Anthony Jasso

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.

In one post, Anthony Jasso asks a growing company's founder three questions instead of pitching: where the business wants to be in three years, what keeps the founder up at night, and what breaks first if the company doubles. The next hour focuses on growth, customers, demand, expansion, and the future.

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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.

After seeing several trailers outside a facility, Anthony Jasso drives away and researches the company rather than introducing themself.

• The trailers were not the opportunity, the post says, but a reason to ask better questions.
• The preparation changed the first meeting.

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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.

The post lists a late shipment stopping a production line, a missed sailing affecting inventory weeks later, and a lower freight rate creating a larger cost elsewhere in the operation.

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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.

The post offers several trigger moments: customers rarely reach out when everything is working; opportunities begin when a company is growing, expanding, redesigning its network, or solving service challenges.

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The post frames resilient, agile supply chains as a competitive advantage. Ask for data, links, or case examples to assess these claims.

The four named shifts are LTL and parcel as technology platforms; autonomous trucking changing long-haul economics; nearshoring and multimodal Mexico growth as a resiliency requirement; and sustainability as a carrier-selection factor.

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It states the method behind many of the other posts: understand the customer's business before proposing transportation.

The post recounts an early-career meeting with the founder of a growing company.

• Anthony Jasso says they asked three questions instead of pitching capabilities: where the business wanted to be in three years, what kept the founder up at night, and what would break first if the company doubled.
• Transportation barely came up during the hour; the conversation covered growth, customers, demand, expansion and the future.
• The lesson: transportation is one part of a larger business strategy, not the starting point.

For brands planning a campaign

A logistics brand could use the three questions as a discussion guide for a webinar, podcast or written Q&A. The shift from freight to business goals gives a campaign a concrete angle, not a generic claim about understanding customers.

A newcomer gets a short, concrete example of the curiosity-first method.

Several trailers outside a facility prompt questions, not a walk-in or a call: What does the business build?

• Where is its market headed?
• What pressures does it face?
• How could its supply chain support or limit growth?
• The trailers weren't the opportunity; they were a reason to ask better questions.
• The post says preparation changed the first meeting, tracing the path from observation to research to outreach.
• Curiosity, it argues, opens doors that cold calls rarely can.

For brands planning a campaign

Useful for a sales-enablement or prospecting campaign: it gives a brand a repeatable sequence to illustrate—observe a signal, research the business, then start a business conversation. The post also makes a plain-language case against leading with a rate quote.

It is the most forward-looking of the five posts and the clearest statement of their industry-level themes.

The post names four forces: LTL and parcel carriers becoming technology platforms; autonomous technology reshaping long-haul economics; nearshoring and multimodal growth, with Mexico as a resiliency requirement; and sustainability influencing carrier selection.

• Its argument: transportation has shifted from a cost center to a boardroom-level strategic weapon, and from volume-first to profitability-first.
• The post is signed with Leverage Supply Chain Group, LLC.

For brands planning a campaign

A thought-leadership profile could build a market-trends segment around these four forces and invite a brand's audience to consider which one is reshaping their own network. The post also shows how Anthony Jasso addresses an industry rather than a single customer.

A short read connecting transportation to warehousing, visibility and execution.

The post argues that resilient supply chains connect transportation, warehousing, visibility and execution in a single strategy.

• Customers rarely call when everything is working; opportunities arise when a company is growing, expanding, redesigning its network or solving service challenges.
• Transportation becomes a business strategy, not a standalone service.

For brands planning a campaign

Offers a clear framing slide or opening paragraph for a supply-chain strategy campaign, plus specific trigger moments—growth, expansion, network redesign and service problems—that a brand can use to segment outreach.

A newcomer can see how Anthony Jasso connects operational metrics to business outcomes.

The post contrasts easy-to-track metrics—arrival, cost, time—with consequences they miss: a late shipment stopping a production line, a missed sailing affecting inventory weeks later, or a lower freight rate creating a larger cost elsewhere. It closes by asking what the business needs the freight to accomplish, not just how to move it.

For brands planning a campaign

A strong basis for a metrics-versus-outcomes content piece, such as a checklist pairing common transportation KPIs with the business questions they miss. The post also gives a brand a way to discuss total cost without leading with price.

One post recalls an early-career meeting where the conversation covered growth, customers, demand, expansion, and the future before transportation came up.

• The lesson: understanding the business leads to a better transportation strategy.
• Another says transportation metrics such as on-time delivery, cost, and transit time don’t show what a shipment means to the business: a late shipment can stop a production line, a missed sailing can affect inventory weeks later, and a lower freight rate can create a larger cost elsewhere.
• A third says transportation alone can’t solve supply-chain challenges; resilient organizations connect transportation, warehousing, visibility, and execution in a single strategy.

For brands planning a campaign

Use this as the core thought-leadership angle: position Anthony Jasso as a strategist who connects logistics choices to board-level outcomes such as growth, continuity, inventory, and network resilience. Campaign content should show how a transportation decision affects the wider operation, not just rate or speed.

Examples: Source 1 · Source 2 · Source 3 · Source 4

In one, Anthony Jasso asks a founder three questions—where the business will be in three years, what keeps them up at night, and what breaks first if the company doubles—then spends an hour discussing growth, customers, demand, and expansion rather than transportation. In another, after noticing trailers at a facility, they research what the business builds, where its market is headed, what pressures it faces, and how its supply chain could support or limit growth before reaching out.

First-person narrative with a concrete scene, bulleted questions or observations, and a stated lesson.

For brands planning a campaign

This supports educational content on discovery, pre-call research, and consultative selling. A brand can turn the specific question sets into practical sales-enablement prompts or a webinar on moving from cold outreach to business conversations.

Examples: Source 1 · Source 2

A late shipment could stop a production line, a missed sailing could affect inventory weeks later, and a lower freight rate could create a much larger cost elsewhere. The takeaway: don’t make transportation decisions in isolation; ask what the business needs the freight to accomplish.

For brands planning a campaign

Use this for content on total logistics cost, operational risk, and service-level impact. The examples make the case for manufacturers, distributors, or shippers weighing trade-offs beyond freight rate.

Examples: Source 1

The post frames resilient, agile supply chains as a competitive advantage.

This item rests on a single post, with directional claims and no supporting data, links, or case examples. Ask Anthony Jasso for evidence or examples before using the claims as documented findings.

For brands planning a campaign

This post offers a starting point for trend commentary on logistics technology, nearshoring, and sustainability. Ask Anthony Jasso to expand on these themes with evidence or examples before presenting the assertions as documented findings.

Examples: Source 1

Most opportunities, it says, arise when a company is growing, expanding, redesigning its network, or solving service challenges. Transportation then becomes more than moving freight—it becomes a business strategy.

For brands planning a campaign

Use this for network-design and integrated supply-chain content. It opens a discussion of how a campaign can cover warehousing, visibility, and execution alongside transportation, rather than treating freight as a separate service.

Examples: Source 1

The post argues that transportation has moved from a cost center to a boardroom-level strategic concern, citing LTL and parcel, truckload and autonomous trucking, nearshoring and multimodal freight, and sustainability as forces behind the change. Ask whether Jasso owns the company or works there.

Original disclosure

Anthony Jasso Leverage Supply Chain Group, LLC

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Both take a stated position and close by asking readers what they think: one on who captures the value AI creates in freight forwarding, the other on what a business needs a shipment to accomplish.

Alain Borri works at the level of market structure: whether the standalone TMS survives, whether productivity gains stay in a forwarder's margin or get passed to customers, and how pricing models at named vendors are shifting.

• Those posts name companies and pricing changes and point to a newsletter.
• Anthony Jasso writes from inside customer conversations, sharing lessons about discovery questions and how a shipment affects a production line, without making predictions about software categories.

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Both are interested in how people in the industry learn and make decisions.

Kevin Parkerson's format is interviews, event recaps, and programs: a podcast episode with named guests, recognition of a logistics technology provider, and a scholarship day with university students.

• The posts point readers to recordings.
• Anthony Jasso writes in a single voice, sharing lessons drawn from their own customer meetings rather than from guests, vendors, or events.

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Both use a concrete frame to make the point and treat supply chain fundamentals as the base that newer tools build on.

Eva Ponce's format is academic programming: MIT-linked webinars with named guests, poll results from hundreds of respondents, and links to recordings.

• Anthony Jasso writes short LinkedIn posts from personal experience and cites no data or research.
• Ponce focuses on analytics and agentic AI capability; Jasso on transportation execution and customer strategy.

Read original · Original 2

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.

Tradeoff: this is an argument about where value and software categories are headed, not a guide to changing a transport decision.

• The practical, question-led approach that makes Anthony Jasso’s material usable as a campaign spine is largely absent, so a brand seeking a how-to-through-dialogue series would need to supply that layer.
• Both posts end with a newsletter call to action, so an editor would need to separate the industry argument from the promotion.
• Before proceeding, ask for a broader sample to assess the range of formats and how consistently these themes recur.

Examples: Source 1 · Source 2

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.

Tradeoff: the posts are recaps.

• They name sponsors, speakers and guests and summarise someone else’s conversation, delivering credibility and access rather than a first-person position on how a buyer should change a transportation decision.
• For a campaign moving a conversation from rate quotes to business strategy, an editor gets less ready-made argument than from Anthony Jasso’s posts.
• Before proceeding, ask for a broader sample and details on commercial format and audience figures.

Examples: Source 1 · Source 2

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.

Tradeoff: the content is programme and event promotion plus reported takeaways, not an argument about freight economics or network design, so it fits an education-led campaign better than a managed-transportation sale.

• The skills and AI-use percentages come from webinar polls of self-selected attendees, a narrower base than the professional audience a brand is trying to reach.
• Before proceeding, ask how respondents were selected and request audience size and commercial terms.

Examples: Source 1 · Source 2