much is passed to customers as lower prices? They point to WiseTech Global’s shift from per-seat to transaction-based pricing, and to Flexport as a directional signal, then argue the bigger opportunity is not cost cutting but using AI to predict failures, find overspending and recommend better routings. In the other, they argue the standalone TMS software category may not survive, because consolidation, carrier allocation and transport-order generation can be rebuilt as modular, cheaper capabilities around a shipper’s own operating model, with ERP, WMS and freight platforms absorbing what remains. Both posts close by inviting shippers, vendors and supply-chain technology leaders to respond, making the material well suited to a debate-producing series or a technology-and-market thesis. Borri also states in the posts that they are CEO of Sightness in Singapore, have spent 30 years studying transportation, supply-chain and technology transformations, and write a newsletter called "TMS is Dead" with an open invitation to subscribe. A brand can build a recurring owned channel around the same subject.
- Kevin Parkerson: Choose Kevin Parkerson when the campaign is built around industry community, next-generation talent, or event and podcast formats rather than a written strategic argument. One post recounts a scholarship day hosted through KP Global Logistics Consulting for five University of Central Arkansas students, covering networking and confidence-building, an expo with keynotes and panels, and a closing dinner, with named partners and guests throughout. Its closing point is that exposure and access matter for people entering the industry. The other recaps an episode of Kev Talks Podcast recorded at an industry event with Gnosis Freight, covering container lifecycle management, data fragmentation, and why visibility is now table stakes. It lands on the claim that the future of logistics is better data, owned data, and the ability to act on it in real time. That combination fits a brand seeking association with workforce pipelines, university and regional supply-chain networks, or a co-hosted interview series where the brand supplies the analytical spine and the creator supplies access and credibility.
- Eva Ponce: Choose Eva Ponce when the campaign targets workforce capability, analytics and AI literacy, or an education-led framing with an institutional halo. One post announces an MITx MicroMasters Program in Supply Chain Management webinar on the shift from supply-chain analytics to agentic AI, with Vijay Sankararaman of Novant Health, promising real-world cases in forecasting, inventory management and procurement. The follow-up reports the session and states two takeaways plainly: analytics, forecasting, optimisation and supply-chain fundamentals still matter because AI builds on them rather than replacing them, and you should start with the business problem rather than the technology. It also reports webinar poll results - critical thinking 75% of 482 responses, creativity and problem-solving 65%, technology and AI literacy 57%, analytical skills 55%, adaptability 49% - and where respondents already use AI, with general productivity at 67% and data analysis and decision support at 60% of 538 responses. The post closes on lifelong learning and the idea of becoming a "learning machine". For a brand that needs a curriculum angle, a learning-series format, or information about practitioners’ reported skills gaps, this is directly usable.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/