Chain Reaction: Brian Bourke of Seko Logistics on Diversification Strategies for Resilient Supply Chains

Andre Claudio

Fri, Nov 29, 2024, 7:00 AM 4 min read

Chain Reaction is Sourcing Journal’s discussion series with industry executives to get their take on today’s logistics challenges and learn about ways their company is working to keep the flow of goods moving. Here, Brian Bourke, global chief commercial officer at Seko Logistics, discusses how the global freight forwarder is helping brands and retailers navigate disruptions and build more resilient, flexible and diverse supply chains.

Brian Bourke, Global chief commercial officer, Seko Logistics

Name: Brian Bourke

More from Sourcing Journal

Title: Global Chief Commercial Officer

Company: Seko Logistics

What industries do you primarily serve?

Seko Logistics is a global freight forwarder and third-party logistics (3PL) [firm] with nearly 50 years of logistics expertise serving the cosmetics, retail and automotive industries, to name a few. Specializing in expecting the unexpected, Seko takes a client-first approach, combining local expertise at a global scale with configurable technology platforms. This commitment enables Seko to provide forwarding, logistics and shipping solutions that transform clients’ supply chains into competitive advantages. With over 150 offices across more than 60 countries, Seko empowers companies to move at the speed of global commerce.

In the past year, Seko opened new offices in India, Malaysia, Taiwan and Portugal while expanding operations in Singapore. Since 2022, Seko and its long-time partner Airlink, Inc. have supported 51 humanitarian organizations worldwide, facilitating 309 shipments of 2,059 metric tons of aid and reaching 3.5 million people affected by global crises.

What are the main things brands and retailers could do (or stop doing) right now that would immediately improve logistics?

Brands and retailers should focus on optionality and diversification in e-commerce by offering multiple delivery service levels—including next-day options—even if they involve additional costs for consumers. In addition, they should explore how to onboard multiple carriers to support a live rate shopping model, allowing them to leverage newer, best-in-class last-mile providers that have expanded and matured their networks across the U.S. and internationally. This approach not only improves the customer experience but also enhances operational flexibility.

At the same time, retailers and brands should continuously look to expand beyond their home markets to fuel growth. There are great software partners that can assist with currency conversions, translations, digital marketing and acquisition optimization. Companies like Seko can also support international expansion by helping brands ship to new markets or set up distribution centers with lower capital expenditure (CapEx) investments, leveraging 3PL partnerships to streamline the process.

What logistic challenges (if any) do you think the industry is currently facing?

Customers can expect continued volatility, uncertainty, complexity and ambiguity. Our goal is to help build resilience by exploring new options and being creative and flexible to ensure supply chain stability and optimal inventory levels.

When it comes to supply chain logistics challenges, there are things companies can fix, and things that are beyond their control. How can the former help the latter?

Unfortunately, geopolitical issues, the potential for more tariffs, labor actions and natural disasters will continue to disrupt supply chains, and these factors are beyond our control. However, brands and retailers recognize that these challenges also affect the entire market, including their competitors. The old saying, “Companies don’t compete, supply chains compete,” is more relevant than ever in an era of ongoing disruption. While some factors are out of their hands, companies can address areas within their control by diversifying their sourcing, nearshoring where possible, expanding into new markets to avoid relying too heavily on a single region and offering more delivery options and sales channels to their customers. The future lies in diversification and optionality, fostering more resilient and agile supply chains.

As for areas of logistics that aren’t receiving enough attention, one key issue is optimizing the balance between speed and cost in last-mile delivery. Many companies still focus on just one or the other, but achieving both is crucial for long-term success in e-commerce.

What is your company doing to make the movement of goods more sustainable?

Seko is working toward its goal of achieving carbon neutrality for all Seko-owned or -controlled facilities and activities by 2050. A key component of this plan is its Sustainable Aviation Fuel (SAF) initiative, which uses a sustainable alternative to conventional jet fuel and has the potential to reduce carbon emissions by up to 80 percent.

What is the one thing brands and retailers could be doing to make better use of technology to improve logistics?

The best system a company can deploy is one that enables multiple carriers and service levels, providing more optionality and carrier diversification in real-time. This can be achieved within existing facilities or by partnering with the right 3PL that has invested in this technology.

Are you optimistic about the state of supply chains in the next few years?

Despite being in year four of constant disruption, we remain optimistic as global supply chains have become more resilient and agile, enabling them to better weather the storm.

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