Across the same five lenses (Positioning, Service Architecture, Inbound & Content, Conversion, and Audience) we scored Averitt's Distribution & Fulfillment line against seven third-party logistics competitors on the same absolute 1 to 5 scale used for truckload. The grid below is the fastest way to read the landscape: where the field clusters, where it separates, and where Averitt stands.
The headline: this field is tight. Four competitors — Saddle Creek, GXO, Ryder, and Penske Logistics — tie Averitt at 22 of 25. STG Logistics sits two points below. DHL Supply Chain is the only name above the benchmark, at 23, one point ahead. Nobody runs away with it.
That is not a tie to explain away. It is the map. The field clusters on portfolio breadth and audience targeting, and it separates on three specific things: how a shipper converts (no one in the field has self-serve), whether proof is quantified, and whether anyone has claimed a clear position in the middle of the market. Those are the openings, and they are specific. The insights below, and the chat, are where to find the moves.
Rubric v1.3 · finalized and verified August 22, 2026
Carrier
Positioning
Service Architecture
Inbound & Content
Conversion
Audience
Total
AverittBenchmark
Benchmark
22/25
Saddle Creek
At benchmark
22/25
GXO
At benchmark
22/25
DHL Supply Chain
Field high (+1 vs benchmark)
23/25
Ryder Supply Chain
At benchmark
22/25
STG Logistics
Below benchmark (-2)
20/25
NFI
Below benchmark (-4)
18/25
Penske Logistics
At benchmark
22/25
Score legend1Behind2Behind3At-par4Competitive5LeaderTap or hover any score for the rationale.
Model context explains the business model. It never changes a score.
Ten insights
The openings the score points to.
Each insight pairs a finding with the first moves Averitt can make. Items marked Decision require a Roux/Averitt strategic call.
01
The D&F field is compressed, and the compression is the finding.
Four competitors tie Averitt at 22 of 25 (Saddle Creek, GXO, Ryder, Penske Logistics), STG sits two below at 20, and DHL Supply Chain is the only name above the benchmark at 23. The field clusters on Service Architecture and Audience (mostly 4s and 5s) and separates on three things: Conversion (nobody scores above 4), Inbound depth (3 to 5), and Positioning (three Leaders, everyone else at 4). The openings are specific, not broad.
First moves
1.Read the grid as a map of where the field separates (Conversion, proof, Positioning), not as a ranking to win.
2.Put Averitt's effort where the field is weakest and the bar is clearest: a self-serve conversion surface and quantified proof.
3.Treat the tie as the baseline for the next scan: the timing layer will show who moves first.
Evidence
02
The mid-market, flexible-warehousing position is unclaimed.
The three Positioning Leaders each own an enterprise or niche promise: GXO sells automation-led 'logistics at full potential' for blue-chip companies, DHL Supply Chain sells 'the world's leading contract logistics provider' for enterprise-sized organizations, and STG sells the largest fully integrated port-to-door network. Everyone scored at 4 — Averitt included — leans on the same flexibility, scale and outcomes themes. Averitt holds the raw material of an owned line (contract-free, pay-only-for-the-space-and-time-you-use warehousing, and a named, dated proof point: #1 Warehousing & Distribution provider nationwide, 2025 Quest for Quality) but its hub carries several headlines rather than one.
First moves
1.Write the one D&F sentence Averitt can own: contract-free, regional, single-roof warehousing with PortSide and inland transportation under one partner.
2.Lead the D&F hub and every market page with that sentence; move the #1 award into the headline proof slot.
3.Pressure-test it against GXO's automation story and DHL's enterprise story so neither national can echo it.
Evidence
03
Nobody in D&F has self-serve, and unlike truckload, Averitt does not own the exception.
Every competitor converts a shipper through an inquiry or request form. GXO, STG and NFI route everything through a single generic contact path (Conversion 3). Averitt, Saddle Creek, Ryder, Penske and DHL add levers (a per-page form with state and space needed, an 'available space now' prompt, a two-day coverage promise, multiple RFP paths, a productized small-business onboarding offer) but none offers an instant space quote or online booking (Conversion 4). In truckload Averitt was one of only three carriers with instant quote-and-book; in D&F that advantage does not exist yet for anyone.
First moves
1.Build the D&F equivalent of the truckload instant-quote tool: live space availability by market plus an indicative rate, the way no 3PL in this field currently does.
2.Until it exists, make the per-market form the fastest path in the field: fewer fields, a same-day callback promise, and the contract-free lever in the form itself.
3.Market the tool the way the truckload tool should have been marketed: hero placement, a concrete proof point, a paid campaign built around it.
Evidence
04
Averitt's Inbound 5 ties the best in the field. The gap is hard numbers.
Averitt, Saddle Creek and GXO all score 5 on Inbound & Content. Saddle Creek publishes 26 named case studies with hard outcomes (99.9% order accuracy, 100% retail compliance); GXO's case studies carry numbers (picking costs down 20%, a 17-hour order-to-delivery cycle). Averitt's library is real and named (KICKER, Spectra Gutter, a mobility manufacturer, a beverage distributor, All South Flooring) and its D&F video is current, but most outcomes read qualitatively. The one hard number, KICKER's fulfillment miles cut by nearly 70%, appears in paid social rather than on the case-study page.
First moves
1.Put the KICKER number on the case-study page and in the D&F hero; then add one quantified outcome to each existing D&F case study.
2.Build a short 'results' strip on the D&F hub (accuracy, days, miles, cost) the way Saddle Creek surfaces its numbers.
3.Turn the two strongest D&F stories into 60-second videos on the channel Averitt already runs.
Evidence
05
Timing: Averitt launched a 58-page Market Directory since May. It is the only market-level D&F conversion surface in the cohort.
Between the May site capture and the August re-scrape, Averitt added a Distribution & Fulfillment Market Directory: 58 templated market pages (none existed in the May site map), each with a market-specific inquiry form, a dedicated D&F phone line, the no-long-term-contracts lever and per-market capacity figures. Two of those markets, Shreveport LA and Puerto Rico, sit outside the 14-state location selector. Competitors' location pages (Saddle Creek, Ryder, STG) are directory listings that feed the site's general contact path, not a market-specific inquiry form. In the same window Averitt's PortSide proof counters were revised down (drayage moves 13,764 to 11,840; transloads 8,880 to 7,584).
First moves
1.Treat the market pages as the D&F demand-capture system: point paid search and local SEO at them market by market, and measure conversions per market.
2.Add live capacity and a lead-time promise to each market page so the directory becomes the self-serve surface the field lacks.
3.Decide how to present the PortSide counters before a competitor notices the downward revision; lead with the network claim the numbers still support.
Evidence
06
Footprint: the nationals are inside Averitt's states, but only a handful of their sites can be named.
Where competitor location pages were readable, the picture is exact: Saddle Creek resolves to GA, OH, AL, NC, VA, TX and SC (and CA outside); Ryder's sampled pages to AL, AR, FL and GA (CA outside); STG is port-heavy, with OH, VA, FL and NC in-footprint and NJ, CA, NY and LA outside. For GXO, DHL Supply Chain, NFI and Penske no US site directory exists, so presence was established from public sources: GXO (Midway GA, 2026; Oklahoma City since 2018), DHL Supply Chain (North Jacksonville FL, Atlanta GA, Cincinnati OH, Memphis TN), NFI (Greensboro NC, Olive Branch MS, Savannah GA). Those are named samples, not networks: GXO reports 325 US facilities with no state split, DHL Supply Chain states 529 North American facilities, NFI more than 70 million square feet. Penske publishes nothing; its only in-footprint evidence is dated (Spartanburg SC transport management, 2013; Los Indios TX, 2001).
First moves
1.Treat the named in-footprint sites as the competitive set and every out-of-footprint market as opportunity, exactly as the footprint rule intends.
2.Use the Market Directory to claim the in-footprint markets where no competitor site could be named (most of the 14 states).
3.If leadership wants a full map, commission a paid facility-data pull; public sources cannot close the remaining gap honestly.
Evidence
07
DHL Supply Chain is the only score above the benchmark, and its edge is messaging, not infrastructure.
DHL Supply Chain scores 23 to Averitt's 22. The difference sits on two messaging lenses: Positioning 5 (one unmistakable enterprise promise with unique named proof: Gartner Magic Quadrant Leader eleven years running) and Audience 5 (explicit two-tier size positioning, enterprise contract logistics plus a small-business fulfillment network). Averitt beats DHL on Inbound (5 to 4): DHL's cached US pages carry gated thought-leadership but no named, quantified customer case study, and its video lives on the group channel.
First moves
1.Close the Audience gap with explicit size positioning: name the mid-market band Averitt serves best (a few thousand to tens of thousands of square feet) on the hub, not just on sub-pages.
2.Close the Positioning gap with the owned sentence from insight #2 and the #1 award as the proof slot.
3.Press the Inbound advantage: DHL has no quantified customer story on its US surfaces; Averitt can lead with one.
Evidence
08
Averitt's paid already executes the D&F position. Competitors' paid social is recruiting-heavy.
87 of Averitt's 100 paid-search creatives and 15 of its 23 LinkedIn creatives are D&F customer copy, carrying the #1 award into ad headlines. The intent-versus-execution gap seen in truckload inverts here: stated and executed messaging align. Across the field, paid social leans to recruiting: of Penske Logistics' 300 LinkedIn creatives only 8 are genuine customer creatives (the rest are warehouse job titles and recruiting); GXO and NFI mix job ads into paid search; Ryder's and DHL's domain-level paid is dominated by other divisions. Saddle Creek's current paid acquisition is zero, corroborated across channels.
First moves
1.Hold the D&F share of paid and point it at the new market pages and the self-serve surface once it exists.
2.Own the D&F customer lane on LinkedIn, where most competitors are talking to candidates, not shippers.
3.Bid on the market-level warehousing terms Saddle Creek no longer defends and Penske and NFI dilute with recruiting.
Evidence
09
Saddle Creek is the regional mirror: same vector, same total, no paid.
Saddle Creek scores exactly Averitt's vector (4/5/5/4/4, 22) and is the closest footprint peer (GA, NC, TX, OH, AL, VA, SC in-footprint). It has the deepest fulfillment tree in the cohort, 26 quantified case studies, a current customer-led LinkedIn feed (50 of 100 posts), strong organic intent on 'warehouses near me' terms, and a family-owned 'best of both worlds' angle. It also runs zero current paid acquisition. It is the competitor Averitt will meet most often in its own states.
First moves
1.Benchmark the D&F case-study page against Saddle Creek's: named customer, hard number, vertical, in that order.
2.Take the paid lane Saddle Creek leaves empty in shared markets: warehousing and fulfillment terms by metro.
3.Use PortSide plus inland transportation under one partner as the contrast Saddle Creek cannot make.
Evidence
10
Decide the one D&F position only Averitt can own.
Decision
The nationals own enterprise promises (GXO automation, DHL enterprise contract logistics, Ryder technology and scale); STG owns port-to-door; Saddle Creek owns family-owned flexibility. Averitt holds a combination none of them has: contract-free warehousing inside a 14-state network, PortSide drayage and transload feeding inland LTL and truckload under one partner, a named #1 award, and now a market-level presence no competitor has. The D&F engagement turns on choosing the single position that combination supports and aligning hub, market pages, proof and paid behind it.
First moves
1.Choose the one position, not a blend: contract-free regional single-roof, or port-to-shelf under one partner, or the award-led quality story.
2.Align positioning, market pages, quantified proof and paid behind that idea before the next scan.
3.Bring this to a dedicated Roux/Averitt working session as the central strategic decision for the D&F line.
Evidence
Provider by provider
Strengths and weaknesses, through the D&F lens.
The short read on each provider in the cohort, with their five-lens score line for reference.
Averitt
Benchmark
benchmark
Regional D&F network (14 states) inside a multi-service carrier; D&F is the center of gravity of its paid search.
Total 22/25
Strengths
All seven D&F buckets merchandised on dedicated, cross-linked pages, with PortSide feeding inland LTL, truckload and rail under one partner. Named, dated proof (#1 Warehousing & Distribution provider nationwide, 2025 Quest for Quality). A contract-free, pay-for-what-you-use angle nobody else leads with. Executed, named case-study library, current D&F video, D&F-led paid search and LinkedIn. New 58-page Market Directory with per-market forms and a dedicated D&F phone line.
Weaknesses
Several hub headlines rather than one owned line. Case-study outcomes mostly qualitative (the KICKER ~70% figure lives in paid social, not on the page). No instant space quote or self-serve booking. Vertical storytelling on the D&F surfaces themselves is light. PortSide proof counters were revised down between May and August.
Saddle Creek
at benchmark — regional peer
Regional family-owned omnichannel 3PL (Lakeland FL); the closest footprint peer (GA, NC, TX, OH, AL, VA, SC in-footprint).
Total 22/25
Strengths
Deepest fulfillment tree in the cohort (ecommerce, omnichannel, retail, subscription), food-grade warehousing, cross-dock, a named WES/WMS/OMS/TMS stack, quantified cross-sell. 26 named case studies with hard outcomes (99.9% order accuracy, 100% retail compliance). Current customer-led LinkedIn. Family-owned 'best of both worlds' angle and a consistent mantra.
Weaknesses
Positioning leans on common outcome themes rather than one unmistakable line. No self-serve quote. Current paid acquisition is zero across channels (corroborated). Video is real but dated (newest 2021). Size framed as a segment (growth brands), not explicit tiers.
GXO
at benchmark — national
Pure-play enterprise contract-logistics national/global (multi-billion). US-English pages only were scored; no US location directory is published.
Total 22/25
Strengths
One unmistakable promise ('logistics at full potential', automation and innovation leadership) with named, quantified proof (Fortune-100 clientele, picking costs down 20%, 17-hour delivery). Quantified sector case studies, a technology content hub, current D&F video, strong authority. Per-industry storytelling with explicit enterprise size positioning; clean customer pages.
Weaknesses
Capabilities presented as a tailored menu rather than a merchandised one-partner story; no warehousing hub or location directory. A single enterprise 'Contact us' form, no quote or self-serve (Conversion 3). Paid search mixes warehouse-job recruiting into customer copy. Footprint only partially nameable from public sources (Midway GA, Oklahoma City OK in-footprint) against 325 US facilities.
DHL Supply Chain
field high (+1 vs benchmark) — national
Contract-logistics division of DHL Group (world's largest 3PL). Only the US supply-chain section is this competitor; domain-level metrics and search ads are dominated by other DHL divisions and were read as confidence-only.
Total 23/25
Strengths
One unmistakable enterprise promise with unique proof (Gartner Magic Quadrant Leader eleven years running, 550+ consumer companies, 400+ fulfillment centers). Broadest merchandised solutions tree in the cohort with explicit integration stories. Explicit two-tier size positioning: enterprise contract logistics plus a small-business fulfillment network with productized onboarding. Division-specific LinkedIn content engine.
Weaknesses
No named, quantified customer case study on the cached US pages; video sits on the group channel. Conversion is an enterprise inquiry form (no quote or self-serve) apart from the small-business onboarding path. Footprint only partially nameable (Jacksonville FL, Atlanta GA, Cincinnati OH, Memphis TN in-footprint) against 529 North American facilities.
Ryder Supply Chain
at benchmark — national
National 3PL segment of a fleet leasing and rental company; domain-level metrics are division-mixed and were read as confidence-only.
Total 22/25
Strengths
Integrated one-partner narrative (warehousing, transportation, fulfillment, packaging as one operation), deep warehousing and e-commerce sub-trees, Port2Door with 10M+ sq ft near ports, named RyderShare/RyderShip platforms. Deep vertical storytelling (20+ industries) with explicit size positioning from startups to enterprise. Current D&F video; quantified customer proof in paid social (Mugsy 99.5% accuracy).
Weaknesses
Technology-plus-scale positioning is category-common; the domain's paid and organic execution is truck-rental-led. Named quantified case studies are thin on the site itself. No D&F self-serve (self-serve exists only for truck rental). Sampled location pages resolve to AL, AR, FL, GA in-footprint and CA outside.
STG Logistics
below benchmark (−2) — port-to-door specialist
Port-to-door CFS, transload and drayage specialist that restructured in 2026 (Chapter 11; emerged). Interpretive context only; never a tier input.
Total 20/25
Strengths
One unmistakable promise: North America's premier fully integrated port-to-door provider, repeated across home, ads, LinkedIn and video, with quantified scale (largest bonded CFS network, 30+ terminals, 2,500+ tractors). Current facility-tour LinkedIn and a gated 2026 shipper playbook. Clear importer/BCO/forwarder audience.
Weaknesses
A single integrated port-to-door bundle; e-commerce fulfillment, dedicated warehousing and WMS are thin or absent. No quantified customer outcomes; the site is dominated by operational alert notices. Rep-mediated conversion with no self-serve for CFS, transload or warehousing (the only quick quote is for LTL). Minimal paid. Footprint is port-heavy: NJ, CA, NY and LA outside the 14 states; OH, VA, FL, NC inside.
NFI
below benchmark (−4) — national
National family-owned 3PL with a large transportation arm (off-mode for this line); no US location directory on the site.
Total 18/25
Strengths
Integrated one-hub menu (warehouses, cross-docks, fulfillment centers, NFI eCom, port services, real estate) with the deepest PortSide story in the cohort and build-to-suit depth. Owned angle: family-owned since 1932, people-powered. Current LinkedIn feed. Confirmed in-footprint presence (Greensboro NC, Olive Branch MS, Savannah GA).
Weaknesses
Category-common positioning. Technology is a TMS/visibility story without a named WMS. No named, quantified customer case studies in the cached English pages; a recruiting-dominant video channel; brand/jobs-skewed organic. A generic contact form whose page is dominated by employment-verification copy. Customer focus mixed with recruiting on contact, paid search and video.
Penske Logistics
at benchmark — national
National/global 3PL (distribution center management, supply chain management, dedicated carriage). Footprint not determinable from the site; public evidence is dated.
Total 22/25
Strengths
Deep warehousing sub-tree (dedicated DCM, multi-client, cold chain, cross-dock, yard management), the named ClearChain platform plus piloted automation, explicit sizing guidance (75,000 sq ft multi-client threshold), a 4PL layer. Very deep educational resource center. Explicit vertical storytelling on the home hub with industry sub-pages; explicit size positioning from small businesses to enterprise; clean customer pages.
Weaknesses
Performance/expertise tone rather than a distinct owned space. Case outcomes qualitative; D&F video dated (2019). Multiple form paths, no self-serve. Paid social is recruiting in disguise: only 8 genuine customer creatives out of 300 LinkedIn creatives, the rest warehouse job titles and recruiting. Footprint effectively unverifiable from public sources (only dated evidence: Spartanburg SC 2013, Los Indios TX 2001).
Footprint
Footprint: named sites vs. stated network size.
Named sites vs. stated network size. A named site is a location with a public source, a date and a confidence grade. A network claim is the competitor's own headline number. The two must never be presented as the same thing.
The footprint rule — Averitt's 14 benchmark states
ALARFLGAILKYMSNCOHOKSCTNTXVA
A competitor location inside one of the 14 states is in-footprint (a competitor). Anywhere else is out-of-footprint (an opportunity signal, not a threat).
Averitt's own Distribution & Fulfillment location selector (captured May 2026; re-verified unchanged August 2026)
Averitt also operates facilities in Shreveport, LA and Puerto Rico, outside the 14-state selector.
Averitt
Benchmark14 states
3.2 million sq ft of distribution space (hub); 3.3 million sq ft across the network (market pages); 100+ locations
58-page Distribution & Fulfillment Market Directory added between May and August 2026, with per-market forms, a dedicated D&F phone line and per-facility square footage
Saddle Creek
Exact (from the provider's location pages)
Confirmed in-footprint presence
GA×3ALNCVAOH×2TXSC
11 cached location pages resolved to states (site-sourced).
Stated network size
'Warehouse space available nationwide'; campus and location pages; expansions noted in Fort Worth, Las Vegas, Kentucky and Myerstown PA
The provider's own claim.
Coverage
Location pages sampled, not exhaustive.
Confidence: medium
Out-of-footprint (opportunity signal)+−
CA
Ryder Supply Chain
Exact (from the provider's location pages)
Confirmed in-footprint presence
AL×3AR×2FLGA
15 of 43 mapped location pages sampled (site-sourced).
Stated network size
Footprint spanning the U.S., Mexico and Canada; 100M+ sq ft of warehouse space managed
The provider's own claim.
Coverage
Sample of the location directory; 28 pages unsampled.
Confidence: medium
Out-of-footprint (opportunity signal)+−
CA×4
STG Logistics
Exact (from the provider's location pages)
Confirmed in-footprint presence
OH×57VA×16SC×3ILTX×3GA×2FL×6NC×5
Counts are state mentions across 82 cached facility and port-alert pages, not distinct facilities; port-heavy (LA/Long Beach, NY/NJ, Chicago, Savannah).
Stated network size
Facilities at every major US port and rail ramp; 30+ terminals; the largest bonded CFS network
The provider's own claim.
Coverage
Mentions, not a facility roster; the Louisiana mentions (New Orleans CFS) stay out-of-footprint under the 14-state rule.
Confidence: medium
Out-of-footprint (opportunity signal)+−
OR×3NJ×79LA×17CA×77NY×72WA×6
GXO
public sources (partial) — no US site directory published
Confirmed in-footprint presence
GAOK
Midway (Liberty County), GA— Hasbro flagship distribution center, 600,000 sq ft2026-03-19·company press releasehigh
Oklahoma City, OK— Pratt & Whitney warehouse / MRO materials operation, managed since 2018 (renewed Aug 2025)2025-08-04·company press releasehigh
Stated network size
1,043 facilities / ~221M sq ft worldwide; United States 325 facilities / 82M sq ft — no state breakdown published (annual report, FY2025)
The provider's own claim.
Coverage
public sources (partial) — no US site directory published
The 5 named sites are the only US sites named in 2024-26 public releases found. They are a sample, not the network. State-level coverage of GXO's remaining ~320 US facilities is not determinable from public sources.
Confidence: high for each named site; low for network coverage
Out-of-footprint (opportunity signal)+−
MDNJCA
Hagerstown, MD— Conair distribution center, ~2.1M sq ft2024-05-10·company press releasehigh
(state only), NJ— Siemens Healthineers forward-stocking distribution center2025-02-18·company press release; city not namedhigh
(state only), CA— Siemens Healthineers forward-stocking distribution center (opening early 2025)2025-02-18·company press release; city not namedhigh
DHL Supply Chain
public sources (partial) — no US site directory published
Confirmed in-footprint presence
FLGAOH×2TN
North Jacksonville, FL— 600,000 sq ft logistics and distribution center ($64M; completion targeted end-2025)2024-08-14·economic-development agency release + trade presshigh
Atlanta, GA— Life sciences & healthcare site (2022 network) + multi-customer facility acquired May 20252022 / 2025-05-06·company press releaseshigh
Cincinnati, OH— Life sciences & healthcare site2022·company press releasehigh
Memphis, TN— Life sciences & healthcare site2022·company press releasehigh
Westerville, OH— North America headquarters (office)2026·company press release datelinehigh
Stated network size
529 facilities, 51,000+ associates and 161M+ sq ft in North America; 1M sq ft operated in Florida (Aug 2024); 10 new data-center-logistics sites / 7M+ sq ft going live in 2026 (unnamed)
The provider's own claim.
Coverage
public sources (partial) — no US site directory published
10 named sites from 2022-26 releases out of ~529 North American facilities. The 2026 data-center sites and the 150+ forward-stocking locations are unnamed. Third-party directories were not used.
Confidence: high for each named site; low for network coverage
Out-of-footprint (opportunity signal)+−
PA×2NVINUT
Annville, PA— 1,000,000 sq ft life sciences & healthcare distribution center (opening 2026)2026-01-07·company press releasehigh
Lebanon, PA— Life sciences & healthcare site2022·company press releasehigh
Reno, NV— Life sciences & healthcare site2022·company press releasehigh
Indianapolis / Plainfield, IN— Multi-customer warehouses acquired May 20252025-05-06·company press releasehigh
Salt Lake City, UT— Multi-customer warehouse acquired May 20252025-05-06·company press releasehigh
NFI
public sources + cached site pages (partial) — locations page is a map widget with no list
Confirmed in-footprint presence
NC×2MSGATX
Greensboro, NC— Lamps Plus East Coast fulfillment/distribution center (ribbon-cutting 2025-04-30)2025-05-15·company press releasehigh
Savannah (Garden City), GA— Transloading facility ('our newest transloading facility in Savannah, Georgia')site captured 2026-08-22 (undated)·company website; port servicesmedium
Greensboro (Youngs Mill Industrial Park), NC— NFI Real Estate build-to-suit site, 1,287,470 SF (pipeline, not an operating warehouse)site captured 2026-08-22·company website; real-estate pipelinemedium
Waxahachie / Red Oak / Terrell, TX— NFI Real Estate near-term development sites (pipeline, not operating warehouses)site captured 2026-08-22·company website; real-estate pipelinemedium
Stated network size
Owns and operates more than 70 million square feet across North America
The provider's own claim.
Coverage
public sources + cached site pages (partial) — locations page is a map widget with no list
Every US site nameable from NFI's own releases and site pages; a named sample of a 70M+ sq ft network, not a directory. Job-board hints were excluded.
Confidence: high for the operating sites named from releases and site pages; medium for real-estate pipeline sites; low for network coverage
effectively unverifiable from public sources — dated evidence only
Confirmed in-footprint presence
SCTX
Spartanburg, SC— BMW inbound-manufacturing transportation management / supply chain management (not warehousing)2013 (relationship 'since 2007')·company newsroom; current status unverifiedmedium
Los Indios, TX— 208,000 sq ft distribution center (Delphi Delco)2001 (dated)·trade press; current status unverifiedlow
Stated network size
No site count or square-footage claim published on its site or in its releases
The provider's own claim.
Coverage
effectively unverifiable from public sources — dated evidence only
Penske Logistics is private, runs mostly customer-dedicated sites and publishes no US site list. Its only in-footprint public evidence is dated (2001, 2013). Its 77 warehouse job-title ad creatives carry no location. State-level in-footprint coverage is not determinable from public sources.
Confidence: low for in-footprint presence (dated); high only for Romulus MI and Carson CA
Out-of-footprint (opportunity signal)+−
MI×2INPA×2CA
Romulus, MI— 606,000 sq ft refrigerated regional distribution center (Kroger), opened June 20192019-06·public encyclopedia entry (cited) + trade press + company newsroomhigh
West Shelbyville, IN— Kroger 600,000 sq ft refrigerated food distribution facility (operated from 2013)2013 (dated)·company newsroom; current status unverifiedmedium
Nazareth, PA— BMW of North America parts distribution center, 875,000 sq ft (operational manager from 2013)2013 (dated)·company newsroom; current status unverifiedmedium
Carson, CA— Multi-client warehouse (cross-docking and distribution; case study)site captured 2026-08-22·company websitehigh
(unnamed), MI— 102,000 sq ft LEED Gold warehouse redesign (quick-service-restaurant customer)2026·company blog; city not namedmedium