Unprecedented shift as big tech companies enter oversized arena.
Jake Swanson has witnessed firsthand one of the most dramatic transformations in project cargo: the arrival of technology giants as major customers for heavy-lift logistics services.
The shift is unprecedented, according to Swanson, regional head for the Americas region at DHL Global Forwarding. Companies like Meta and Microsoft – brands synonymous with social media and software – are now commissioning the kind of capital construction projects that require specialized logistics expertise, he told the Project Cargo Professionals podcast in a recent episode.
The shift is driven by semiconductor reshoring, artificial intelligence infrastructure demands and the energy transition. Technology companies that may have only previously engaged with logistics providers for standard parcel and express services are now commissioning capital projects requiring specialized heavy-lift equipment and expertise.
The transformation began with semiconductors, as government funding and strategic considerations prompted major fabrication facility construction across the United States. “With semicon, it’s just a matter of filling a need that we have within the region and not being so dependent on Asia to supply microchips or microprocessors,”
Swanson explained. “There’s a lot of government funding that’s available, and companies are sourcing or expanding their fabrication facilities here.”
Recent trips to Austin reinforced Swanson’s observations about the sector’s growth. “I was talking with Amazon and with a few others and they’re growing when it comes to these types of projects,” he said.
Data Centers Driving Growth
Beyond semiconductors, data center construction and battery storage facilities are generating significant opportunities for specialized transport providers. The AI revolution has created unprecedented demand for computing infrastructure, while the energy transition requires large-scale storage solutions.
“These are new things that weren’t around a few years ago,” Swanson noted. “There’s a lot of opportunity.” The infrastructure requirements for these facilities mirror traditional heavy industrial projects – transformers, generators, cooling systems and structural components that fall squarely within the project cargo wheelhouse.
The digital infrastructure boom has created a parallel surge in power generation equipment demand. “All of these facilities require power,” Swanson said. “We’re seeing a tremendous amount of transformers and other types of power generation equipment coming into the country.”
During a recent visit to Colombia, Swanson toured transformer manufacturing facilities that were operating at full capacity. “It’s full, it’s busy, there’s a lot of activity,” he observed.
Regional Opportunities
While the U.S. represents DHL Industrial Projects’ largest market in the region, Swanson highlighted significant opportunities across Latin America, for which he’s responsible. Mining projects in Chile and Argentina continue to generate substantial cargo volumes, particularly in lithium extraction despite market volatility.
Mexico presents particular promise due to nearshoring trends, he said. “We see more and more technology projects and, of course, oil and gas and mining is big there,” Swanson noted.
The current trade environment, however, presents challenges for project cargo operators and their customers. Tariff uncertainties have caused some project delays as companies reassess budgets and sourcing strategies.
“The real challenge has been delays in certain projects,” Swanson said. “When customers face uncertainty – especially around budgets or not knowing what duties they may have to pay on sourced materials – many decide it’s safer to pause.”
Swanson believes the uncertainty is only temporary. “Once things stabilize and everyone understands what the tariffs will be, then customers can build their budgets and move forward,” he said. “It’s not that they don’t want to proceed with projects – they just need a clear picture of the costs.”
Investing in Innovation and Talent
Swanson also told Project Cargo Professionals how DHL has invested in innovation centers across multiple regions – including Chicago in the U.S. but also Europe, Asia Pacific, and Dubai – to help customers navigate complex project cargo requirements. These facilities serve as collaborative spaces where teams work with clients to develop customized solutions.
“We’ve developed tools for tracking material, using existing technologies and our systems so that we can provide solutions to our customers,” Swanson explained. The company has also deployed cameras and drones for measuring material in warehouses and laydown yards and used digital twinning technology for major projects.
But DHL believes innovation isn’t just about technology and facilities – it also depends on people. To build that pipeline of expertise, the company has launched its Next Gen IP program, a two-year training initiative that recruits recent university graduates and rotates them through different departments and regions globally.
The program addresses the industry’s well-documented talent shortage while building expertise for emerging market segments. Participants spend several months in Houston before rotating through Asia, the Middle East, and Europe, gaining exposure to chartering, operations, finance and marketing functions.
Valuable Perspective
Swanson’s diverse background – including time at sea after graduating from the United States Merchant Marine Academy, work on the ocean carrier side and experience with an EPC contractor – provides valuable perspective when dealing with customers new to project cargo.
“Just having that understanding of the processes they have to go through, what their perspective is as they analyse bids, what kind of things they look for, what challenges they have internally when it comes to developing a logistics budget – it’s very helpful to bring that with me here to DHL,” he said.
This cross-industry experience proves particularly valuable when working with technology companies unfamiliar with project cargo complexities. Unlike their typical procurement processes for cloud services or software, moving physical infrastructure requires understanding multiple transportation modes, customs procedures and risk management strategies.
In an industry where relationships matter, Swanson emphasized the importance of maintaining credibility with all stakeholders. “The most important thing that you have is your reputation,” he said. “Don’t be dishonest. Don’t commit or promise something that you can’t do or that you never were going to do. That will stay with you. People will remember that, and the industry is very circular.”
As technology giants continue entering the project cargo space, this advice becomes increasingly relevant. Companies accustomed to rapid digital transformations must adapt to the longer timelines and complex coordination required for physical infrastructure projects.
The convergence of traditional project cargo expertise with cutting-edge technology demands represents both an opportunity and a challenge for the industry. Success will depend on a logistics service provider’s ability to adapt their services while maintaining the reliability and precision that major capital projects require – whether the customer is building an oil refinery or a data center.
Watch Luke King’s interview with Jake Swanson below, originally interviews on the Project Cargo Professionals YouTube channel
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