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Flex, Jabil, and Foxconn: The Quiet Evolution of Contract Manufacturing into Full-Scale Supply-Chain Orchestration

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Flex, Jabil, And Foxconn: The Quiet Evolution Of Contract Manufacturing Into Full Scale Supply Chain Orchestration

For years, Flex, Jabil, and Foxconn stayed mostly behind the curtain. They built the phones, servers, and circuit boards that defined the digital age but rarely shaped the conversation around how those products reached the market. Their role was clear: manufacture efficiently, quietly, and at scale.

That clarity has disappeared. In a decade defined by shortages, trade realignments, and energy transitions, these firms have become something very different from what they once were. They are no longer just builders; they are orchestrators.

Flex, Jabil, and Foxconn now manage global webs of suppliers, logistics partners, and analytics platforms. They model their networks as living digital twins. They route materials and capacity like air traffic controllers managing a global sky. And increasingly, they are the ones telling their customers—the world’s largest OEMs—how to adapt.

A Changing Landscape

The traditional contract manufacturing model worked when the world was predictable. OEMs designed; CMOs executed. Factories in Shenzhen or Guadalajara turned out millions of identical units, guided by static schedules and long lead times.

Then the shocks arrived—pandemic shutdowns, chip shortages, shipping gridlocks, and new sustainability rules. Each exposed how little real-time visibility existed between the factory floor and the final customer. OEMs needed partners who could not just make products but anticipate, coordinate, and recover.

Contract manufacturers filled the void. They already sat at the junction of supply, production, and logistics. They owned the data, the relationships, and the physical footprint. What changed is how they began using those assets—connecting them into synchronized systems that resemble digital nervous systems for global supply chains.

The shift marks a quiet turning point. Manufacturing is no longer a service that ends when the box leaves the dock. It’s becoming an ongoing process of orchestration—balancing materials, transport, emissions, and cost in real time.

Flex: Seeing the Whole Field

Inside Flex’s command centers, dozens of screens light up with data from thousands of suppliers and hundreds of factories. The system, called Flex Pulse, pulls together inventory levels, transit data, labor availability, and risk alerts from around the world.

It’s a long way from the Flextronics of the 1990s. Today, Flex markets “visibility as a service.” When a shipment is delayed at a port in Malaysia, its planners see it instantly and can reroute components before an OEM even notices.

Flex also treats sustainability as a data problem. Its Circular Economy Solutions unit tracks products after they leave the factory—managing repair, refurbishment, and recycling. In doing so, the company touches nearly every point in the supply chain, from sourcing to end-of-life logistics.

For clients like HP or Cisco, Flex no longer just builds products. It models how the flow of materials, energy, and information moves across continents—and finds ways to make that flow more efficient and more compliant.

Jabil: Modeling the Future

Jabil has taken a more analytical path. Its engineers describe the company’s Intelligent Digital Supply Chain as a “digital twin of everything.”

Each Jabil customer’s network—suppliers, carriers, distribution centers—is modeled virtually. Algorithms run thousands of “what-if” scenarios every day: What if a component is delayed in Thailand? What if airfreight prices spike? What if a hurricane closes a port?

The system’s responses don’t stay theoretical. They drive actual planning decisions, updating production schedules and shipping modes automatically.

This predictive posture gives Jabil an unusual vantage point. It sees trends across industries—consumer electronics, healthcare, automotive—and uses those insights to anticipate future disruptions. In essence, Jabil’s twin doesn’t just mirror reality; it rehearses it.

That capability has changed how customers view the company. Instead of being a vendor, Jabil becomes a co-strategist, an extension of the customer’s supply-chain control tower.

Foxconn: Orchestrating at Scale

If Flex and Jabil are building digital networks, Foxconn is building physical ones to match. The company that once symbolized mass manufacturing in China is now creating a distributed system across Asia, Europe, and the Americas.

Foxconn’s SCM 2.0 platform links suppliers, plants, and logistics partners into a unified model. Through partnerships with NVIDIA and AWS, it’s embedding AI directly into production and transport planning. That means the same data guiding a robot arm on a factory floor can also guide a truck or a vessel halfway around the world.

The company’s move into electric vehicles has only deepened its logistics sophistication. Producing EV components requires coordinating metals, batteries, semiconductors, and software—each with its own volatile supply chain. Foxconn’s orchestration system tracks all of them, adjusting as markets shift.

It’s an empire built on synchronization. From phones to EVs to data-center servers, Foxconn is quietly becoming the global conductor of high-tech production.

Technology as Infrastructure

Digital twins and AI systems may sound abstract, but they now form the backbone of physical operations.

Across all three companies, these technologies enable a continuous feedback loop between planning and execution. Each site, supplier, and carrier becomes a sensor node feeding the model. The twin, in turn, suggests actions—reroute shipments, shift production, reorder components—and those actions cascade through real-world logistics systems.

The value is not in the software itself but in the coordination it creates. A shipment delayed in Taiwan triggers a sourcing change in Poland and a new delivery schedule in Texas—all before a customer picks up the phone.

For logistics professionals, this marks a profound change. Working with CMOs no longer means managing discrete purchase orders. It means collaborating within a shared orchestration layer that spans production and transport alike.

As ARC Advisory Group and other analysts have noted, this level of visibility and control once belonged to OEMs. Increasingly, it belongs to their manufacturing partners.

The New Risks

With new control comes new responsibility.

Data stewardship is the first challenge. As CMOs integrate supplier, logistics, and customer data, ownership becomes blurred. Who controls the digital twin of a shared factory? Who decides which data are shared or anonymized?

Cybersecurity is the next. The same networks that make orchestration possible also widen the attack surface. Jabil and Foxconn, both operating across dozens of jurisdictions, must comply with regional privacy and export-control laws while keeping data synchronized globally.

Then there’s strategic dependency. Once an OEM relies on a CMO for end-to-end coordination, switching providers becomes difficult. Some OEMs now diversify orchestration partners—spreading production between Flex and Jabil—to avoid single points of control.

None of these risks are disqualifying. But they demand new governance models—shared dashboards, co-managed data lakes, and contracts that treat visibility as a joint asset rather than a proprietary tool.

What Comes Next

The evolution of contract manufacturing mirrors a broader truth about global logistics: intelligence is shifting to the edges of the network.

By 2030, the most capable CMOs will function like distributed command centers—running forecasting, sourcing, production, and logistics on behalf of multiple OEMs simultaneously. The model will blur traditional lines of ownership. OEMs will define brand and strategy; orchestrators will ensure those strategies can actually move through the world.

For executives managing supply chains today, several lessons stand out:

Data is now shared infrastructure. OEMs and CMOs must design integrations that let both parties see and act on the same data in real time.
Resilience outweighs cost. Regional manufacturing networks can protect against shocks, but only if their data models are harmonized across continents.
People still matter. The best orchestration systems keep humans in the loop, using analytics to guide decisions rather than replace them.

These lessons are less about technology than trust. The companies that succeed will be those that treat supply-chain intelligence not as a proprietary edge, but as a shared foundation.

The story of Flex, Jabil, and Foxconn is not just about manufacturing scale—it’s about adaptation. Each saw that in a world of endless volatility, coordination is the new competitive advantage.

They began by building things. Now they build systems that build things better.

And as those systems become more connected, the distinction between manufacturer, supplier, and logistics provider continues to fade. What remains is a network that thinks, learns, and adjusts in real time—a supply chain that doesn’t just respond to change but anticipates it.

The quiet contract manufacturers of yesterday are becoming the conductors of tomorrow’s global orchestra.

The post Flex, Jabil, and Foxconn: The Quiet Evolution of Contract Manufacturing into Full-Scale Supply-Chain Orchestration appeared first on Logistics Viewpoints.

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What a Return to the Red Sea Could Mean for the Container Market

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What a Return to the Red Sea Could Mean for the Container Market

November 26, 2025

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As the fragile but still-in-place Israel-Hamas ceasefire nears the two-month mark, and with the Houthis declaring an end to attacks on passing vessels, there is more and more anticipation that the long-awaited return of container traffic to the Red Sea may be coming soon.

Though Maersk maintains it has not set a date, the Suez Canal Authority stated that Maersk will resume transits in early December. ZIM’s CEO recently stated that a return in the near future is increasingly likely, and CMA CGM is reportedly preparing for a full return in December.

Operational Impact

The shift of most of the 30% of global container volumes that normally transit the Suez Canal away from the Red Sea and around the Cape of Good Hope almost exactly two years ago added seven to ten days and thousands of nautical miles to Asia – Europe journeys and to some Asia – N. America sailings as well.

The return of container traffic to the shorter Suez route will result in the sudden early arrival of these ships, which will mean significant vessel bunching and congestion at already persistently congested European hubs. This congestion will cause delays and absorb capacity which could push container rates up on the affected lanes, and possibly beyond.

The shift back through the Suez Canal may initially keep some of the typically lower volume ports in Europe that have become transhipment centers during the Red Sea crisis, like Barcelona, busy while carriers may omit port calls at some of the congested major hubs. But after the unwind, these ports, as well as African ports that have been used as refuelling stops during the last two years, will see port calls decline.

Carriers have plans for a gradual phase in of the transition back to the Red Sea, with smaller vessels starting to transit first. This approach would still cause vessel bunching, but would be aimed at minimizing the impact of the reset as much as possible.

But some carriers are skeptical that an orderly phase-in will happen, as they expect pressure from customers who will want a return to the shorter route as quickly as possible. Analysis from Sea Intelligence suggests that the more gradual the transition, the less disruptive it will be, while the faster the return the more disruptive it will be during the up to two months it will take for schedules to return to normal.

Ocean expert Lars Jensen also notes that a return during the lead up to Lunar New Year would coincide with an increase in demand, and would put more pressure on ports and rates than if the transition takes place post-LNY when demand is typically weak. With carriers signalling the shift will begin in December and pre-LNY demand probably picking up in mid-January next year, it seems likely the two will coincide.

Implications for Capacity – and Rates

Red Sea diversions were estimated to have absorbed about 9% of global container capacity by keeping ships at sea for longer and – with longer journeys meaning vessels would arrive back at origins days behind schedule – via carriers adding extra vessels to services in order to maintain planned weekly departures.

This drain on capacity caused Asia – Europe rates to more than triple and transpacific rates to more than double in the two months from the time the diversions began to just before Lunar New Year of 2024. And though rates moved up and down along with seasonal changes in demand, the capacity drain pushed East-West rates up to 2024 highs of $8,000 – $10,000/FEU and set a highly elevated floor of $3,000 – $5,000/FEU during low demand periods that year.

But even with Red Sea diversions continuing to absorb capacity in 2025, continued fleet growth through newly built vessels entering the market has meant that the container trade has already become significantly oversupplied.

As such, rates on these lanes – even before the capacity absorbed by diversions has re-entered the market – have consistently been significantly lower than in 2024 even during months when volumes have been stronger, with prices on some lanes reaching 2023 levels for a span in early October. Recent carrier struggles maintaining transpacific GRIs point to this challenge already.

Even with Red Sea diversions continuing and even during months in 2025 with stronger year on year volumes, capacity growth has meant rates in 2025 have been lower than in 2024.

Yes, the initial congestion and delays caused by the transition back to the Suez Canal will at first put upward pressure on rates for Asia-Europe containers and probably to a lesser degree on the transatlantic lanes as well. If the congestion ties up enough capacity or impacts operations at Far East origins, the rate impact could spread to the transpacific as well. As noted above, if the return coincides with the lead-up to LNY, it will have a stronger impact on rates as there will be pressure from the demand side as well.

But once the congestion unwinds and container flows and schedules stabilize the shift will ultimately release more than two million TEU of container capacity back into the market. This surge will put even more downward pressure on rates and increase the challenge of effectively managing capacity for carriers seeking to keep vessels full and rates profitable in 2026.

Judah Levine

Head of Research, Freightos Group

Judah is an experienced market research manager, using data-driven analytics to deliver market-based insights. Judah produces the Freightos Group’s FBX Weekly Freight Update and other research on what’s happening in the industry from shipper behaviors to the latest in logistics technology and digitization.

Put the Data in Data-Backed Decision Making

Freightos Terminal helps tens of thousands of freight pros stay informed across all their ports and lanes

The post What a Return to the Red Sea Could Mean for the Container Market appeared first on Freightos.

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Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update

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Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update

Discover Freightos Enterprise

November 25, 2025

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) decreased 32% to $1,903/FEU.

Asia-US East Coast prices (FBX03 Weekly) decreased 8% to $3,443/FEU.

Asia-N. Europe prices (FBX11 Weekly) decreased 1% to $2,457/FEU.

Asia-Mediterranean prices (FBX13 Weekly) increased 6% to $2,998/FEU.

Air rates – Freightos Air index

China – N. America weekly prices decreased 2% to $6.50/kg.

China – N. Europe weekly prices decreased 1% to $3.97/kg.

N. Europe – N. America weekly prices increased 1% to $2.33/kg.

Analysis

Despite higher tariffs since early this year, US retail sales have proved resilient and are expected to grow through the holiday season. The solidifying tariff landscape is nonetheless facing destabilizing forces like recent China-Japan tensions, and the US Supreme Court’s pending decision on the legality of Trump’s IEEPA-based tariffs.

But the White House is signalling it is already taking steps to ensure that a SCOTUS loss will not open a low tariff window. So, if consumer spending remains strong, and the status quo of the trade war holds up, the US could enter a restocking cycle in 2026 as frontloaded inventories wind down. This restocking could mean stronger freight demand than some have anticipated for next year.

On the freight supply side though, there is more and more discussion of container traffic’s coming return to the Red Sea as the fragile Israel-Hamas ceasefire remains in effect. And while most carriers are not offering a timeline, ZIM’s CEO recently stated that a return in the near future is increasingly likely.

The shift of most of the 30% of global container volumes that normally transit the Suez Canal away from the Red Sea and around the Cape of Good Hope almost exactly two years ago added seven to ten days and thousands of miles to Asia – Europe journeys and to some Asia – N. America sailings as well.

The return of container traffic to the shorter Suez route will result in the sudden early arrival of these ships, which will mean significant vessel bunching and congestion at already persistently congested European hubs. This congestion will cause delays and absorb capacity which could push container rates up on the affected lanes, and possibly beyond.

Carriers have plans for a gradual phase in of the transition back to the Red Sea, with smaller vessels starting to transit first. This approach would still cause vessel bunching, but would be aimed at minimizing the impact of the reset as much as possible.

But some carriers are skeptical that an orderly phase-in will happen, as they expect pressure from customers who will want a return to the shorter route as quickly as possible. Analysis from Sea Intelligence suggests that the more gradual the transition, the less disruptive it will be, while the faster it is the more disruptive it will be, and the more pressure it will put on freight rates during the up to two months it will take for schedules to return to normal.

Ocean expert Lars Jensen also notes that a return during the lead up to Lunar New Year would coincide with an increase in demand, and would put more pressure on ports and rates than if the transition takes place post-LNY when demand is typically weak.

The capacity absorbed through Red Sea diversions pushed East-West rates up to highs of $8,000 – $10,000/FEU in 2024 and set a highly elevated floor of $3,000 – $5,000/FEU during low demand periods that year. But even with Red Sea diversions still in place this year, rates on these lanes have consistently been significantly lower than last year, with prices on some lanes reaching 2023 levels for a span in early October.

The transition back to the Suez Canal – be it more or less chaotic – will ultimately release more than two million TEU of container capacity back into the market. This surge will put even more downward pressure on rates and increase the challenge of effectively managing capacity for carriers seeking to keep vessels full and rates profitable.

The current overcapacity on the East-West lanes is the main reason that carriers’ November transpacific GRIs which had pushed West Coast rates up by $1,000/FEU this month to about $3,000/FEU have now fizzled.

Asia – N. America West Coast prices fell 32% last week to $1,900/FEU with daily rates this week down another $100 so far, but prices remain above the $1,400/FEU low for the year hit in early October. Last week’s vessel fire at the Port of LA does not seem to have had an impact on prices as operations have quickly recovered. Rates to the East Coast fell 8% to $3,400/FEU last week but are at $3,000/FEU so far this week, about even with levels in early October before these set of GRI introductions.

Meanwhile, October and November’s GRIs on Asia-Europe lanes have stuck, with rates to Europe and the Mediterranean both 40% higher than in early October at $2,500/FEU and $3,000/FEU respectively. These rate gains may be surviving on aggressive blanked sailings on these lanes.

Carriers are planning additional GRIs for December aiming for the $3k-$4k/FEU level as they continue to reduce capacity – with an announced labor strike in Belgium likely to help absorb some supply – but there are signs that these increases may not take.

In air cargo, peak season demand is driving rates up and should keep doing so for the next couple weeks. Freightos Air Index data show ex-China rates remaining strong at about $6.50/kg to N. America and $4.00/kg to Europe last week. Demand out of S. East Asia has grown significantly during this year’s trade war, with rates also elevated on these lanes at $5.40/kg to the US and $3.50/kg to Europe.

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Rate, Book, & Manage: Real-time rate comparison, instant booking, and easy tracking at every shipment stage.

Judah Levine

Head of Research, Freightos Group

Judah is an experienced market research manager, using data-driven analytics to deliver market-based insights. Judah produces the Freightos Group’s FBX Weekly Freight Update and other research on what’s happening in the industry from shipper behaviors to the latest in logistics technology and digitization.

Put the Data in Data-Backed Decision Making

Freightos Terminal helps tens of thousands of freight pros stay informed across all their ports and lanes

The post Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update appeared first on Freightos.

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How AI Is Driving the Future of Industrial Operations and the Supply Chain

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How Ai Is Driving The Future Of Industrial Operations And The Supply Chain

ARC Industry Leadership Forum • Orlando, Florida
February 9–12, 2026 • Renaissance Orlando at SeaWorld

Artificial intelligence is reshaping how industrial organizations run their operations and supply chains. The shift is real. The early experiments are gone. Today, companies are redesigning their planning, logistics, reliability, sourcing, and production workflows around systems that can think, react, and coordinate.

At ARC Advisory Group, we’re seeing this change accelerate every quarter. AI is moving from a standalone project to the connective tissue between operational systems. It’s improving how energy is consumed, how materials flow, how assets behave, and how teams respond to uncertainty.

This February, leaders from across the world will gather in Orlando to break down where AI is creating value and what comes next.

Event Details
Renaissance Orlando at SeaWorld
6677 Sea Harbor Drive, Orlando, FL 32821
February 9–12, 2026
Event link: https://www.arcweb.com/events/arc-industry-leadership-forum-orlando

More than 200 colleagues are already registered, including Conrad Hanf and a broad mix of executives, operations leaders, and technologists.

Why AI Matters Right Now

AI gives industrial organizations three capabilities they’ve never had before.

Real-time awareness.
Factories, yards, pipelines, fleets, and distribution nodes are producing enormous amounts of data. AI helps cut through that noise. It identifies what matters, when it matters, and why. The result is faster decisions and fewer surprises.

Coordination across functions.
Production affects logistics. Maintenance affects throughput. Sourcing affects lead time. AI lets these domains share context and act together instead of waiting for a meeting or a spreadsheet adjustment. Decisions that once took a day now happen instantly.

Pattern recognition at scale.
AI sees the earliest signals of asset degradation, demand shifts, port delays, or supply risk. It doesn’t wait for a problem to become a crisis. It alerts teams early and recommends actions with enough lead time to matter.

What Leaders Are Focusing On

Across our research and briefings, the same themes keep rising to the surface.

AI-driven maintenance and reliability.
Predictive models are becoming the default. They diagnose root causes, calculate the impact of failure, and help schedule work when it makes operational sense.

Modern planning and scheduling.
Forecasts now incorporate external signals, real-time plant conditions, and multi-site interactions. Planners are starting to work with continuously updated recommendations instead of static plans.

Autonomous supply chain operations.
AI agents are beginning to negotiate with carriers, re-route shipments, rebalance inventory, and adjust sourcing strategies. This isn’t sci-fi. It’s quietly happening in live networks.

Graph intelligence.
Industrial networks are connected by thousands of relationships. Knowledge-graph models help organizations understand those connections and trace how one event cascades across an entire operation.

Data discipline.
AI’s performance depends on clean, harmonized data across ERP, MES, historians, WMS, TMS, and supplier systems. Many companies are now tackling this foundational work head-on.

Human and AI collaboration.
The most successful organizations aren’t automating people out. They’re giving operators, planners, and engineers AI tools that amplify experience and judgment.

Why Attend the ARC Industry Leadership Forum

The Forum is where these shifts come together. Attendees will see:

• Real-world case studies from global manufacturers, logistics leaders, and utilities
• Demonstrations of AI-enabled control towers and reliability platforms
• Deep-dive sessions on agent-based systems, context management, RAG assistants, and graph reasoning
• Roundtable conversations with peers facing the same operational pressures
• Practical discussions on governance, cybersecurity, workforce roles, and measurable ROI

This event is built for leaders who want clarity, validation, and a realistic roadmap for scaling AI across the industrial value chain.

A Turning Point for Industrial Operations

AI is changing the fundamentals of how materials move, how assets perform, how demand is met, and how decisions get made. The organizations that learn to use this intelligence well will operate with more resilience, more predictability, and less friction.

The ARC Industry Leadership Forum is the best place to understand what this looks like in practice and how to prepare your organization for it.

Join Us in Orlando

If your role touches operations, supply chain, engineering, logistics, maintenance, or industrial strategy, this gathering will be well worth your time.

Reserve your seat:
https://www.arcweb.com/events/arc-industry-leadership-forum-orlando

We hope to see you there.

The post How AI Is Driving the Future of Industrial Operations and the Supply Chain appeared first on Logistics Viewpoints.

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