581: A Global Logistics Strategy Rooted in Optionality
Welcome to this episode of The New Warehouse Podcast, where logistics legend Jim Tompkins, Chairman of Tompkins Ventures, joins the show. With over 50 years in the industry, Jim shares lessons from his early days in warehousing and consulting, his role in shaping the profession, and how disruption has become the new normal. The conversation focuses on a new era of global logistics strategy, where adaptability, agility, and optionality are more essential than optimization. From reshoring and nearshoring to navigating tariffs and global disruptions, Jim unpacks the evolving needs of today’s supply chain leaders.
From Consultant to Ecosystem: Reinventing the Model
Jim Tompkins didn’t just witness the rise of the supply chain industry—he helped shape it. In 1975, he launched the first two-day warehousing seminar, blending military logistics principles with industrial engineering. That single course evolved into Tompkins International and later Tompkins Ventures. “Back in 1975, warehousing was not considered a profession,” Jim recalls. “What I was doing was second nature to me—but people attending said, ‘Oh my goodness, this is revolutionary.’”
Today, Tompkins Ventures functions as an ecosystem. Rather than relying on full-time consultants, it builds customized teams from a network of over 200 supply chain experts and thousands of global partners. “What we are is a community,” Jim explains. “We pull in commercial, capital, and consulting partners to create an innovation team tailored to each opportunity.”
Reglobalization and the Shift from Optimization to Optionality
Jim’s white paper, “REGLOBALIZATION – REDEFINING GLOBAL SUPPLY CHAINS: NEARSHORING, RESHORING AND FRIENDSHORING IN A DISRUPTED GLOBAL LANDSCAPE“, outlines the foundation of this new global logistics strategy. As he puts it, “Disruption became the new norm.” The age of relying on single-source, just-in-time models is over. The future is about diversification, flexibility, and responsiveness.
“Optimization is dead. Optimization is obsolete,” Jim says. “What we need to have is optionality.” Whether sourcing materials from Vietnam or shifting production to Mexico, the goal is to create multiple paths to fulfillment. Optionality allows companies to adapt to tariffs, transportation delays, and political shifts without sacrificing service.
His perspective on reshoring and automation is equally pragmatic. “Reshoring works great when I can automate. But if I can’t automate, then guess what? You don’t have the choice of paying your labor too much—because the labor’s not there.”
Future-Proofing a Global Logistics Strategy Through the Five W’s and One H
For warehouse operators looking to prepare for what’s ahead, Jim suggests returning to the basics: where, what, who, why, when, and how. Customer expectations and global complexity are redefining each element.
- Where should warehouses be located? Closer to the customer than ever before.
- What matters most? Space utilization and multi-floor, high-density operations.
- Who should run it? Third-party logistics may offer the flexibility companies need.
- Why? Because fulfillment today includes distribution, returns, and liquidation—often all in one.
- When? Delivery timelines are shrinking; same-week isn’t fast enough.
- How? Through nimble operations built on optionality and rapid response.
“If you are doing next year the same thing you did last year, you’re losing money for your company,” Jim says. The industry is evolving fast. Warehousing must evolve with it.
Key Takeaways on Global Logistics Strategy
- The Consulting Model Is Evolving – Tompkins Ventures builds flexible, on-demand teams from a global network of partners.
- Disruption is the Norm – Supply chains must prepare for continuous change rather than rely on stability.
- Optionality Beats Optimization – Multiple fulfillment and sourcing options are now more valuable than cost-based efficiency.
- Reglobalization Is Real – Nearshoring, friendshoring, and reshoring strategies reshape global networks.
- Warehousing Must Be Agile – Operators must rethink location, design, and function to stay competitive.
Listen to the episode below and leave your thoughts in the comments.
Guest Information
For more information on Tompkins Ventures, click here.
To connect with Jim on LinkedIn, click here.
For more information about global logistics strategy, check out the podcasts below.
560: Fulfillment Trends in 2025 with DCL Logistics
