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Saudi Arabia Third-Party Logistics (3PL) - Market Share Analysis, Industry Trends & Statistics, Growth Forecasts (2026 - 2031)
Market Report I 2026-02-09 I 150 Pages I Mordor Intelligence
Saudi Arabia Third-Party Logistics (3PL) Market Analysis
The Saudi Arabia Third-Party Logistics Market is expected to grow from USD 12.39 billion in 2025 to USD 12.98 billion in 2026 and is forecast to reach USD 16.36 billion by 2031 at 4.74% CAGR over 2026-2031.
Growth is fueled by the National Transport & Logistics Strategy's USD 266 billion investment pipeline, the rollout of multiple special economic zones, and full liberalization of foreign ownership that collectively attract global providers. Digitalization initiatives such as the Logisti 2 platform and the Ports Community System simplify more than 390 logistics processes, accelerating shipment visibility, customs clearance, and multimodal coordination. Cross-border trade volumes climb on the back of new GCC and Asia-Europe corridors, while pharmaceutical cold-chain build-outs and e-commerce reverse-logistics services open niche revenue streams. Competition intensifies as international players commit over USD 500 million of fresh capital through 2030, prompting local firms to deploy asset-light models and automation to preserve margins.
Saudi Arabia Third-Party Logistics (3PL) Market Trends and Insights
Expansion of Cross-Border Trade Volumes
Saudi non-oil exports reached USD 137 billion in 2024, a 13% year-on-year jump that underscores rising demand for integrated freight solutions. Global liners such as CMA CGM are investing in Red Sea intermodal hubs, demonstrating confidence in the long-term alignment between corridor diversification and the Saudi Arabia 3PL market. New land bridges and rail links strengthen Saudi positioning as a midpoint between Asia and Europe, pushing international 3PLs to scale regional capacity. Customs reforms coupled with GCC harmonization streamline transit time, prompting shippers to consolidate flows through the Kingdom. Providers that combine network reach with localized compliance support gain a durable competitive edge.
Infrastructure Modernization Under National Transport & Logistics Strategy
The USD 266 billion public-sector capex plan unlocks green-field ports, railroads, dry ports, and bonded zones, sharply reducing gateway congestion. Synchronized digital platforms, including Logisti 2 and the Ports Community System, cut documentation cycles by double-digit percentages, raising asset utilization and boosting the Saudi Arabia 3PL market. NEOM's automated cranes, slated to be operational by 2026, set new benchmarks for handling efficiency. With 76% growth in logistics business registrations in Q2 2024, private capital flows swiftly follow public spending, expanding warehouses and cross-docks nationwide. Robust infrastructure shrinks domestic haul time, supporting multimodal growth while elevating service standards.
High Operating & Compliance Costs (Including Saudization)
Enhanced Nitaqat thresholds mandate 70% Saudi labor in healthcare logistics and 40% in consulting activities, inflating payroll outlays and recruitment lead times. Non-compliance limits visa quotas and access to public contracts, adding operational risk to the Saudi Arabia 3PL market. By 2024, 2.34 million nationals were employed in the private sector, but the pipeline of job entrants is projected to hit 5 million by 2030. Reskilling spend rises as firms build academies to meet localization audits. While grants and wage subsidies ease transition pain, tight margins remain a structural headwind.
Other drivers and restraints analyzed in the detailed report include:
Logistics Zones & SEZ Roll-out (Vision 2030)Surge in E-commerce Return Flows (Reverse Logistics)Skilled-Labor Shortage
For complete list of drivers and restraints, kindly check the Table Of Contents.
Segment Analysis
International Transportation Management generated a 5.55% CAGR outlook, signaling accelerating cross-border activity and technology-enabled corridor orchestration in the Saudi Arabia 3PL market. Customs cycle reduction through the Ports Community System strengthens comparative transit time, while CMA CGM's Red Sea investments widen modal options for exporters. International contract wins offset the 42.35% domestic share led by in-country transport management, indicating a gradual rebalancing toward global flows. The Saudi Arabia 3PL market size for International Transportation Management is forecast to climb alongside non-oil export gains.
Value-Added Warehousing & Distribution benefits from automation adoption across pharmaceutical and e-commerce facilities. Providers integrate WMS, AS/RS, and cold rooms to meet stringent handling standards. Road haulage remains volume leader due to a 221,000 km highway network, while air cargo enjoys gateway expansions at Riyadh and Dammam. Rail and sea corridors attract fresh capital as dry ports and intermodal yards come online. Digital platforms stitch these modes together, positioning end-to-end visibility as a baseline expectation.
The Saudi Arabia Third-Party Logistics (3PL) Market Report is Segmented by Service (Domestic Transportation Management, International Transportation Management, and More), by End User (Automotive, Energy and Utilities, Manufacturing, and More), and by Logistics Model (Asset-Light, Asset-Heavy, Hybrid). The Market Forecasts are Provided in Terms of Value (USD).
List of Companies Covered in this Report:
Almajdouie Group Al-Futtaim Logistics Wared Logistics DHL Group Aramex Hala Supply Chain Services LSC Logistics Motion Supply Chain DSV CEVA Logistics Maersk Logistics Mosanada Logistics Services Etmam Logistics BAFCO International Advanced Storage Logistics Kuehne + Nagel Move One Takhzeen Logistics Company Flow Progressive Logistics United Parcel Service, Inc.
Additional Benefits:
The market estimate (ME) sheet in Excel format
3 months of analyst support
1 Introduction
1.1 Study Assumptions & Market Definition
1.2 Scope of the Study
2 Research Methodology
3 Executive Summary
4 Market Landscape
4.1 Market Overview
4.2 Market Drivers
4.2.1 Expansion of cross-border trade volumes
4.2.2 Infrastructure modernisation under National Transport & Logistics Strategy
4.2.3 Logistics zones & SEZ roll-out (Vision 2030)
4.2.4 Surge in e-commerce return flows (reverse logistics)
4.2.5 Temperature-controlled pharma distribution boom
4.2.6 100 % foreign-ownership rule attracting MNC 3PLs
4.3 Market Restraints
4.3.1 High operating & compliance costs (incl. Saudisation)
4.3.2 Skilled-labour shortage
4.3.3 Fragmented digital standards across ports & customs
4.3.4 Seasonal trucking capacity squeeze (Hajj/Umrah)
4.4 Value / Supply-Chain Analysis
4.5 Regulatory Landscape
4.6 Technological Outlook
4.7 General Trends in Warehousing
4.8 Demand from CEP, Last-Mile & Cold-Chain
4.9 Insights into the E-commerce Business
4.10 Porter's Five Forces
4.10.1 Threat of New Entrants
4.10.2 Bargaining Power of Buyers
4.10.3 Bargaining Power of Suppliers
4.10.4 Threat of Substitutes
4.10.5 Competitive Rivalry
4.11 Impact of COVID-19 and Geo-Political Events
5 Market Size & Growth Forecasts (Value, USD Billion)
5.1 By Service
5.1.1 Domestic Transportation Management (DTM)
5.1.1.1 Roadways
5.1.1.2 Railways
5.1.1.3 Airways
5.1.1.4 Waterways
5.1.2 International Transportation Management (ITM)
5.1.2.1 Roadways
5.1.2.2 Railways
5.1.2.3 Airways
5.1.2.4 Waterways
5.1.3 Value-Added Warehousing & Distribution (VAWD)
5.2 By End User
5.2.1 Automotive
5.2.2 Energy & Utilities
5.2.3 Manufacturing
5.2.4 Life Sciences & Healthcare
5.2.5 Technology & Electronics
5.2.6 E-commerce
5.2.7 Consumer Goods & FMCG
5.2.8 Food & Beverages
5.2.9 Others
5.3 By Logistics Model
5.3.1 Asset-Light (Management-Based)
5.3.2 Asset-Heavy (Own Fleet & Warehouses)
5.3.3 Hybrid
6 Competitive Landscape
6.1 Market Concentration
6.2 Strategic Moves
6.3 Market Share Analysis
6.4 Company Profiles (includes Global level Overview, Market level overview, Core Segments, Financials as available, Strategic Information, Market Rank/Share for key companies, Products & Services, and Recent Developments)
6.4.1 Almajdouie Group
6.4.2 Al-Futtaim Logistics
6.4.3 Wared Logistics
6.4.4 DHL Group
6.4.5 Aramex
6.4.6 Hala Supply Chain Services
6.4.7 LSC Logistics
6.4.8 Motion Supply Chain
6.4.9 DSV
6.4.10 CEVA Logistics
6.4.11 Maersk Logistics
6.4.12 Mosanada Logistics Services
6.4.13 Etmam Logistics
6.4.14 BAFCO International
6.4.15 Advanced Storage Logistics
6.4.16 Kuehne + Nagel
6.4.17 Move One
6.4.18 Takhzeen Logistics Company
6.4.19 Flow Progressive Logistics
6.4.20 United Parcel Service, Inc.
7 Market Opportunities & Future Outlook
7.1 White-space & Unmet-need Assessment
8 Appendix
8.1 Macroeconomic Indicators
8.2 External Trade Statistics
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