Optimizing EPC Logistics: Taking Control of Inbound Freight

A prominent engineering, procurement, and construction (EPC) firm is no stranger to the challenges involved in the high-stakes world of energy and industrial infrastructure. With decades of experience delivering complex projects, they specialize in building large-scale facilities such as liquified natural gas (LNG) terminals, manufacturing facilities, power plants, and petrochemical complexes.

For years, the company successfully operated with a vendor-managed approach to coordinate inbound transportation—the arrangement had been well suited to their established project needs. Following this model, supplier teams managed the flow of crucial materials, such as imported pipes and construction equipment.

Recognizing the status quo was unsustainable

As their portfolio expanded and infrastructure projects grew in both size and complexity, the company started experiencing more operational bottlenecks and communication breakdowns between vendors and project managers. 

Moreover, the absence of integrated technology left teams dependent on manual tracking and disparate reporting systems, further hindering the ability to respond swiftly to issues or optimize logistics across multiple project sites. 

Their traditional approach could not keep up with the pace and complexity of projects. They needed a smarter, more scalable way to manage logistics to meet the demands of clients and the industry at large. Recognizing the need for a new solution, the EPC firm assembled their comprehensive logistics requirements and brought them out to competitive bid, ultimately selecting C.H. Robinson to address their next infrastructure project. 

C.H. Robinson offers an integrated approach to inbound freight management

Once selected as the primary provider for the project, C.H. Robinson took decisive action. Recognizing the complexity of their challenges, C.H. Robinson embraced a multi-component approach to holistically address every facet of the inbound supply chain. 

A centralized approach for inbound transportation

By centralizing all inbound transportation and assuming full vendor management, C.H. Robinson helped shift control away from vendors to directly manage an entire project’s supply chain with one standard process. The C.H. Robinson team deployed dedicated onsite teams to coordinate operations, oversee vendor interactions, and handle daily logistics at project sites. 

Integrated technology that streamlines and saves

C.H. Robinson incorporated their global customer platform into the solution for the EPC firm. The global transportation management system enables seamless order entry, comprehensive reporting, and streamlined billing all in one place. 

Multimodal logistics solutions backed by project team

With extensive expertise in the energy industry, C.H. Robinson offers multimodal logistics solutions based on the project and cargo need. These services include trucking, rail, barge, and air freight as well as specialized handling for unique situations. For each initiative, a dedicated project management team developed a blended capacity strategy, assigning the right transportation modes and onsite resources as needed.

Dedicated fleet of open deck capacity

To support the scale and complexity of a particular project, C.H. Robinson leased and managed a large fleet of flatbed trailers—peaking at over 450 units—equipped with GPS tracking for real-time visibility and asset management.

Advanced reporting and analytics 

Integrated systems from C.H. Robinson closely monitor lane performance and deliver timely alerts whenever deviations from plan occur. Using this information, the EPC firm can quickly see vendor performance issues and implement corrective actions. Post-mortem audits and analysis complete the continuous feedback loop, allowing the team to evaluate outcomes, identify areas for improvement, and recoup losses from errors or inefficiencies.

Bringing supply chain solutions to life on the ground

C.H. Robinson helped build and manage a capacity strategy that streamlined the EPC firm's number of providers, increased committed assets and equipment, and maintained flexibility. This strategy made it easy to scale up trailer capacity rapidly—from an initial request for 10 trailers up to 200 within 60 days—demonstrating flexibility to match project demands.

Equally important, as project phases shift and requirements diminished, C.H. Robinson orchestrated a smooth, gradual reduction in trailer numbers, aligning closely with the project’s wind-down schedule. Unlike some providers that continue to bill for unused trailers until the official project ends, C.H. Robinson ensured the company was not charged for idle equipment, safeguarding fair and transparent billing practices.

This ability to both ramp up efficiently and scale down thoughtfully meant the EPC firm could better optimize resource utilization without incurring unnecessary costs.

Overcoming quality challenges

The first real test of the new process came when a shipment of imported pipes from China failed crucial quality inspections. Suddenly, the EPC firm faced the urgent task of remediation and re-routing. C.H. Robinson responded to the quality issue with a comprehensive, hands-on solution that turned a setback into an opportunity for operational excellence. 

First, the C.H. Robinson team established a dedicated remediation yard to efficiently address the quality concerns. Then onsite experts coordinated all remediation activities, organizing the unloading, sorting, and inspection of each pipe. Leveraging the integrated technology platform, C.H. Robinson successfully tracked every unit through remediation steps, ensuring real-time visibility into progress and quality metrics.

C.H. Robinson also managed the workforce and resources needed for the job, handling the logistics for contractors, equipment, and even essential amenities such as water and porta-potties to keep the operation running smoothly. 

C.H. Robinson ensured only compliant materials moved forward, which not only reduced rework and unnecessary costs, but also kept project timelines on track. The proactive, technology-driven approach didn’t just resolve a quality setback—it elevated the EPC firm’s entire supply chain’s resilience.

Data and innovation drive results

The newfound transparency lead to profound results:

• Reduced total landed costs
• Improved supplier accountability
• Enabled agile responses to change
• Enhanced construction site readiness
• Gained greater control over project costs
• Boosted cross-functional collaboration and sales
• Strengthened safety measures throughout the supply chain
• Incorporated real-time visibility into routines and processes

By shifting to a centralized supply chain model with C.H. Robinson, projects saw real results—cost savings, reduced risk, and smoother operations across the board. The strong relationship between companies meant better forecasting for project needs, costs, and resources while also empowerment for the EPC firm to lead the transportation of projects with joint ventures and partners. C.H. Robinson didn’t just meet expectations; they redefined what success looks like for EPC logistics.