Moving into new markets beyond the U.S., even to nearby Canada, has its complications. A marketer of outdoor apparel and gear partnered with Purolator International to ease the way.

Sometimes, a change of partners is required to bring the best out of a company. Turtle Wax's transportation and inventory management got a brand new look when it partnered with LeSaint Logistics.

A labor shortage in China? Who would have thought it possible?

When the Great Recession hit, an Irish dairy and nutritionals provider realized its manual method for managing transportation and delivery was woefully inadequate. The problem was solved when it automated routing and scheduling.

The big merchandiser looked to Genco to provide a system for the rapid and efficient processing of merchandise that's designated for redeployment, return to vendor and liquidation.

The big maker of flatscreen TVs cuts logistics costs and boost sales, by offering product discounts in exchange for bulk buys by retailers. A partnership with C.H. Robinson makes the program work.

Oh, sure, go on and do it by yourself. Just try to run the company without any help. Treat suppliers like you don't need them. Go on! If there's a recipe for disaster, that's probably it: acting like you don't need anybody else's cooperation, input or ideas. The reality is quite a bit different though, isn't it? No company, no supply chain, exists in a vacuum. We do rely on each other, because no one of us can do it all, successfully, by ourselves. We need partners. Ah, but which partners – which ones are right for you?

When Esquire Express got into the same-day delivery market 25 years ago, it primarily moved documents for law firms, says President Steve Howard. The internet killed that business, but it also created a new market in same-day delivery of tangible goods. Esquire has thrived by partnering with 3PLs and their retail clients to deliver the same day.