Driven by increasingly stringent regulatory standards and heightened performance requirements, temperature-controlled and multi-temperature logistics now require tighter quality control and proper certification, prompting logistics providers to reassess and refine their operations.
“The more stages of the supply chain we can manage and accompany on behalf of our customers, the better we can optimise these supply chains in the interests of our customers and their patients,” explained Oscar de Bok, CEO of DHL Supply Chain. “This is not only crucial for quality control and end-to-end visibility along the supply chain, which we can actively influence, but it also allows us to improve the overall sustainability of a supply chain — for example, through packaging efficiency, which helps to reduce packaging waste and emissions.
“It becomes a win-win. This is a key reason behind the €2 billion investments into our global pharma network,” explained Oscar de Bok. “A particular focus lies on the rapidly growing ‘advanced pharma’ segments, where we’re seeing increasing complexity and demand, from clinical trials to cell and gene therapy, biopharma, and radiopharma.”
€2 billion bet
DHL’s commitment to reshaping cold chain logistics is underscored by a substantial €2 billion investment plan set to roll out by 2030 a move that reflects the company’s strategic priorities and responds to the rising demand for high-quality, end-to-end supply chain control. This spans all transport modes and the entire value chain, from warehousing, product handling, and order fulfillment to final delivery — whether to doctors, laboratories, or increasingly, directly to patients.
“The investment is driven not only by the need for uncompromising, high-quality, end-to-end controlled supply chains, but also by a sector in the midst of profound transformation,” de Bok explained. “Restructuring within pharmaceutical companies, combined with the growing specialisation and individualisation of pharmaceutical products, makes it essential to build high-performance logistics networks.” He pointed out that the funds will be directed toward developing temperature-controlled air terminals, advanced logistics centres, and expanding the use of DHL’s own fleet — strengthening the infrastructure required to meet increasingly complex cold chain demands.
“What sets DHL apart is the breadth of our portfolio, covering multiple transport modes and logistics services – from medical express shipments to air and ocean freight, and a wide-ranging contract logistics network – all under one roof,” he added. “And with our global presence we can support supply chains from the clinical stage right through to delivery to the patient – wherever that might be.”
End-to-end ecosystem
DHL’s ability to offer a self-contained logistics operations has a significant impact on the efficiency of cold chain transportation, particularly in reducing handovers and enhancing reliability.
de Bok explained how fewer connection leads to faster transit times, which in turn minimises the risk of temperature excursions—a critical factor in maintaining the integrity of sensitive goods: “We control so many aspects of the chain, we’re better positioned to ensure execution—truly delivering on that end-to-end promise.”
Further highlighting how DHL is aligning all its business units under a unified health logistics strategy to enhance this capability, de Bok stated: “It’s not just about talking end-to-end—it’s about executing it.
“We’ve brought together subject matter experts to identify and close gaps, and are prioritising investments in key trade lanes.
“The US has the largest healthcare market globally and receives the biggest investment within the sector. So, naturally, if you want to lead in healthcare logistics, you start there. That’s why we’ve prioritised investment in the Americas—while also continuing significant development in Europe, Asia Pacific and beyond.”
Internal control with external opportunities
When looking at the growing trend of airports and flag carriers forming closer alliances with logistics providers to build pharmaceutical hubs, there is a clear focus on the importance of collaboration
“Partnerships are important, and we certainly value them,” de Bok said. “But our main focus is leveraging what we already have—streamlining and taking more control of the end-to-end process.
“That’s what our customers are demanding—especially with highly sensitive products like those from Novartis, for example. Partnerships support that vision, but ownership of the process is key to maintaining the level of quality that’s now expected.”
Smart tools
With role of digitalisation and data expanding across the logistics space, de Bok was adamant that this innovation is “essential.”
“Part of that €2 billion investment is going into advanced track-and-trace systems across business units. What we call the ‘HealthTrack’ system gives customers end-to-end visibility—from last mile and stock levels to air and sea freight,” he stated.
“This visibility generates actionable data, which we’re using not just for day-to-day performance monitoring, but also to make strategic decisions. For example, one customer recently suggested we use historical data to evaluate lane risks—so they can make routing decisions based on likelihood of disruption, not just cost.”
Focus area
Amid a noticeable divide in the types of products requiring temperature-controlled logistics, DHL is seeing a split between traditional healthcare products and specialised treatments.
“On one hand, traditional healthcare products—like over-the-counter and prescription meds—still require temperature control, but the focus there is on cost and efficiency. That’s where our experience in retail and consumer sectors can really help,” de Bok expressed.
“On the other hand, specialised treatments—like cell and gene therapy—are where the real innovation and investment is. Quality and reliability matter more than cost in many of those cases. So we’ll continue to invest in infrastructure and capabilities for these high-demand, high-precision logistics requirements.”
