Emerging markets are more important than ever, and they make up a large share of many multinational companies' revenues and growth. Yet even so, multinationals have not mastered these markets. That's because they are not playing to win.

We all know that the geography of the modern global supply chain and the concentration of manufacturing in specific areas make supplies of many components particularly vulnerable to disruption.

The fruit processor needed to reduce or eliminate its LTL costs in the Northeast and Mid-Atlantic. A 3PL focusing on CPG companies had just the ticket.

When a key customer opted to embrace the internet, the U.K.'s Europa Worldwide Logistics had to step up with new software to manage the intensified demands for order management and customer service.

Italika, the top-selling brand of motorcycle in Mexico, improves on-time delivery of parts sourced from China by changing port-to-port ocean routing and land transportation.

It is not enough for global businesses to know that in coming years China's economy will move away from an over-reliance on investment and toward more consumption. They also must know that the potential costs and benefits of rebalancing the world's second-largest economy are high and will affect industries not only domestically but also around the world.