How Should the Logistics Industry Adjust to Big Data?

Spend enough time inside a warehouse and you quickly learn that no two businesses move quite the same way. Products are different, customers are different, expectations are different, and even two brands selling similar items can require completely different approaches once their products reach the warehouse. That reality came through clearly when Bryan Corbett , Vice President of Sales and Marketing at Barrett Distribution Centers, sat down with Nathan Chaney of the Supply Chaney Podcast inside Barrett's facility in Forney, Texas. Bryan has spent 25 years in supply chain, but his perspective is shaped by something more personal than years in the industry. Long before joining Barrett, he was running his own warehouses, unloading trucks, creating barcodes, managing inventory, and figuring out how to get products to customers while building his own businesses. Today, that experience influences the way he thinks about what companies actually need from a 3PL. And throughout the conversation, one idea continued to surface: the best partnerships happen when you understand what a business is trying to become, not simply what it needs today. Knowing Who You Are Matters There is a certain confidence that comes from knowing what you do well and not trying to be everything to everyone. For Barrett, that means understanding the kinds of businesses where its experience can make the greatest difference. Bryan described Barrett as a third generation, family owned 3PL with decades of experience and a network spanning key markets across the United States. But the more interesting part of the conversation was not the size of the network. It was what happens inside it. Barrett works with businesses at different stages of their journey, including established companies and growing brands that have reached a point where what worked before may no longer be enough. Bryan described Barrett as a "level up partner," a phrase that came from the way customers themselves have described the relationship. That transition can happen for many reasons. A brand may be entering retail for the first time, managing more products, expanding across the country, or simply realizing that its current setup cannot comfortably support where the business is headed. Whatever brings a company to that point, growth tends to introduce new questions. Barrett's role is to help customers work through those questions without losing sight of what made their brand successful in the first place. Not Every Customer Needs the Same Answer Walk through Barrett's Texas facility and the idea of customization becomes much easier to understand. As Bryan pointed out during the conversation, multiple customers can operate under the same roof while using distinctly different setups because their businesses require different things. That willingness to adapt is especially important for brands with requirements that fall outside a standard pick, pack, and ship model. Some customers need specialized kitting. Others have unique retail requirements, personalized orders, or packaging that needs to feel unmistakably theirs. Bryan shared one example involving a customer preparing for a runway event in Miami. Barrett's team assembled roughly 400 kits containing approximately 70 individual items each in only a few days. It is the kind of project that does not fit neatly into a standard process, and that is exactly the point. As Bryan explained, Barrett is willing to embrace the work that can be difficult to standardize. That flexibility gives brands room to remain themselves as they grow. They should not have to strip away the details that make their customer experience special simply because their business has become larger. Experience Still Counts Technology has changed warehouses dramatically, and it will continue to do so. Bryan and Nathan talked about robotics, warehouse software, automation, and the constant stream of new tools entering the industry. But Bryan offered a perspective that is easy to lose in the excitement surrounding new technology. New does not automatically mean better. Barrett evaluates technology based on whether it genuinely improves the work being done rather than adopting something simply because it is the newest option available. Some customer environments benefit from robotics. Others are better served by a more hands on approach. The answer depends on the work, the products, and the people involved. Bryan summed up that philosophy through an observation that has stuck with him: “It turns out humans are pretty good at things.” It is a simple statement, but there is a lot behind it. Technology can make people faster, provide better information, and take repetitive work off their plates. What it cannot replace is the judgment that comes from experience. Barrett has team members who have spent 15 or 20 years with the company. That history matters because when something unusual happens, there is value in having people around who have seen difficult situations before and know how to respond. A Partnership Should Feel Personal Perhaps the most human part of Bryan's conversation had very little to do with warehouses at all. Choosing a 3PL requires an enormous amount of trust. A company is handing over products it has spent years developing and a portion of the experience it has promised its customers. For larger businesses, that decision can affect a significant part of the company. Bryan does not take that lightly. “I don't hand off. I'm friends with my clients. Not just friends with them, I want them to succeed.” That line says a lot about how Barrett views partnership. Winning someone's business is only the beginning. The real work comes afterward, when plans change, challenges appear, opportunities arise, and both teams have to figure out what comes next. It also explains why Barrett talks so openly about the brands it serves. Celebrating a customer's growth, sharing their products, or helping introduce their story to a larger audience may not appear in a traditional description of what a 3PL does, but it reflects something deeper about the relationship. When customers succeed, Barrett succeeds with them. Built for What Comes Next Toward the end of the conversation, Bryan made a statement that captures the heart of Barrett's approach: “We only grow when other companies grow with us.” There is something refreshingly simple about that idea. A lasting 3PL relationship should never feel like two companies moving in separate directions. As a customer's business changes, the conversations change with it. New channels emerge, order volumes increase, products evolve, and opportunities appear that may not have existed when the partnership began. Barrett's job is not to make every customer fit the same mold. It is to understand what makes each business different and bring the experience, people, space, and technology needed to help that business move forward. After more than 80 years in business, Barrett has seen plenty change. Technology will continue to advance, customer expectations will continue to rise, and the way products move will undoubtedly look different in another decade. What remains remarkably consistent is the value of having experienced people who care about the outcome. Because at the end of the day, a warehouse is only part of what a company is choosing when it selects a 3PL. It is choosing the people who will stand behind its products, solve problems when they arise, protect the details its customers care about, and hopefully still be there as the business enters its next chapter. For Barrett, that is what partnership is meant to look like.

For millions of people, Girl Scout Cookie season means one thing: stocking up on your favorites before they're gone. For the Barrett team? It means peak season in full swing. Behind every box of Thin Mints, Samoas, Adventurefuls, and Tagalongs is a carefully coordinated logistics operation that ensures cookies arrive where they need to be—accurately, on time, and ready to delight customers across the country. It's More Than Cookies Girl Scout Cookie season is one of the most recognizable seasonal programs in the country, but it's also one of the most demanding from a logistics perspective. High order volumes. Tight timelines. Thousands of shipments. Every order matters. That's where Barrett comes in. This season, our team fulfilled more than 416,000 orders and shipped over 2.6 million units , helping keep one of America's favorite traditions running smoothly. That's a lot of cookies...and an even bigger team effort.