LEO Global Logistics Builds on 36 Years of Resilience with 2027 SMART JUMP

Global logistics providers face a changing landscape shaped by economic volatility, geopolitical tensions, fluctuating transport costs, digital transformation and rising sustainability expectations. For LEO Global Logistics (LEO), responding to these changes means building on its experience while preparing its business, technology and people for the next phase of growth.

On 9 September, LEO marked 36 years in operation. As it enters its 37th year, the company is putting its “LEO 2027 SMART JUMP” strategy into action. Logistics Manager spoke with Mr. Kettivit Sittisoontornwong, Chief Executive Officer of LEO Global Logistics, about the strategy and how the company plans to develop its services.

Advancing Growth through the LEO 2027 SMART JUMP Strategy

LEO 2027 SMART JUMP sets out the company’s priorities through five areas:

• S – Sustainable and Profitable Growth: increasing sales and profits in line with ESG principles.
• M – Mutual Ecosystem and Global Partnerships: expanding domestic and international partnerships to create new business opportunities.
• A – Ahead of the Curve AI-Powered Value Creation: applying AI and automation to improve operations and services.
• R – Resource Optimization and Operational Excellence: improving cost efficiency and workflows through Lean methods.
• T – Talent Empowerment and High Productivity: developing employees’ skills and building a productive, adaptable workforce.

The strategy is intended to help LEO respond to the digital era while improving flexibility and creating greater value for customers and partners.

“We will focus on high-value freight routes and niche trade lanes, while accelerating growth in high-potential ‘New S-Curve’ business segments to diversify our revenue streams,” said Mr Kettivit. “These include LEO Coldbotic, Self-Storage, Wine Storage and cross-border rail freight services connecting Thailand, Laos and China, which give customers more flexibility in costs and transit times.

“We will also pursue procurement and product-sourcing services, and develop new business ventures through the Stock Exchange of Thailand’s JUMP+ program.”

Using Technology to Streamline Operations

LEO is applying technology through its “Intelligent Operations” and “Green Value Creation” initiatives. Robotic Process Automation (RPA) and Optical Character Recognition (OCR) are being used to streamline document management, reduce repeated data entry and minimise errors.

The company has also introduced a Customer Relationship Management (CRM) system that brings customer data together across departments. This is intended to improve analysis and support business planning.

LEO is also developing its collection and analysis of ESG data, including carbon footprint calculations across different transport modes. The company expects these tools to support faster, more accurate and more transparent services, while helping reduce document-related delays and errors.

Developing Lower-Carbon Logistics

LEO plans to develop practical, measurable solutions to reduce emissions across its logistics operations. These include applying AI to transport planning and route selection to help reduce carbon dioxide emissions.

The company is also planning a carbon accounting system and a carbon offset program. These initiatives are intended to give exporters clearer information about the carbon footprint of their shipments and help them respond to international trade measures, including the European Union’s Carbon Border Adjustment Mechanism (CBAM).

Preparing People for an AI-Enabled Future

LEO views AI as a tool to support employees rather than replace them. The company is training staff in digital skills, generative AI, automation, RPA and OCR. Training includes prompt engineering, checking data and using automated outputs to inform business decisions.

Alongside digital training, LEO is developing employees’ knowledge of logistics services across sea, air, road and rail, with particular attention to Thailand–China routes and specialized warehousing such as LEO COLDBOTIC. This broader understanding is intended to help staff adapt to supply chain changes and respond to customers’ needs.

The company also aims to help employees move from operational roles towards becoming “logistics consultants” who can assess transport options, manage costs and resolve customer issues. LEO is working to support this development through a culture of continuous learning, employee well-being and clearer career paths.

Building an Agile Organization for a Changing Logistics Industry

For LEO, the SMART JUMP strategy is a way to strengthen the business as the logistics industry changes. The company is combining technology and process improvements with investment in its workforce, with the aim of delivering accurate, high-quality solutions for customers.

“Our 36 years of development are a testament to our experience, expertise and readiness for the future,” said Mr Kettivit. “The logistics industry is undergoing a major transformation. LEO will continue to strengthen its services, technology, partner networks and environmental goals, guided by our vision of becoming a ‘Built to Last’ organization.”

He added: “As the Chinese idiom ‘乘风破浪’ (Chéngfēngpòlàng) says, ‘Ride the wind and break the waves.’ Our 36 years of operations have given us a strong foundation. From this day forward, LEO is ready to set sail towards new opportunities, overcome challenges and achieve growth together with all of you.”

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